day 1 - understanding myself discussion points
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Student Leaders Training“Empowering the Youth in Governance – Lecture Series” DAP, Tagaytay City Jigs Pasamba - RYDD
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Understanding one’s strengths and weaknesses, assets and liabilities and using identified strengths to overcome one’s weaknesses and liabilities
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Easily understand others
Able to adjust ourselves with others
Understands the feelings of others
Able to respect others
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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
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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.
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individual who exercises positive influence upon others
the person who exercises positive influence in goal setting and achievement
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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
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Task Behavior – Directing other
Relationship Behavior – Supporting others
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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
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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
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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
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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.
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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
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Guide
Enabler
Catalyzer
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Puts the group’s interest above his own
Broadminded Flexible and
understanding Principled and
courageous Knows how to listen Gets members to
work together
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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
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Dictatorship or authoritarian leadership
Laissez Faire
Shared or Democratic
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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.
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Creative Leadership – is the ability to inspire people to generate shared innovative responses and solutions to complex and readily changing situation.
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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.
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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.
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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
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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.
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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.
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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.
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Bridging leadership – concentrates on fostering synergy and reinforcing behavior and motivation through the projection of confidence in the face of a difficult challenge
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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.
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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.