TRANSFORMATIONAL

LEADERSHIP
 Human Behavior
O Is the capacity of mental, physical,
emotional, and social activities
experienced during the five stages of a
human being’s life prenatal, infancy,
childhood, adolescence, and adulthood.
O It includes the behaviors as dictated by
culture, society, values, morals, ethics, and
genetics.
 Human Behavior
ENCYCLOPEDIA BRITANNICA (2012)
- States that human beings have a
typical life course that consists of
successive phases of growth, each of
which is characterized by a distinct
set of physical, physiological, and
behavioral features.
PHASES:
O PRENATAL LIFE
O INFANCY
O CHILDHOOD
O ADOLESCENCE
O ADULTHOOD
HUMAN DEVELOPMENT
- Is a field of study that attempts to describe and
explain the changes in human cognitive,
emotional, and behavioral capabilities and
functioning over the entire life.
 MOTIVATION
O Encompases the internal and external factors
that stimulate desire and energy in people to be
continually interested in and committed to a job,
role, or subject, and to exert persistent effort in
attaining a goal.
 MOTIVATION
It results from the interaction among conscious
and unconscious factors such as:
O Intensity of desire or need
O Incentive or reward value of the goal
O Expectations of the individual and of his or her
peers or significant others.
John Swindells (2012) – motivation means the
drive and ambition needed to achieve our goals.
 GOOD LEADERSHIP
LEADERSHIP – pertains to the qualities
exemplified by a leader.
OIt also refers to acts of leading
OThe process of social influence in
which one person can enlist the aid
and support of others in the
accomplishment of a common task."
 Characteristics of a Good
Leader
1. VISION – Good leaders know where they want to go and
they can motivate people to believe in their vision for
their country, community, and family.
2. WIT – Good leaders can make sound judgments and
decisions even during crucial situations.
3. PASSION – Good leaders are very passionate and
intensely obsessed in whatever they are focused on, be
it business, sport, or hobby.
 Characteristics of a Good
Leader
4. COMPASSION – Good leaders show compassion for
their supporters and followers. They possess exemplary
coaching and development skills.
5. CHARISMA – Good leaders are captivating, charming
individuals who tend to draw people toward them.
6. COMMUNICATION SKILLS – Good leaders are usually
great orators and persuaders. They can express their
ideas clearly and convincingly.
 Characteristics of a Good
Leader
7. PERSISTENCE – good leaders are determined to attain
their goals in spite of obstacles and problems. They
believe that the benefits of attaining their goals
outweigh the risks and hardships.
8. INTEGRITY – Good leaders mean that they say. They
walk the talk, practice what they preach, and keep they
promises.
 Characteristics of a Good
Leader
9. DARING – Good leaders are bold, willing to take risks,
and resolved to chase their dreams amid the reality of
fear and uncertainty.
10. DISCIPLINE – Good leaders observe self- control and
order. Where the most people would be easily
distracted or dejected, good leaders manage to stay
focused and steady regardless of the situation.
O JOHN C. MAXWELL ( 1999) – says that a leader should
help people recognize, develop, and refine the personal
characteristics needed to be a truly effective leader, the
kind of leader people will want to follow.
1.Character – is the quality of a person’s behavior as
revealed in habits, thoughts and expressions, attitudes
and interests, actions, and personal philosophies in life.
2.Charisma – is a special spiritual gift bestowed
temporarily by the Holy Spirit on a group or an
individual for the general good.
3. Commitment – engages one to do something as a
continuing obligation. It is a state of intellectual and
emotional adherence to some political, social, and
religious theory of action.
4.Communication – is a two-way process of reaching
mutual understanding, in which participants do not
only exchange (encode-decode) information but create
and share meaning.
5.Competence – indicates a sufficiency of knowledge and
skills that enable someone to act in a wide variety of
situations.
6. Courage –is the quality of the mind that enables a
person to face difficulty and danger.
 TRANSFORMATIONAL
LEADERSHIP
O BERNARD BASS (1990) explains that
transformational leadership is a form of
leadership that occurs when leaders broaden
and elevate the interests of their employees,
when they generate awareness and acceptance
of the purposes and mission of the group, and
when they stir their employees to look beyond
their own self-interest for the good of the group.
 TRANSFORMATIONAL
LEADERSHIP
O This form of leadership goes beyond traditional
forms of transactional leadership that
emphasizes corrective action and mutual
exchanges and rewards only when performance
expectations are met.
O Transformational leaders, on the other hand,
trust their subordinates and give them enough
space to breathe and grow.
 TRANSACTIONAL AND
TRANSFORMATIONAL LEADERSHIP
O TRANSACTIONAL LEADERSHIP – is based on power that
makes use of rewards and coercion to deliver benefits to
members (patronage), or to force or to instill fear as
illustrated by colonization, vote buying, and similar
methods.
O The leader acts as a role model. He or she lives out
values, demonstrates personal qualities, is approachable
and accessible, and accepts pressure to perform. The
leader treats people as individuals and involves many in
decision making, seeks to empower and give maximum
freedom, and is concerned to develop members
collectively and individually.
 BEHAVIORS OF A
TRANSFORMATIONAL LEADER
1.Is articulate in compelling vision of the future.
2.Uses stories and symbols to communicate his or her
vision and message
3.Specifies the importance of having a strong sense of
purpose and a collective mission.
4.Talks optimistically and enthusiastically and expresses
confidence that goals will be achieved.
5.Engenders the trust and respect of his or her followers by
doing the right thing rather than simply doing things right.
6. Instills pride in employees.
7. Talks most about important values and beliefs.
8. Considers the moral and ethical consequences of
decisions.
9. Seeks different perspectives when solving problems.
10. Encourages employees to challenge old assumptions
and to think about problems in new ways.
11. Spends rime teaching and coaching.
12. Considers each individual employee’s different
needs, abilities, and aspirations.
13. Is compassionate, appreciate, and responsive to
each employee and recognizes and celebrates each
employee’s achievements.
 FOUR COMPONENTS OF
TRANSFOMATIONAL LEADERSHIP
1.CHARISMA – the leader’s charisma or idealized influence
is envisioning and confident, and he or she sets high
standards to be followed.
2. INSPIRATIONAL MOTIVATION – The leader’s inspirational
motivation provides followers with challenges and meaning
for engaging in shared goals and undertakings.
 FOUR COMPONENTS OF
TRANSFOMATIONAL LEADERSHIP
3. INTELLECTUAL STIMULATION – The leader’s intellectual
stimulation moves followers to question assumptions and
generate more creative solutions to problems.
4.INDIVIDUALIZED CONSIDERATION – The leader treats each
follower as an individual and provides coaching,
mentoring, and growth opportunities.
 FOUR COMPONENTS OF
TRANSFOMATIONAL LEADERSHIP
Transformational leadership can be found at
different levels :
O Community national
O Global communities
O Various sectors of the society.
LEADERSHIP DEVELOPMENT
O Develop a pool of leaders
- find people with basic leadership qualities
- Widen the “catchment area”
- Assure a democratic process
O Provide knowledge and skills
- build leader’s personal capacities
- Recognize this as a lifelong process
O Support active leaders
- actively support leaders continuously and not to place
them in the position and leave them there.
 SEVEN HABITS OF HIGHLY
EFFECTIVE PEOPLE
Adopted by Seven Habits of Highly Effective People, by
Stephen Covey (2007)
1.Be Proactive – means being able to take responsibility
for your life.
2.Begin with the end in mind – know where you want to
go.
3.Put first things first – practice self-management.
4.Think win-win – look at life as a cooperative arena, not a
competitive one.
 SEVEN HABITS OF HIGHLY
EFFECTIVE PEOPLE
5. Seek first to understand, then to be understood. The
best way to understand is to listen
6. Synergize. The whole is greater than the sum of its
parts. More can be done if all things within reach are
maximize and utilized
7. Sharpen the Saw. Many things evolve and develop so
fast that you need to update through various food-for-
the brain resources.
 TEAMWORK
O Process of working collaboratively with a
group of people in order to achieve a goal
O Means that people will try to cooperate by
using individual skills and providing
constructive feedback, despite any personal
conflict between individuals
O Brings people together for a common
purpose or goals and subordinates the
needs of individuals to the needs of the
group
 TIME MANAGEMENT
O The art of arranging, organizing, scheduling,
and budgeting one’s time for the purpose of
generating more effective work and
productivity
O Get on top of your time management, get
organized, and stay on task, but live your life.
 DECISION MAKING
O A process that involves selecting the most
logical choice form among two or more
options
O Instrumental in survival and prosperity of
human beings
O The right choice is what sets an average
individual from the rest
Consideration in decision making:
1. Identification of alternative solutions
2. Evaluation of possible options to
determine which one meets the decision
objectives
3. Selection of the best option after in-depth
evaluation
 Difficulties in Decision Making
1. Fear of consequences brings division and
disagreement.
2. Conflicting loyalties of one person as
member of different groups frequently
leads to divided loyalties about decision.
3. Interpersonal conflicts and personal
differences evoke various feelings among
members, which interfere with sound
decision making.
 Difficulties in Decision Making
4. Hidden agenda or secret motive can
hinder decision making for reasons a
member does not share with the group.
5. Blundering methods include using rigid
procedures that there is little chance for
free expression of differences, substituting
personal opinions for adequate
information, and disregarding proper
consultation or consensus
 Difficulties in Decision Making
6. Inadequate leadership restricts the
expression of opinions and discussion on
issues. Leader fail to provide assistance in
selecting appropriate methods for decision
making or are insensitive to the factors
that cause difficulty in the group.
7. Clash of interest occurs when different
groups or individuals within an
organization have opposing interest.