Student Leaders Training“Empowering the Youth in Governance – Lecture Series” DAP, Tagaytay City Jigs Pasamba - RYDD

Understanding one’s strengths and weaknesses, assets and liabilities and using identified strengths to overcome one’s weaknesses and liabilities

Easily understand others

Able to adjust ourselves with others

Understands the feelings of others

Able to respect others

Area of free activity – all our actions, words, thoughts, and feelings that we recognize and that are also known to others

The Blind Area – we may not recognize some of our feelings. We are blind to our own actions and feelings. Others may be aware of our blindness but they are not helping us to really see ourselves

Hidden Area – we keep many of our actions, thoughts and feelings hidden from others. Most people keep some matters hidden but the more we can work openly with others the more easily we can understand one another

Unknown Area – there are things which neither we nor others know about us.

individual who exercises positive influence upon others

the person who exercises positive influence in goal setting and achievement

Situational leadership theory – a theory (developed by Hersey and Blanchard) based on the premise that leaders need to alter their behaviors depending on one major situational factor – the readiness of followers

Task Behavior – Directing other

Relationship Behavior – Supporting others

Task behavior refers to the extent to which the leader engages in spelling out the duties and responsibilities of individual or group. It includes telling people what to do, how to do it, when to do it, where to do it, and who is to do it.

Relationship behavior refers to the extent to which the leader engages in two-way or multiway communication. It includes listening, facilitating, and supportive behaviors

Telling is used in situations of low readiness, when followers are unable and also unwilling or too insecure to take responsibility for a given task. The telling style involves giving individuals specific directions on what to do and how to do it.

 Selling is used for low to moderate readiness, when followers are unable to take responsibility but are willing or feel confident to do so. The selling style is aimed at giving specific directions, but it is also supportive of the individual’s willingness and enthusiasm

 Participating is used for moderate to high readiness, when followers are able to take responsibility but are unwilling or too insecure to do so. Since they are able to perform, a supportive, and participating style, in which the leader emphasizes two-way communication and collaboration, is most likely to be effective

Delegating is used for high readiness, when followers are able and willing or confident enough to take appropriate responsibility. At this point, they need relatively little support or direction; hence the delegating style is the best prospect of success.

Leader makes

decisions and

announces them

                

1 

Leader makes

decisions and sells

them             

  2

Leader puts ideas and asks

for questions

               

3

Leader makes

suggestions subject to change

        

 Leader makes

suggestions subject to change

  

4

            

Leader puts

problems asks for

advice and makes his decision

     5 

          

Leader defines

limits, and delegates

decision to the group

        6

     

 Leader allows

members to identify

the problems

and devise their

solutions         7

Leader centered Leadership

Member centered leadership

Guide

Enabler

Catalyzer

Puts the group’s interest above his own

Broadminded Flexible and

understanding Principled and

courageous Knows how to listen Gets members to

work together

Directing – High task and low relationship

Guiding, Coaching – High task and high relationship

Supporting, participating – Low task and high relationship

Delegating- Low task and low relationship

Dictatorship or authoritarian leadership

Laissez Faire

Shared or Democratic

Transformational Leadership – creates and sustains a context that maximizes human and organizational capabilities to facilitate multiple levels of transformation and align them with core values and a unified purpose to respond to a dynamic environment.

Creative Leadership – is the ability to inspire people to generate shared innovative responses and solutions to complex and readily changing situation.

Connective leadership – empower staff to facilitate collaboration and synergism and emphasize working with and through other people instead of bowing through authoritarianism. Appreciative inquiry facilitates positive change in human system, e.g. , organizations, group through an appreciative approach in inspiring action for collaborative and strength – based change.

Change Leadership – is a philosophy that endorses alteration, while beyond thinking about individuals and individual organizations, single problems and single solutions. It entails rethinking systems to introduce change on parts of the whole and their relationships to one another.

 Intelligence leadership – focuses on

the ability to navigate the future by embracing ambiguity and reframing problems as opportunities.. It is a pro active stance in taking their organization into uncharted territory

 Multicultural leadership –fosters

team and individual effectiveness and drives for innovation by leveraging multicultural differences so that the teams work harder in an atmosphere of understanding and mutual respect.

 Pedagogical leadership – involves a paradigm

shift from leader/teacher –centered “orientation” to an interactive , connective organizational system using democratic,learning and communicative style. It proposes an alternative to instructional leadership by enabling the learning and intellectual growth of those led.

 Servant- leadership – is a practical

philosophy focusing on people who chose to serve first, and then lead as a way of expanding service. Servant –leaders are “servant first” with the object of making sure that others people’s highest priority needs are being served.

 Bridging leadership – concentrates on fostering synergy and reinforcing behavior and motivation through the projection of confidence in the face of a difficult challenge

 Purposeful leadership- is

established when a leader and the community share a common purpose to develop or provide the drive ,authority and commitment to undertake projects.

Connective leadership – empower staff to facilitate collaboration and synergism and emphasize working with and through other people instead of bowing through authoritarianism. Appreciative inquiry facilitates positive change in human system, e.g. , organizations, group through an appreciative approach in inspiring action for collaborative and strength – based change.