Subject: Principles of LeadershipScope of Presentation:

A. IntroductionB. DefinitionsC. Presentation of contents: 1. Leadership versus Management

2. Leadership Traits3. Functions of Leadership4. 4 seats of Variables5. Leadership Principles of C. PNP6. The Five (5) Styles of Leadership7. Who is a Leader8. What is the Personality of a leader

Prepared by:NICANDRO PEÑERO CANALEJA, MM, MBA, DIAPPolice Senior Superintendent (DSC) (B.S. CH.E)Forensic Chemical Officer

PRINCIPLES OF LEADERSHIP

A. Introduction: The Phenomenon of leadership has been investigated by social scientists for a number of years. Most of the studies have directed attention to the leader’s characteristics and behavior. In recent years, however, researchers have become interested in the group and other organizational influences that affect the leader and his success. Good leadership involves responsibility to the welfare of the group, which means that some people will get angry at his actions and decision. It is inevitable, if you are honorable. Trying to get everyone to like you is a sign of mediocrity you will avoid the tough decisions, you will avoid confronting the people who need to be confronted, and you will avoid offering differential rewards based on differential performance because some people might get upset.

Corollary to this, if the leader is not being criticized, then he’s probably not doing much. Leaders must realized that they cannot make everyone happy all the time. At times, they must be tough skinned to accept and face even the harshest of criticism and yet, maintain their composure in the presence of their adversaries.

Leaders do not command excellence, they build excellence, to reach excellence you must be first a leader of good character.

Character develops over time. Many think that much of a person's character is formed early in life. However, we do not know exactly how much or how early character develops. But, it is safe to claim that character does not change quickly.

A person's observable behavior is an indication of his character. This behavior can be strong or weak, good or bad. A person with strong character shows drive, energy, determination, self-discipline, willpower, and nerve. He sees what he wants and goes after it. He attracts followers. On the other hand, a person with weak character shows none of these traits. He does not know what he wants. His traits are disorganized, he vacillates and is inconsistent. He will attract no followers.

A strong person can be good or bad. A gang leader is an example of a strong person with a bad character, while an outstanding community leader is one with both strong and good characteristics. An organization needs leaders with both strong and good characteristics, people who will guide them to the future and show that they can be trusted.

Leadership is not a position, it is a practice. Wearing insignias does not qualify an officer as a leader. Having an important title does not make one a leader. Being the leader means doing the right thing, it means being effective while managers are people who do things right it means being efficient .

Historically, attempts to explain the basis for successful leadership have focus on the characteristics of the leader himself. This is of course, the logical place to begin searching for the factors that affect leadership success. Over the years, the “great man” approach, the treat approach, and the behavioral approach have been developed, as ways of studying the leader. Of these, the great man approach is at least sophisticated since it suggests that the successful manager is an innately competent leader who is “born rather that made”, and that the basis for his success cannot really be an covered by studying him on his methods.

B. Definitions: Leadership – The process of influence on a group, in a particular situation, at a given point in time, and in a specific set of circumstances that stimulate people to strive willingly to attain organizational objectives, giving them the experience to attain the common objectives, and satisfaction with the type of leadership provided.

- The knack of getting people to follow you and do willingly the things you want them to do.

- The process of persuasion and example by which an individual induces a group to take action that is in accordance with the leader’s purpose, or the shared purpose of all.

- The ability to make followers want to achieve high goals, rather than simply boss people around.

- The art of accomplishing more than what the science of management thinks possible. Leaders make people feel good about themselves. Where managers push, leaders pull.

- Is influence, it is the art or process of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goals.

- Is the managerial activity that maximizes productivity, stimulates creative problem solving, and promotes morale and satisfaction.

Command - the authority that a person in the police service lawfully exercises over subordinates by virtue of his rank and assignment or position.

Supervision – the act or function of supervising or overseeing; superintendence.

Management – the process of designing and maintaining an environment in which individuals, working together in groups, accomplish efficiently selected aims.

Power – is the ability or capacity to influence others to do something they would not otherwise do or to influence the behavior of others.

- Is the ability to command or apply force. - Is the extent to which an individual is able to

influence others so that they respond to orders.

Authority – Is the right to perform or command or issue directives and expend resources, this exists in the formal organization because it steams from the position created by the organization.

C. Presentation of Contents:

1. Leadership versus Management Warren Bennis, a leadership guru, differentiates leader from manager by saying a “leader is one who do the right thing” while the “manager do things right”. The manager has a short-range view; the leader has a long range perspective. The manager has his eye always on the bottom line; the leader has his eye on the horizon. Skillfully applies scientific management and artful leadership to accomplish assignments.

Management: A Science and an Art Management is a science. Knowledge about it has been

organized and systematized through the application of the scientific method. However, it is not as exact as the physical sciences like physics and chemistry for management deals with the complex phenomena about which little is known – the structure and behavior of groups of people.

If an art is defined as the “know-how” to achieve a desired result, then management is an art, because it uses organized body of knowledge and applies it in the light of environmental realities to achieve predetermined objectives. Management is an art because managers used judgment based on common sense and experience rather than merely following a prescribe set of management rules. Management is an art because the skill, and the experiential character of the manager will always be a major factors in their performance and the performance of their organization.

2. Leadership Traits:

Honest - Display sincerity, integrity, and candor in all your actions. Deceptive behavior will not inspire trust.

Competent - Base your actions on reason and moral principles. Do not make decisions based on childlike emotional desires or feelings.

Forward-looking - Set goals and have a vision of the future. The vision must be owned throughout the organization. Effective leaders envision what they want and how to get it. They habitually pick priorities stemming from their basic values.

Inspiring - Display confidence in all that you do. By showing endurance in mental, physical, and spiritual stamina, you will inspire others to reach for new heights. Take charge when necessary.

Intelligent - Read, study, and seek challenging assignments.

Fair-minded - Show fair treatment to all people. Prejudice is the enemy of justice. Display empathy by being sensitive to the feelings, values, interests, and well-being of others.

Broad-minded - Seek out diversity.

Courageous - Have the perseverance to accomplish a goal, regardless of the seemingly insurmountable obstacles. Display a confident calmness when under stress.

Straightforward - Use sound judgment to make a good decisions at the right time.

Imaginative - Make timely and appropriate changes in your thinking, plans, and methods. Show creativity by thinking of new and better goals, ideas, and solutions to problems. Be innovative!

Bearing – General appearance, carriage, deportment and conduct..

Courage – Mental quality that recognizes fear, of danger, or criticism, but enables a person to proceed in the face of it with calmness and fairness.

Decisiveness – Be able to make decisions promptly and to state them in a clear, forceful manner.

Dependability – Certainty of proper performance of duties.

Endurance – Mental and physical stamina measured by the ability to withstand pain, fatigue, stress, and hardship; is skin to courage.

Enthusiasm – Display of sincere interest and zeal in the performance of duties.

Initiative – Taking positive action in the absence of orders.

Integrity – uprightness and soundness of moral principles, the quality truthfulness and honesty.

Judgment – Ability to logically weight facts and possible solutions on which to base sound solutions.

Justice – Giving of rewards and punishments according to the merits of the case in question.

Knowledge – Keeps himself abreast of current developments in his work/specialty, command policies and his local and global communities.

Loyalty – Quality of faithfulness to country, the organization, seniors, subordinates, and peers.

Tact – Ability to deal with others in respectful manner.

Unselfishness – Avoids providing for his own comfort and personal advancement at the expense of others.

3. Functions of LeadershipRenders Service – A leader uses his superior knowledge of how to achieve organizational objectives in order to serve, not to be served.

Executes – It is the duty of the leader as a servant to executive all laws, policies, rules, etc, that will help the organization achieve mutually-beneficial goals.

Plans – It is the duty of the leader to determine the immediate steps and the long-range planning of the future steps to the goal.

Other Functions – Policy-maker an expert, external group representative, controller of internal relations, giver of rewards and punishments, arbitrator and mediator, example-setter, symbol of the group, substitute for individual responsibility, ideology-builder, father figure, confidant and scapegoat.

4. Four (4) seats of Variables:1. Personality of the manager as a leader.

2. Personality of the people in the organization.

3. Situation in which the leadership is exercised.

4. Organizational factors.

5. Leadership Principles of C, PNP1. Know yourself and seek self improvement.

2. Be technically and tactically proficient.

3. Seek responsibility, and take responsibility for your actions.

4. Make sound and timely decisions.

5. Set the example.

6. Know your men and look out for their welfare.

7. Keep your men informed.

8. Develop a sense of responsibility in your subordinates.

9. Ensure that the task is understood, supervised, and accomplished.

10. Train your men as a team.

11. Employ your unit in accordance with its capabilities.

6. The Five (5) Styles of Leadership1. The Autocratic Leader has authority from some source such

as his position, knowledge, strength, or power to reward and punish, and he uses this authority as his principal, or only, method of getting things done. He is frankly authoritarian, knows what he wants done, and how, “Tells” people what their work assignments are, and demands unquestioning obedience. The autocrat ranges from “tough” to “ paternalistic” depending on how much he stresses, as motivation, threat and

punishment in the former case or rewards in the latter. The tough autocrat demands and gets compliance, “or else”. The paternalistic autocrat demands and expects compliance but mainly on a “father-knows-best” relationship, implying personal dependence, rewards, and security. The autocrat permits people little or no freedom.

2. The Bureaucratic Leader like the autocrat, the bureaucrat “tells” people what to do, and how, but the basis for his orders is almost exclusively the organization’s policies, procedures and rules. For the bureaucrat, these rules are absolute. He manages entirely “by the book” and no exceptions are permitted. He treats rules and administers their force upon people as a judge might treat laws, including their every technicality. Like the autocrat, the bureaucrat permits people little or no freedom.

3. The Diplomatic Leader although he has the same clear authority as the autocrat, the diplomat prefers to “sell” people

and operate, as much as possible, by persuasion and broad-scale individual motivation of people. He will “revert” if necessary to the autocratic style, but prefers to avoid this. Some term him a “sell-type” leader who uses a large variety and degree of persuasion tactics, ranging from simple explanation of the reasons for an order to full scale bargaining with people. He will usually relate his organizational goals to the personal individual needs and aspirations of his people. Such a leader retains his authority in that he knows and will insist on a particular course of action, but he provides some-limited-freedom to his people in that he permits them to react, question, raise objections, discuss, and even argue their side of the issue.

4. The Participative Leader – openly invites his people to participate or share decisions, policy-making, and operation methods. He is either a “democratic” or a “consultative leader.

The “democratic” leader “ joins” his group and makes it clear, in advance, that he will abide by the group’s decision whether arrived at by consensus or majority vote. The “consultative” leader consults his people and invites frank involvement, discussions, pros and cons argument, and recommendations from the group, but makes it clear that he alone is accountable and reserves the final decision to himself. In both forms of the participative style of leadership, people are given a high degree of freedom.

5. The Free-Rein leader does not literally abandon all controls. He sets a goal for his subordinate as well as parameters such as policies, deadlines, and budget and then drops the “reins” and sets his subordinate free to operate without further direction or control, unless the subordinate himself requested.

7. Who is a Leader:1. If you do not know or do not understand, Ask ? Do not

pretend you know everything.2. If a thing needs to be done and you do not see any one

doing it, there are only two things you have to do;a. Do it yourself. orb. Ask the proper person who suppose to do it.

3. If, after speaking your piece, a decision is made which does not conform to your wish, accept it and move on.

4. When you assure your responsibility, that means you have to do your homework.

5. Do not make agreements if you think you cannot keep them. 6. Treat others you would like them to become and you would

like yourself to be treated.7. In conflict management, remember that there are always

three side: your side , this side and the right side.

8. Tell the truth even if others cannot and will not.9. It is alright to change your mind with a new insight, but let

others know when you do.10. What you do speaks louder than what you say.11. We all make mistakes, when this happens to your

members, remember it will also happen to you.12. Do not be quick in blaming others and abandoning your

people.

8. What is the personality of a Leader It is a leader’s manner of:

- walking- talking- dressing up- including his/her: attitude, interests, ways of reaching to

other people.

“It is not the critic who counts; not the man who points out how the strong man stumbled, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs and comes short again and again; who knows the great enthusiasms, the great devotions; who spends himself in a worthy cause; who, at the best, knows in the end the triumph of high achievement, and who, at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those timid souls who know neither victory or defeat." — Theodore Roosevelt, American President

THANK

YOU

AND GOD BLESS