LESSON 1 2.

Aim at Success and Take Reasonable Risks

SELF-LEADERSHIP Risk taking is an essential aspect of life. Challenge yourself to
take on courageous tasks. Don't discourage yourself with past
• "Leadership is governing oneself." Simply means that, a
failures of yourself or others instead focus on success.
person must first lead himself before he can lead others.
However, they should be reasonably calculated risks that are
•He must possess the ability to consciously influence his own relevant to your purpose.
thoughts and behavior in order to achieve his personal goals or
3. Spend Time to Reflect on Your Life
the objectives of the organization he is leading.
•Reflections can also mean allowing someone to make an
• When he has foresight, makes the right decisions and
objective assessment of you. While you remain the active doer
choices on his own, and exhibits dedication towards achieving
of the things you do, you may see things from your perspective
his goals then has self-leadership skills.
only. Take some time off to reflect on your life. Compare the
•Aside from goal setting, self-awareness is another factor that past to the present and the present to future goals. Until you
helps make people great self-leaders. take a break to analyze yourself, you may never identity
certain minor flaws.
Self-awareness is the ability to focus on yourself and how your
actions, thoughts, or emotions do or don't sign with your 4. Don't Tolerate Just Anything
internal standards.
You cannot put your vision at risk. You should learn to be
Self-regulation can involves controlling one's behavior, intolerant of any suggestion or ideas which are not in line with
emotions. and thoughts in the pursuit of long-term goals. your vision. This intolerance is not towards others only but you
too. It includes not tolerating negative aspects of your nature
Self motivation is the ability to drive oneself to take initiative such as laziness, fear, and many others.
and action to pursue goals and complete tasks.
LESSON 2
SIGNIFICANCE OF SELF-LEADERSHIP
INFLUENCE OR INFLUENCED?
Self-leadership is the first stage or level of leadership. For
employees, whether managers or ordinary subordinates, self- If you are influencing and providing direction and guidance to
leadership is of great importance. others, then you are leading. Most of us may just think that
leaders are those people born with special skills or talents or
1. For leaders or superior officers, who receives very little or no the right circumstances. However, that's not always the case
supervision, self-leadership enable them to plan and set the truth is, everyone are prospective leader. What make a
objectives on their own, as well as influence their own self to person to be a good leader are not just his skills and talents,
follow those plans. but primarily his character and attitude
2. For lower level employee or subordinates, who cannot all Leader must influence and should be influenced. Everyone can
the time be sure the kind of governance or leader they will influence somebody either for the good or for bad. A person
meet in the course of their career, self-leadership enable them should have followers for him to be called a leader. He must
to make themselves effective and efficient workers despite lead others towards something that will bring goodness and
whatever leadership they may come across, whether laissez not harm. It only takes skill, wisdom and compassion for a
faire, free-reign, democratic or autocratic person to harness influence just as a good leader should.
3. Self-leadership helps make the individual proactive, However, when a person refuses to use this influence at all
disciplined, and an independent decision maker. People who and does not take a personal stand on things, he or she can
have no strong sense of self-leadership tend to feel they are easily be persuaded and most probably, the person would end
not in control of themselves, often lack focus and get up as the one being influenced. It seems like there are only
overwhelmed easily two choices when comes to this- to be the influencer or to the
Thus, the success of the achievement of organizational goals one influenced.
is dependent on the self-leadership of both superiors and the "Your job gives you authority. Your behavior earns you respect
subordinates.
Irwin Federman
DEVELOPMENT OF SELF-LEADERSHIP
THREE WAYS TO INFLUENCE
Everyone is a potential leader. Therefore, leadership is not an
inborn trait but it is developed through learning and training LOGICAL APPEALS
person with sincere interest to become a leader.
-Tap into people's rational and intellectual positions
1. Clarity of Purpose
EMOTIONAL APPEALS
This means that every person must have a vision and capable
-Connect your message, goal or project to individual goals and
of setting it. Being your own leader, your purpose or vision will
values
be the foundation upon which you will build self-leadership.
Without properly arranged objectives or purpose for your life, COOPERATIVE APPEALS
you will be at risk, trying to follow people's plans or ideas for
-Involve collaboration, consultation and alliances
your life and you end up stuck in the middle of nowhere.
Three Secrets to Influential Leadership • A crisis or important event may cause a person to rise to the
occasion, which brings out extraordinary leadership qualities in
Know the People You Work With
an ordinary person.
Ask Questions and Listen for Answers
Transformational or Process Leadership Theory
Seek and Accept Feedback
It is the most widely accepted theory today. People can choose
ORGANIZATIONAL LEADERSHIP to become leaders. People can learn leadership skills.

-While leadership is learned, a leader's skills and knowledge THE LEADER AND ITS ROLES
can be influenced by his or her attributes or traits, such as
• A leader sets a clear vision for the organization, motivates
beliefs, values, ethics, and character.
employees, guides employees through the work process and
- Knowledge and skills contribute directly to the process of builds morale. Good leaders are made, not born. If you have
leadership, while the other attributes give the leader certain the desire and willpower, you can become an effective leader.
characteristics that make him or her unique. Good leaders develop through a never ending process of self-
study, education, training, and experience (Jago, 1982).
-A leader might have learned the skills in counseling others,
but her traits will often play a great role in determining how he To inspire your workers into higher levels of teamwork, there
counsels. are certain things you must be, know, and do. These do not
often come naturally, but are acquired through continual work
PRIMARY FACTORS OF LEADERSHIP and study. Good leaders are continually working and studying
(US Army, 1960) to improve their leadership skills; they are not resting on their
past achievements.
1. Leader
BOSS OR LEADER?
A person appointed as leader must have an honest
understanding of himself, what he knows, and what he can do. • Although your position as a manager or supervisor gives you
the authority to accomplish certain tasks and objectives in the
Take note that it is the followers, not the leader or someone organization (Assigned Leadership), this power does not make
else who determines if the leader is successful you a leader, it simply makes you a boss.
If they do not trust or lack confidence in their leader, then they • Leadership differs in that it makes the followers want to
will be uninspire. achieve high goals (Emergent Leadership), rather than simply
ordering people around (Rowe, 2007)
To be successful you have to convince your followers, not
yourself or your superiors, that you are worthy of being Thus, you get Assigned Leadership by your position and you
followed display Emergent Leadership by influencing people to do great
things.
2. Followers
LEADERSHIP PRINCIPLES
Different people require different styles of leadership. A newly-
hired requires more supervision than an experienced 1. Know Yourself and Seek Self-Improvement
subordinate does.
Seeking self-improvement means continually strengthening
A person who lacks motivation requires a different approach your attributes. This can be accomplished through self-study,
than one with a high degree of motivation formal classes, reflection, and interacting with others.
As a leader, you must know your people. The fundamental 2. Be Technically and Tactically Proficient
starting point is having a good understanding of human nature,
such as needs, emotions, and motivation. We cannot give what we do not have. We cannot correct the
things we do not know. Respect is the reward of the leader
You must come to know your employees' be, know, and do who shows competence.
attributes.
3.Seek Responsibility and Take Responsibility for your Actions.
LESSON 3
4. Make Sound and Timely Decisions
THEORIES OF LEADERSHIP
5. Set the Example
• The theories below explain how people become leaders. The
first two explain the leadership development for a small "We must become the change we want to see"-Mahatma
number of people, while the third one is the dominant theory Gandhi
today. 6. Know Your People and Look Out for their Welfare
Trait Theory 7. Keep Your Subordinates Informed
• Some personality traits may lead people naturally into To promote efficiency and morale
leadership roles.
The key to giving out information is to be sure that the
Great Events Theory subordinates have enough information to do their job
intelligently and to inspirer initiative, enthusiasm, loyalty, and life into." And in order to perform that, we have to have some
convictions life ourselves.
8. Develop a Sense of Responsibility in Your Subordinates 1. Be Passionate
9.Ensure that task are understood, and Accomplished • In organizations where there is a leader with great
enthusiasm about a project a trickle-down effect will occur You
Communication is the key to this responsibility This principles
must be committed to the work you are doing. If you do not
necessary in the exercise of command
communicate excitement, how can you expect your people to
10. Train as a Team get worked up about it?

Although many so-called leaders call their organization, 2. Involve employees in the decision making process
department section, a team; they are not really teams. They
• People who are involved in the decision making process
are just a group of people doing their jobs
participate much more enthusiastically than those who just
11. Employ Your Command In Accordance with Its Capabilities carry out a boss' order. Help them contribute and sell them you
value their opinions. Listen to them and incorporate their ideas
• By developing a team spirit, you will be able to employ your when it makes sense to so
organization to its fullest capabilities. Successful completion of
a task depends upon how well you know your organization's 3. Know what your organization is about
capabilities
"The Army is not made up of people. The Army is people.
LESSON 4 Every decision we make is a people issue."

SUPERVISION FOR LEADERS -General Creighton W. Abrams

Supervision is keeping a grasp on the situation and ensuring Your organization is the same. It may make a product or sell a
that plans and policies are implemented properly (U.S. Army service, but it is still people. A leader's primary responsibility is
Handbook, 1973). It includes giving instructions and inspecting to develop people and enable them to reach their full potential.
the accomplishment of a task Your people may come from diverse backgrounds, but they all
have goals they want to accomplish. Create a "people
There is a narrow band of proper supervision. On one side of environment" where they truly can be all they can be.
The band is over-supervision (micro-management), and on the
other side is under-supervision TRAINING AND COACHING

• Over-supervision stifles initiative, breeds resentment, and Training - is a structured lesson designed to provide the
lowers morale and motivation. Under-supervision leads to employee with the knowledge and skills to perform a task.
miscommunication, lack of coordination, and the perception by
Coaching - is a process designed to help the employee gain
subordinates that the leader does not care. However, all
greater competence and to overcome barriers so as to improve
employees can benefit from appropriate supervision by seniors
job performance.
with more knowledge and experience who normally tend to see
the situation more objectively. • Training and coaching go hand-in-hand. First you train people
with lots of technical support, and then you coach them with
EVALUATION
motivational pointers.
Evaluating is part of supervising. It is defined as judging the
Both training and coaching help to create the conditions that
worth, quality, or significance of people, ideas, or things. It
cause someone to learn and develop People learn by the
includes looking at the ways people are accomplishing a task.
examples of others, by forming a picture in their minds of what
It means getting feedback on how well something is being
they are trying to learn, by gaining and understanding
done and interpreting that feedback. People need feedback so
necessary information, by applying it to their job, and/or
that they can judge their performance. Without it, they will keep
practice.
performing tasks wrong, or stop performing the steps that
makes their work great As a leader you must view coaching from two different
viewpoints:
• Use checklists to list tasks that need to be accomplished.
Almost all of us have poor memories when it comes to 1. Coaching to lead others, and
remembering a list of details. List tasks by priorities
2. Being coached to achieve self- improvement.
. Example
LEARNING
"A"-priorities must be done today.
a. The Person Must Be Motivated To Learn.
"B"-priorities must be done by tomorrow, and
• You cannot teach knowledge or skills to people who are not
"C" - priorities need to be followed up within a week motivated to learn. They must feel the need to learn what you
are teaching
INSPIRING SUBORDINATES
• Most employees are motivated to do a good job. They want
• Getting people to accomplish something is much easier if
to be able to perform their tasks correctly. Their motivation is
they have the inspiration to do so. Inspire means "to breathe
being able to perform their job to standards in return for a 5. Referent Power - Influence based on possession by an
paycheck, benefits, challenges, job satisfaction, etc. individual or desirable resources or personal traits.
b. Involve Your Subordinates In The Process. This is often thought of as charisma, charm, or admiration. You
like the person and enjoy doing things for him or her.
Keep their attention by actively involving their minds and
emotions in the learning process. Have them participate 6. Informational Power - Providing information to others that
through active practice of the skill or through discussion. You result in them thinking or taking acting in a new way.
cannot keep their attention with a long lecture.
LEADERSHIP STYLES AND THEIR PROS AND CONS
Normally, people pay attention for a short time (less than 30
1. TRANSACTIONAL LEADERSHIP
minutes). They need to use what is being taught or their minds
will wander. If you lecture for an hour, very little will be • This approach is highly directive, and is often referred to as a
remembered. "telling leadership style. The leader give out instructions to
their team members and then use different rewards and
Instead, give a brief lecture (15 minutes or less), demonstrate,
penalties to either recognize or punish what they do in
and then have them practice. Provide feedback throughout the
response. Leaders offer praise to applaud a job well done or
practice session until they can do it on their own. If it is a large
mandating that a group member handles a despised
complicated task, break it down into short learning steps.
department-wide task because they missed a deadline.
LESSON 5
• You might be a transactional leader if you frequently use the
THE SIX POINTS OF LEADERSHIP POWER threat of having to stay late when you need to motivate your
team and you're constantly brainstorming clever ways to
Power refers to a capacity that a person has to influence the
recognize solid work.
behavior of another so that he or she acts in accordance with
his or her wishes. This power is a capacity or potential as it 2. TRANSFORMATIONAL LEADERSHIP
implies a potential that need not be actualized to be effective.
• With this leadership style, leaders seek to change or
That is, a power may exist, but does not have to be used to be
transform the individual or the group in which they lead by
effective.
inspiring their employees to innovate. These leaders are all
• Leadership power is much more than the use of force. about making improvements and finding better ways to get
Leadership is influencing others to truly WANT to achieve a things done. And as a result, they inspire and empower other
goal, while power forces others to achieve a goal. For people to own their work with their suggestions or observations
example, a police superior officer has certain powers over about how things could be streamlined or upgraded. Under
enlisted personnel, but that power does not have to use to be transformational leaders, people have tons of autonomy, as
effective. The mere knowledge of an officer's power by an well as plenty of breathing room to innovate and think outside
enlisted person has some influence over him or her. the box.
•Below are the Six Points of Leader power by French, Raven, You might be a transformational leader if you look at every
(1959). These points of power will allow you to determine the single existing process with a discerning eye and a strong
influence you and others have available in order to achieve full sense that it could be better. You're always encouraging others
negotiation skills. to get outside their comfort zones and push their own limits.
You could burst with pride whenever you see a team member
1. Coercive Power-Power that is based on fear
achieve something that was previously thought to be.
• A person with coercive power can make things difficult for
3. SERVANT LEADERSHIP
people. These are the people that you want to avoid getting
angry. Employees working under a coercive manager are "Leaders are the ones who are willing to give up something of
unlikely to be committed, and more likely to resist the manager their own for us. Their time, their energy their money maybe
even the food off their plate. When it matters, leaders choose
2.Reward Power - Compliance achieved based on the ability to
to eat last." Simon Sinek
distribute rewards that others view as valuable. Able to give
special benefits or rewards to people. You might find it Servant leaders operate with this standard motto "Serve first
advantageous to trade favors with him or her. and lead" Rather than thinking about how they can inspire
people to follow their lead, they channel the majority of their
3. Legitimate Power- The power a person receives as a result
energy into finding ways that they can help others
of his or her position in the formal hierarchy of an organization.
The person has the right, considering his or her position and They prioritize the needs of other people above their own.
your job responsibilities, to expect you to comply with Despite the fact that they're natural leaders, those who follow
legitimate requests. the servant leadership model don't try to maintain a white-
knuckle grasp on their own status or power Instead, they focus
4. Expert Power-Influence based on special skills or
on elevating and developing the people who follow them
knowledge.
You might be a servant leader if you're known for asking "What
• This person earns respect by experience and knowledge.
can I do to help?" and you place a high priority on removing
Expert power is the most strongly and consistently related to
roadblocks and helping others get things done. You never think
effective employee performance.
twice about helping out when you're asked because you know
that your own to-do list will still be there when you return
4. DEMOCRATIC LEADERSHIP members are the ones filling youin on where things are. You're
really only involved in most tasks and projects at two key
You might also hear this leadership style referred to as
points: the beginning and
"participative leadership" Leaders run groups and projects like
well, a democracy 8. CHARISMATIC LEADERSHIP
Even if these leaders and technically higher on the Charismatic leaders have magnetic personalities, as well as a
organizational chart, they emphasize working together and lot of conviction to achieve their objectives. Rather than
actively involve their teams in the decision-making process. encouraging behaviors through strict instructions, these
Democratic leaders value ideas and input from others and leaders use eloquent communication and persuasion to unite
encourage discussion about those contributions. They aren't toasts and a team around a cause. They're able to clearly lay
handing down orders from on high, and instead take a much out their vision and get others excited about that same goal.
more collaborative approach to getting things done.
You might be a charismatic leader if you're known for giving
You might be a democratic leader if you think the best amazing "rally the troops" types of presentations. You're
meetings are the ones where everyone has an equal chance to usually the one elected to give toasts and speeches at various.
weigh in. You can't remember the last time you made an
LESSON 6
important decision without getting input from at least one other
person. ETHICS IN LEADERSHIP
5. AUTOCRATIC LEADERSHIP "An ethical leader is someone who lives and dies for integrity.
Doing the right thing, even when it hurts, is the ethical leader's
• Autocratic leadership exists on the opposite of the democratic
mantra
leadership. You can think of this as a "my way or the highway"
approach. Autocratic leaders view themselves as having Heather R. Younger Founder of Customer Fanatix
absolute power and make decisions on behalf of their
subordinates. They dictate not only what needs to be done, but Ethical leadership is leadership that is directed by respect for
also how those tasks should be accomplished. ethical beliefs and values and for the dignity and rights of
others (Watts 2008). It is thus related to concepts such as
You might be an autocratic leader if you think group trust, honesty, consideration, charisma, and fairness (Brown,
discussions and brainstorming only slow things down, and its M. et al, 2005).
better if you make important decisions alone and if you dislike
it when employees question your decisions. When you've said HOW TO BECOME AN ETHICAL LEADER?
something, that's final. a. Define and Align Your Values
6. BUREAUCRATIC LEADERSHIP Consider the morals you were raised with
• Bureaucratic leadership goes "by the book," so to speak. "Treat others how you want to be treated"
With this leadership style, there's a prescribed set of boxes to
check in order to be a true leader. For example, bureaucratic "Always say "thank you,"
leaders have hierarchical authority. Meaning their power
"Help those who are struggling." etc.
comes from a formal position or title, rather than unique traits
or characteristics that they possess. They also have a set list • But as you grow, and as society progresses, conventions
of responsibilities, as well as clearly-defined rules and systems change, often causing values to shift. Ask yourself what
for how they'll manage others and make decisions. They just matters to you as an individual and then align that with your
need to follow that roadmap that's laid out for them. priorities as a leader. Defining your values not only expresses
your authenticity, it encourages your team to do the same,
You might be a bureaucratic leader if you frequently find
creating a shared vision for all workers.
yourself asking how your predecessor handled certain
scenarios you want to make sure that you're following the b. Champion the Importance of Ethics
accepted procedure. You always request confirmation that
you're doing things right whenever you're tasked with • One role of an ethical leader is focusing on the overall I
something new. importance of ethics, including ethical standards and other
ethical issues, and how these factors can influence society. As
7. LAISSEZ FAIRE LEADERSHIP an ethical leader, it's important to teach peers about ethics,
especially in cases where they are faced with an ethical issue
•This is a French term that translates to "leave it be,"
in the workplace.
which pretty accurately summarizes this hands-off leadership
c. Hire People with Similar Values
approach. It's the exact opposite of micromanagement.
Laissez-faire leaders provide the necessary tools and • While your values don't need to be identical with those of
resources. But then they step back and let their team members your workers, you should be able to establish common ground
make decisions, solve problems, and get their work with them. This often starts with the hiring process and is
accomplished without having to worry about the leader maintained through a vision statement.
obsessively supervising their every move.
d. Promote Open Communication
You might be a laissez-faire leader if you hardly do any of the
talking in project status update meetings. Instead, your team • Every subordinate is different, even if they share similarities.
With each decision you make, be transparent and encourage
feedback from your team. This helps you become a better
leader and helps your subordinates feel more confident in
sharing their ideas or concerns. Gathering feedback from your
team helps you improve as a leader and propels your
organization forward.
e. Beware of Bias
. As humans, many of us have beliefs, subconscious or
otherwise, that are outdated or erroneous. No leader wants to
admit to their flaws, but not practicing self- awareness can lead
to detrimental consequences. Everyone has bias, but for the
longest time, you were not called out on it because you were
never really challenged. Leaders need to look at themselves
and be honest that they do, in fact, have biases that may
impinge on another person's feeling comfortable at work.
f. Lead By Example
• A noble quality of a leader is leading by example. Leading by
example is the best way to ensure an ethical organization. As
an ethical leader, it's important to remember that actions often
speak louder than words. People are more likely to judge
someone based on how they act, rather than what they say. By
practicing and demonstrating the use of ethical, honest and
unselfish behavior to subordinates, ethical leaders may begin
to earn the respect of their peers. People may be more likely to
follow a leader who respects others and shows integrity.
g. Find Your Role Models
• There are many leaders throughout history, do a little
research of good, powerful leaders and try to identify what they
do well. Then implement it into their own leadership style.
h. Care for Yourself so you are able to Care for Others
As the saying goes, "You cannot pour from an empty cup."
Having a calm and capable demeanor is the foundation for
strong leadership. This can be accomplished through making
sure that you, as a leader, are focused on meeting your own
needs like sleep, nutrition, and true connection with loved
ones.
• Devoting time to self-care can seem simple, but, ultimately,
it's critical in supporting your capabilities as a leader. The
leader that is happy and content in life wants happiness and
contentment for those they lead.