L E A D E R S H I P

T R A I N I N G

What did you see other than

the man’s face?

The human brain …

…tricks us whenever it can!

The phenomenal power of the human mind

I cdnuolt blveiee that I cluod aulaclty uesdnatnrd what I was

rdanieg The phaonmneal pweor of the hmuan mnid!

Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't

mttaer in what oredr the ltteers in a wrod are, the olny

iprmoatnt tihng is that the frist and lsat ltteer be in the rghit

pclae. The rset can be a taotl mses and you can sitll raed it

wouthit a porbelm. This is bcuseae the huamn mnid deos not

raed ervey lteter by istlef, but the word as a wlohe. Amzanig

huh? Yaeh, and I awlyas thought slpeling was ipmorantt.

We need to…

Reflect outside the box

Each one of us has a piece of truth to it.

So… What is Leadership?

Leadership A Way of Looking

at the World…

Where does Leadership come from?

Success

Work Wealth

Inner Resources

Let’s look at an Example

What do you see in the picture?

A Glass Half-full or half-empty?

From a Leadership Point of View, the glass is neither half-full nor half-empty.

What we do not see

What we see

Half Empty

Half Full

What we do not see

What we see

How we practice Leadership?

As leaders we need to look at the world through our potentials.

We might think that leadership is a trait which we need to seek; We do not realize that leadership seeks us as well.

Theories of Leadership

•The Great Man Theory of Leadership (genes)

•Traits Theory of Leadership (characteristics)

•The Behavioral and Situational Theories of

Leadership (decision-making)

•Primal Leadership (relational)

• great leaders are born, not made (aristocracy)

• great leaders arise from the challenges of the times

• early part of the 20th century

Great Man Leadership

• MAJOR LEADERSHIP

TRAITS

• intelligence

• self-confidence

• determination

• integrity

• sociability

•--Peter Northouse

•Leadership Theory and Practice, 2004,p. 19

Traits Leadership

Behavioral Leadership

• leaders can be made, rather than are born

• successful leadership can be experienced,

taught, and learned in definable behaviors

Primal Leadership

• self-awareness: emotional self-awareness, accurate self-

assessment, self-confidence

• self-management: emotional self-control, transparency,

adaptability, achievement, initiative, optimism

• social awareness: empathy, organizational awareness, service

• relationship management: inspirational leadership,

influence, developing others, being a catalyst

for change, conflict management,

teamwork/collaboration

Leadership in Practice

“The key to leadership today is influence, not authority”

K. Blanchard

Being a follower does not mean you are not a leader.

Leadership in Practice

NO TITLE will make you what you are in talents, skills and attitude.

Leadership in Practice

Leadership:

can be exercised with or without authority;

when we mobilize people to solve shared

problems.

Leadership in Practice

Know your own potentials…

coz sometimes we have become the leaders we hate.

Leadership in Practice

Sometimes we’re too pre-occupied with things that we don’t have, that often we tend to forget what we have.

Leadership in Practice

The three stone cutters

Stone cutter 1: “I cut stones to make a living”

Stone cutter 2: “I cut stones to help build a palace”

Stone cutter 3: “I cut stone to help build a kingdom”

Leadership in Practice

Are WE LEADING:

For OURSELVES,

for OTHERS around us, or

for the NATION?

Leadership in Practice

So powerful is leadership that…

“It changes you and those around you!”

Leadership Dilemmas

Leadership Dilemmas

James MacGregor Burns Leadership (1978).

• Transactional leadership:

occurs when one person takes the initiative in making contact with others for the purpose of an exchange of valued things.

James MacGregor Burns Leadership (1978).

Transformational leadership:

occurs when one or more persons engage with others in such a way that leader(s) & followers raise one another to higher levels of motivation & morality.

“The Lucifer Effect:

Understanding How Good People Turn Evil” by Philip Zimbardo

• The Banality of Evil, the Banality of Heroism:

Any of us could as easily become heroes as

perpetrators of evil, depending on how we are

impacted by situational & systemic forces.

5 Reasons for Unethical Behavior:

1. Bad Role Models in the organization

2. Peer Pressure

3. Pressure from Superiors

4. Organizational Culture

5. Difficulty in defining what is ethical

What’s the Problem with Philippine Leadership?

Two things:

1. Mediocrity

2. Lack of Accountability

On Mediocrity

“Instead of a passion for perfection, we adopted the rule of the minimum....

Instead of the pursuit of excellence, we found comfort in resilience…

It was a way of life appropriate to the colonial condition or any other situation of enslavement.”

(Randy David)

On Lack of Accountability

It is the feeling of impunity that leads to the loss of integrity among leaders.

“Do as I say, not as I do”

The Challenges!

• Pursuit of Excellence

• Ethical Governance

(Pursuit of) Excellence:

the sustained effort to compete with oneself &

others toward optimum performance.

• “Ethics is Pagpapakatao(Humanization):

being true to oneself as a human being, being true to the concept of humanity profoundly held by one’s culture, being true to the human in the widest & most universal sense” D. Miranda, SVD

• Standard of conduct and moral judgment.

• Unethical practices dehumanize others & oneself.

“The responsibility of leadership… is:

• to give meaning to the life of every citizen”(Raul Manglapus, “Creating for Greatness,”1962).

• to raise outlooks so the old will dream dreams & the young see visions…a Developed Nation

• to awaken citizens out of mere existence, so that, with spontaneity, they may push forward where they had to be dragged [by government], help themselves where they had to be spoon-feed, create where they only thought to consume, strive for excellence where they were content with mediocrity (R. Manglapus, “Road to Greatness,”1962).

“The responsibility of leadership… is:

• to tell people things they don’t want to hear & then get them to do things they don’t want to do” (Lee Iacocca).

• to listen to others, & communicate with purpose, precision, & power.

• to orchestrates healthy debate so that learning will occur & a continually

learning organization will develop.

It is the moral duty of the learned to lead…

Quite Tough…

But Possible!!!

THANK YOU!