CFLM2

Character Formation 2 Leadership, Decision

Making, Management and Administration

WHAT IS LEADERSHIP?

Leadership and learning are indispensable to

each other."
- John F. Kennedy

"Leadership is the art of influencing others to

their maximum performance to accomplish
any task, objective or project.”
 The HEART of leadership is serving
- Cohen, W.A.
others first, before yourself.
"Leadership is the capacity to translate vision
Theories of Leadership:
into reality.”
• Great Man Theory- Leader is born not
- Warren G. Bennis
made
• Traits theory- Characteristics possessed
"Leadership is influence - nothing more,
by a leader.
nothing less."
• Behavioral Theory- leaders to their
- John Maxwell, 1998
behaviors and actions (acquired skills)
• Transactional Theories- rewards and
Who is a leader?
punishments
"A leader is a dealer in hope."
• Contingency Theory- flexible (different
-Napoleon Bonaparte, French soldier,
group different approaches or style)
statesman, revolutionary (1769-1821)
• Situational Leadership Theory-
“Good leader, who talks little, when his work is
adaptability (different leadership styles
done, his aim fulfilled, they will all say, 'We did
in every situation in the same group).
this ourselves.'“
• Blake and Mouton Managerial Grid –
- Lao Tzu, Chinese founder of Taoism, author
based on two behavioral dimensions
(6th Century BC)
(Concern for People and Concern for
Results)
A leader is someone_____
• House’s Path Goal Theory- servant
• who lead a group of individuals
leadership (provide direction and
• Who knows the way, goes the way, and
support).
shows the way
• LMX theory- knowing the team (In-
• who inspires passion and motivation in
group and out-group) favorable one
followers.
and reject the other.
• with a vision and the path to realizing it.
ensures their team has support and tools to
GREAT MAN THEORY- This is one of the
achieve their goals
earliest leadership theories
• Assumption that leaders are "born"
The key to successful leadership today is
rather than "made.“
INFLUENCE, not authority
 • According to this theory, a person These leadership theories consider rewards and
capable of leading has the personality punishments as the basis for leadership actions.
traits of a leader: -charm, -confidence, -
intellect, -communication skills, and - TRANSFORMATIONAL LEADERSHIP THEORY-
social aptitude -from birth, which set Relationship theories, focuses on the
them apart. relationship between the leaders and followers.
• Most modern theorists dismiss it and • This theory talks about the kind of
even by some leaders themselves. leader who is inspirational and
charismatic, encouraging their
Thomas Carlyle in the 19th century, a historian followers to transform and become
who developed it to a great extent. He believed better at a task.
that ‘the history of the world is the biography of • These leaders are not only focused on
great men the team's performance but also give
individual team members the required
TRAITS THEORY – This theory walks in the push to reach his or her potential.
footsteps of the Great Man theory in assuming
that leaders are born with traits that make CONTINGENCY THEORY- Leadership as
them more suitable for the role of a leader than being more flexible – different leadership
others who lack those natural-born traits. styles used at different times depending on
the circumstance.
As such, the theory pinpoints certain qualities: • No one way or style of leadership may
• intelligence, be applicable to all situations. In other
• accountability, words, it recognizes that there might be
• sense of responsibility, and variables influencing any particular
• creativity, among others, that lets situation, and a leader must choose the
an individual excel at leadership right course of action, taking into
account those variables.
• According to this theory, an individual
BEHAVIORAL THEORY–
can be an effective leader in one
• The emphasis shifts from the traits or
circumstance and an ineffective leader
qualities of leaders to their behaviors
in another one.
and actions.
Contingency Theory- flexible (different group
• Considers effective leadership to be the
different approaches or style)
result of many learned or acquired
skills.
SITUATIONAL LEADERSHIP THEORY
• It proposes that an individual can learn
• The situational theory of leadership refers
to become a good leader.
to those leaders who adopt different
• This is one of the best leadership
leadership styles according to the situation
theories
and the development level of their team
members.
TRANSACTIONAL THEORIES- Transactional
• It adapts to the existing work environment
theories, also referred to as management
and the needs of the organization.
theories or exchange leadership theories,
Situational Leadership is not based on a
Revolve around the role of supervision,
specific skill of the leader; instead, he or she
organization, and teamwork.
 modifies the style of management to suit House’s Path Goal Theory
the requirements of the organization. Robert J. House (1971,
• One of the keys to Situational Leadership is Its root in the expectancy theory of motivation.
adaptability.
The Expectancy theory (Victor Vroom, 1964)
Situational Leadership Theory-adaptability states that employee’s intensity of a tendency
(different leadership styles in every situation in to perform in a particular manner is dependent
the same group). on the intensity of an expectation (reward) that
the performance will be followed by a definite
INVITATIONAL LEADERSHIP THEORY outcome and on the appeal of the outcome to
• Aims at "inviting" all interested the individual.
stakeholders to succeed.
• It involves sending positive messages to  The theory is based on the premise that
people, making them feel are valued, able, an employee’s perception of
responsible, and worthwhile. expectancies between his effort and
• The messages are often delivered through performance is greatly affected by a
the institution's policies, programs, leader’s behavior.
practices, and physical environments.  House’s theory advocates servant
• These are referred to as the five p's of leadership. As per servant leadership
invitational leadership. (Places, policies, theory, leadership is not viewed as a
programs, processes, and people). position of power. Rather, leaders act
as coaches and facilitators to their
Blake and Mouton Managerial Grid subordinates.
Robert R. Blake and Jane Mouton developed  According to House’s path-goal theory,
the Managerial Grid model in 1964, at a time a leader’s effectiveness depends on
when many breakthroughs in leadership studies several employee and environmental
were being made. contingent factors and certain
It's also known as the Managerial Grid, or leadership style.
Leadership Grid,
The model is based on two behavioral Fred Dansereau, George Graen, and William
dimensions: Haga (1975).
• Concern for People: this is the degree to Leader-Member Exchange Theory
which a leader considers team members' (Also known as LMX or Vertical Dyad Linkage
needs, interests and areas of personal Theory
development when deciding how best to • Getting the Best From all Team
accomplish a task. Members
• Concern for Results: this is the degree to • It focuses on the relationship that
which a leader emphasizes concrete develops between managers and
objectives, organizational efficiency and members of their teams.
high productivity when deciding how best • Informal observation of leadership
to accomplish a task. behavior suggests that leader’s action is
not the same towards all subordinates.
 • Leaders form different kinds of 2. Confidence-a trait that most successful
relationships with various groups of leaders have in common. Confident leaders
subordinates. believe in themselves and their visions, which
• The in-group, is favored encourages their followers to do the same. It’s a
by the leader and trait that is acquired and developed.
• The out-group is
disfavored by the 3. Communication- The majority of great
leader. leaders are also great communicators. This
The theory states that all relationships between enables leaders to convey their visions,
managers and subordinates go through three influence teams and gain trust.
stages. These are:
Role-Taking. 4. Vision-Top-tier leaders have a clear vision of
Role-Making. their goals and where they want their company
Routinization or project to go.

Types of Quotient/ Intelligence 5. Succeeding Under Pressure- A common skill

Intelligence Quotient (IQ)-This is the measure of many great leaders is the ability to maintain
of your comprehension ability", solve maths; their composure and effectively lead when
memorize things and recall subject matters. faced with highly stressful, pressurized
situations.
Emotional Quotient (EQ)-This is the measure of
your ability to maintain peace with others; keep The three components of this triangle
to time; be responsible; be honest; respect LEADEDERSHIP:
boundaries; be humble, genuine and COMMUNICATION
considerate. RECOGNITION
INFLUENCE
Social Quotient (SQ)-This is the measure of your
ability to build a network of friends and • You start to communicate effectively. This
maintain it over a long period of time. leads to recognition and recognition in turn
leads to influence
Adversity Quotient (AQ)- The measure of your
ability to go through a rough patch in life and 5 Level of Leadership
come out without losing your mind. According to John Maxwell

Leaders are MADE, not born.

Because it possess traits that can be learned
such as:

1. Influencing- The best leaders are able to

influence others. John C. Maxwell, renowned
leadership author and speaker, once stated
simply ‘leadership is influence’.
 (ii) increased co-operation with the
management;
(iii) improved job performance;
(iv) reduction of grievances and
(v) reduction of absenteeism and employee
turnover.

3. The Laissez-faire or Free-rein leadership

• Free-rein leaders avoid power and
responsibility.
Leadership Style
• The laissez-faire or non-interfering type of
leader passes on the responsibility for decision-
1. Autocratic or Authoritarian leadership
making to his subordinates and takes a
• Centralizes power and decision-making in
minimum of initiative in administration.
himself.
• The leader plays only a minor role. His idea is
• He gives orders, assigns tasks and duties
that each member of the group when left to
without consulting the employees.
himself will put forth his best effort and the
• The leader takes full authority and assumes
maximum results can be achieved in this way.
full responsibility.
• The leader acts as an umpire. But as no
• Autocratic leadership is based upon close
direction or control is exercised over the
supervision, clear-cut direction and
people, the organization is likely to flounder.
commanding order of the superior.

McGregor labels this style as Theory X.

Paternalistic leadership
Bureaucratic leadership style- Autocratic
• It is characterized by consultation with the
2. Democratic or Participative leadership assumes that his function is fatherly or
• Decentralize authority. It is characterized paternal. Paternalism means PAPA knows
by consultation with the subordinates and best.
their participation in the formulation of
plans and policies. • The relationship between the leader and his
• He encourages participation in decision- group is the same as the relationship
making. between the head of the family and the
• He leads the subordinates mainly through members of the family. The leader guides
persuasion and example rather than fear and protects his subordinates as members
and force. of his family.
• Sometimes the leader serves as a • As the head of the family he provides his
moderator of the ideas and suggestions subordinates with good working conditions
from his group. McGregor labels this style and fringe benefits. It is assumed that
as Theory Y. workers will work harder out of gratitude.

Advantages for democratic leadership are as • However, this paternalistic approach is

follows: unlikely to work with mature adult
(i) higher motivation and improved morale; employees, many of whom do not like their
interests to be looked after by a
 “godfather.” Instead of gratitude, it might • The coach leadership style is one of the
generate antagonism and resentment in most advantageous for employers as well as
the subordinates. the employees they manage.
• Unfortunately, it’s often also one of the
Transformational Leadership-
most underused styles—largely because it
• The leader inspires his or her followers can be more time-intensive than other
with a vision and then encourages and types of leadership.
empowers them to achieve it. The
leader also serves as a role model for LEADERSHIP VS. MANAGEMENT
the vision.

Disadvantages:

• Leaders can deceive employees.

• Consistent motivation and constant

feedback may be required.

• Tasks can’t be pushed through without MANAGEMENT PROCESS

the agreement of employees.

• Transformational leadership can The management process involves:

sometimes lead to the deviation of • Planning
protocols and regulations. • Organizing
• Leading
Transactional Leadership- • Controlling
the use of organizational resources
• This "give and take" leadership style is
to achieve high performance results.
more concerned with following
established routines and procedures in
an efficient manner, than with making
any transformational changes to an
organization.

• Clear Chain of Command

Disadvantages:

• Innovation & creativity is minimized.

• Empathy is not valued.

Transactional leadership creates more followers

than leaders among employees

Coaching leadership style

• A coaching leader is someone who can
quickly recognize their team members’
strengths, weaknesses and motivations to
help each individual improve.
Problem-solving vs. Decision-making Seven Basic Principles for Effective Problem-
solving.
• Problem-solving and decision-making are
terms that are often used interchangeably 1. Each problem should be seen as unique
since both use information to inform a 2. Focus on the reasons for solving the problem
certain action. 3. Seek solutions using a long-term perspective
• You cannot solve a problem without making 4. View the problem(s) from a systems
a decision, but that’s where the similarities approach
end. 5. Learn to work with minimal information
• The main difference is that the first is a 6. Keep the people factor in mind when
process and the second is an action. developing solutions
7. Incorporate the timeline principle
THE PROBLEM-SOLVING PROCESS
Timeline Principle refers to the rule or
Finding a suitable solution for issues can be analytical approach of understanding events
accomplished by following the basic five-steps strictly according to their chronological order—
problem-solving process and methodology from the earliest occurrence to the latest—to
outlined below. determine meaning, causation, responsibility, or
1. Define the problem validity.
2. Generate alternative solutions (Brainstorm
Solutions) Seven (7) Skills that make problem-solving
3. Evaluate and select an alternative (Pick a
solution) • Analysis- As a manager, you'll solve each
4. Implement and follow up on the solution problem by assessing the situation first.
5. Review the Result Then, you’ll use analytical skills to
distinguish between ineffective and
Common Traits of Good Problem Solvers? effective solutions.
1. Problem solvers know what the problem is. • Communication- Effective communication
2. Problem solvers know when to apply simple plays a significant role in problem-solving,
or complex solutions. particularly when others are involved. Some
3. Problem solvers view problems as skills that can help enhance communication
opportunities to grow. at work include active listening, speaking
4. Problem solvers think outside the box. with an even tone and volume, and
5. Problem solvers do not feel that they are supporting verbal information with written
always right. communication.
6. Problem solvers have well-developed social • Emotional intelligence- Emotional
skills. intelligence is the ability to recognize and
7. Problem solvers would rather prevent than manage emotions in any situation. People
intervene. with emotional intelligence usually solve
8. Problem solvers explore all options. problems calmly and systematically, which
9. Problem solvers have reasonable often yields better results.
expectations in specific situations. • Resilience -is the ability to cope with and
10. Problem solvers do not create more bounce back quickly from difficult
problems for other people. situations.
• Creativity -You can use creativity to: “Opportunities” and “Threats.”
• Approach problems from different
angles
• Improve your problem-solving
process
• Spark creativity in your employees
and peers
• Adaptability- is the capacity to adjust to
change.
• Teamwork- Finding a solution to a problem
regularly involves working in a team The Fishbone Diagram (otherwise known as the
Ishikawa Diagram or Cause and Effect Diagram),
Problem-Solving Methodologies is a tool for identifying the leading causes of a
problem. You can then consolidate these causes
Six Thinking Hats -consider all possible into a comprehensive “Problem Statement.”
problems, causes, solutions and repercussions
by assigning a different colored hat to each
stage of the problem-solving process.

The Problem Tree-is a useful tool for assessing

the importance or relevance of challenges
concerning the core topic

SWOT Analysis- is a long-standing method for

analyzing the current state of your business and
considering how this affects the desired end
state. It stand for “Strengths”, “Weaknesses”,
 Decision-making process • Cost-Benefit Analysis (CBA): Assessing the
Decision making is the process of making costs and benefits associated with each
choices by identifying a decision, gathering alternative to determine which option
information, and assessing alternative offers the greatest overall value.
resolutions
Group Decision-Making Techniques:
1. IDENTIFY THE DECISION
2. GATHER INFORMATION • Brainstorming: Generating a large number
3. IDENTIFY ALTERNATIVES of ideas or solutions in a group setting
4. WEIGTH THE EVIDENCE without criticism. This encourages
5. CHOOSE AMONG ALTERNATIVE creativity and can lead to innovative
6. TAKE ACTION solutions.
[Link] YOUR DECISION • Multi-Voting: Narrowing down a list of
options by having group members vote on
Decision-making process their top choices, which helps prioritize
alternatives.
Individual Decision-Making Techniques: • Delphi Technique: This group decision-
making process takes all of the ideas
• Rational Decision Making: This involves generated by your team and compiles them
identifying a problem, gathering relevant for the leader of the group to break down
information, generating alternatives, evaluating into a smaller list of possible approaches.
those alternatives, and selecting the best option Those fewer options are then taken back to
based on logical reasoning. the group for further discussion and
• Bounded Rationality: Recognizing that collective consideration. Essentially, the
individuals have limited time, information, and choices are condensed until a majority
cognitive abilities, this approach involves decision can be made.
making decisions that are "good enough" rather • Consensus Decision Making: Seeking
than optimal. agreement among all group members
• Intuitive Decision Making: Drawing on past rather than relying on majority vote.
experiences, instincts, and gut feelings to make This fosters collaboration and ensures
decisions quickly without conscious reasoning. that all perspectives are considered.
This can be useful in situations where there isn't • SWOT Analysis (Strengths, Weaknesses,
enough time to engage in thorough analysis. Opportunities, Threats): Evaluating the
• Pros and Cons Analysis: Listing the advantages internal strengths and weaknesses of a
and disadvantages of each alternative to weigh decision or option, as well as the
their relative strengths and weaknesses. external opportunities and threats it
may face.
Individual Decision-Making Techniques: • Group Problem Solving: Structured
• Decision Trees: Visualizing decisions and approach to problem-solving where
their potential outcomes in a tree-like group members work together to
structure, which can help in evaluating define the problem, generate solutions,
different options and their potential evaluate alternatives, and implement a
consequences. decision.
Pareto Analysis is one of the best Decision Making • Emotional State: Emotions, such as fear,
Techniques used to identify the most significant anger, or excitement, can impact decision-
factors contributing to a problem or situation. It is making by influencing risk perception and
also known as the 80/20 rule, based on the preferences.
observation that approximately • Experience and Expertise: Past experiences
80% of effects come from 20% of causes. and expertise in relevant domains can
• By focusing on the vital few (20%) shape decision-making by providing
rather than the trivial many (80%), knowledge and guiding intuition.
decision-makers can priorities their
efforts for maximum impact. 2. External Factors:
o Social Influence: Peer pressure,
social norms, and conformity can
affect decision-making by
influencing perceptions of social
acceptance and approval.
o Cultural Norms: Cultural values,
beliefs, and norms shape
individuals' preferences and
priorities, influencing decision-
making processes.
o Economic Factors: Financial
considerations, such as costs,
benefits, and resource availability,
play a significant role in decision-
Coin Flipping, Coin Tossing, Or Heads or Tails- making, especially in business and
• applicable in two people which need to organizational contexts.
randomly choose two alternatives is the o Environmental Context:
practice Environmental factors, such as time
constraints, information availability,
FACTORS AFFECTING DECISION-MAKING and situational constraints, impact
1. Individual Characteristics: decision-making by shaping the
2. External Factors: context in which decisions are
3. Decision-Making Process: made.
o Legal and Ethical Considerations:
1. Individual Characteristics: Legal regulations, ethical principles,
• Personality: Traits such as openness, and moral values guide decision-
conscientiousness, and risk tolerance can making by providing frameworks for
influence how individuals approach evaluating the consequences and
decision-making. implications of decisions.
• Cognitive Biases: Cognitive biases, such as
confirmation bias, anchoring bias, and
availability heuristic, can distort judgment
3. Decision-Making Process:
and decision-making.
 • Decision Framing: How a decision is
framed or presented can influence
Guides for Quick or Fast Decision Making.
perceptions and preferences, affecting
decision outcomes. 1. Know Your Priorities: Understand your
• Information Processing: The quality, priorities and objectives before making a
quantity, and relevance of available decision. This clarity will help you focus on
information influence decision-making what matters most.
by shaping the accuracy and
comprehensiveness of evaluations. 2. Set Clear Criteria: Define specific criteria or
• Decision Criteria: The criteria used to factors that are most important to consider
evaluate alternatives, such as cost, in making the decision. This will help you
quality, and risk, affect decision quickly evaluate options based on their
outcomes by determining which options alignment with these criteria.
are considered and prioritized. 3. Limit Options: In situations where time is
• Decision-Making Style: Individual limited, narrow down your options to a
differences in decision-making styles, manageable number. Too many choices can
such as analytical, intuitive, or lead to decision paralysis.
collaborative approaches, impact the
strategies employed and the outcomes 4. Trust Your Instincts: Trust your instincts
achieved and intuition, especially if you have
experience or expertise in the matter. Quick
Quick or fast decision-making - to the process decisions often rely on gut feelings and
of making decisions rapidly, often in situations subconscious knowledge.
where time is limited or where immediate 5. Gather Essential Information: Focus on
action is required gathering only the most essential
information needed to make the decision.
Here are some reasons that making quicker Avoid getting bogged down in unnecessary
decisions matters: details.
• Optimized cost-efficiency -spend too
much time making decisions may find 6. Consider Alternatives Quickly: Quickly
their operational costs are higher, as brainstorm and consider alternative courses of
they spend more time getting fewer action. Don't spend too much time deliberating
tasks done. over each option.
• Reduced chance of decision fatigue: to
7. Evaluate Risks and Benefits: Assess the
exhaustion from spending too much
potential risks and benefits of each option, but
mental or emotional energy trying to
keep in mind that quick decisions may require a
make decisions.
higher tolerance for risk.
• Improved decisions: Although it might
seem like spending a long time deciding 8. Use Decision-making Frameworks: Utilize
allows you to make better choices, simple decision-making frameworks such as
spending too much time making pros and cons lists, decision matrices, or cost-
decisions may decrease your ability to benefit analyses to evaluate options quickly.
analyze your options effectively.
9. Take Action: Once you've weighed the
options and made a decision, take action
 promptly. Avoid overthinking or second-
guessing yourself.

10. Be Prepared to Adapt: Understand that

quick decisions may not always be perfect, and
be prepared to adapt and adjust your approach
as needed based on feedback and new
information.

Police Discretion – instance decision executed by

police/law enforcement officer. It is wise use of
judgement.
There are many instances throughout a police officer's
day-to-day work where they can decide how to respond
to a situation using their own best judgement and
wisdom rather than a strict law.