ACTIVITY NO.

1 / ASSIGNMENT

NAME:

DE LIMOS, HAIMELIEN
VOLUNTAD, MA. CLARICE
DAYAGRO, KIMBERLY
GULLES, JULIENNE MAE
GUTIERREZ, CHRISTIAN AARHONE
ABEJUELA, JESNIL RABINO
BARRIENTOS, ROSSETH JUNE
ALBAN, LEONARD
CAPERIG, ANGEL GRACE

DATE:
February 8, 2021

SUBJECT:
Character Formation with Leadership, Decision Making Management and
Administration CFLM 2

SECTION:
BSCRIM A – 2018
 ACTIVITY NO. 1 / ASSIGNMENT

VALUES VIRTUES CHARACTER DEVELOPMENT

Values are beliefs that people have about what is important or worthwhile to them.
Values influence behavior because people seek more of what they value. If they can get
more net value by behaving in certain ways, they will. Values therefore can be seen as
the guideposts for behavior. Some people value their autonomy very highly, some value
social interaction, some value the opportunity to be creative, some value work-life
balance, and so on. Values may change with life stages and according to the extent to
which a particular value has already been realized. For example, a new graduate
strapped by student loans may value a high starting salary. That same person 30 years
later may well pass up a high-paying job for one that paid less, but allowed him to live
close to his grandchildren or somewhere with greater access to recreational activities
An individual’s values are in large part derived from the social environment in which
he or she lives. In Western democracies, life, liberty and the pursuit of happiness are
some of the things we value. Other societies value order, harmony, non-violence and
equality. If we are brought up with strong religious traditions, some of us develop values
based on the teachings of those religions. Similarly, our value frameworks may be
influenced by our home life, fraternal societies we join, experiences obtaining an
education, the companies we work for, our friends, and many other social influences.
Virtues from the time of the ancient Greeks, philosophers have defined certain
clusters of traits, values and behaviors as “good,” and referred to them as virtues. Virtues
are like behavioral habits – something that is exhibited fairly consistently. For example,
Aristotle wrote that: “We are what we repeatedly do. Excellence, then, is not an act, but
a habit.”
Aristotle identified and defined twelve virtues: Courage, Temperance, Generosity,
Magnificence, Magnanimity, Right ambition, Good temper, Friendliness, Truthfulness,
Wit, and Justice. The twelfth virtue is Practical Wisdom, which is necessary to live the
“good life” and thus achieve happiness or well being.
 ACTIVITY NO. 1 / ASSIGNMENT

Individuals can develop their own character strengths, leaders can help followers
develop their character, and organizations can and should enable character development
to take place.
Some dimensions of character, specifically some traits, are inherited. Virtues,
values and many other traits are developed during early childhood, and modified as a
result of education, family influences, early role models, work and social experiences, and
other life events.

The early philosophers viewed character as something that is formed,

subconsciously, through repetitive behavior that is either rewarded or by finding what
works through experience. The habit of character is formed along with a myriad of other
habits which both enable and constrain us, and that can be both productive and
counterproductive. The interesting thing about habits is that we are often unaware of
them. There’s a famous saying that illustrates this point rather well – “Watch your
thoughts, for they become words. Watch your words, for they become actions. Watch
your actions, for they become habits. Watch your habits, for they become character.
Watch your character, for it becomes your destiny” (author unknown).

SENIOR LEADERSHIP AND ORGANIZATIONAL COMMITMENT TO CHARACTER

DEVELOPMENT
There is much that senior leaders in organizations can do to develop leadership
character in others.
Simply talking about character, making it a legitimate and valued topic of
conversation, stimulates discussion and facilitates individual reflection. When
organizations develop leadership profiles and address leadership character in those
profiles, they emphasize the importance of leadership and promote discussion of it,
especially in the context of developmental coaching. Conversely, when leadership
profiles only address competencies and commitment, they implicitly, if unintentionally,
suggest that character is not important.
Even explicit values statements in organizations often turn out to be nothing more
than posters or plaques on the wall. Unless they are formulated in the context of the work
 ACTIVITY NO. 1 / ASSIGNMENT

that people are doing, and in a meaningful way, they tend to be ignored. Anything that
senior management attends to is considered important; anything ignored is marginalized.
For the most part, people do not learn values and virtues by osmosis. Values need to be
addressed explicitly in the organization’s coaching and mentoring, reinforced through
training and development, and actively used in recruitment, selection and succession
management.
 ACTIVITY NO. 2 / ASSIGNMENT

NAME:

DE LIMOS, HAIMELIEN
VOLUNTAD, MA. CLARICE
DAYAGRO, KIMBERLY
GULLES, JULIENNE MAE
GUTIERREZ, CHRISTIAN AARHONE
ABEJUELA, JESNIL RABINO
BARRIENTOS, ROSSETH JUNE
ALBAN, LEONARD
CAPERIG, ANGEL GRACE

DATE:
February 15, 2021

SUBJECT:
Character Formation with Leadership, Decision Making Management and
Administration CFLM 2

SECTION:
BSCRIM A – 2018
 ACTIVITY NO. 2 / ASSIGNMENT

OPENESS TO EXPERIENCE
Openness to experience, or simply openness, is a basic personality trait denoting
receptivity to new ideas and new experiences. It is one of the five core personality
dimensions that drive behavior—known as the five-factor model of personality, or the Big
5. People with high levels of openness are more likely to seek out a variety of experiences,
be comfortable with the unfamiliar, and pay attention to their inner feelings more than
those who are less open to novelty. They tend to exhibit high levels of curiosity and often
enjoy being surprised. People with low levels of openness prefer familiar routines, people,
and ideas; they can be perceived as closed-minded.
People who are “open to experience” tend to be intellectually curious, creative and
imaginative. Personality researchers have shown that such people literally see the world
differently.
“Open-minded?” are some people genuinely more inclusive in their thinking, more
expansive in how they process information? Experiments in personality psychology show
that open-minded people do indeed process information in different ways and may literally
see the world differently from the average person. The personality trait that best reflects
the lay concept of open-mindedness is called “openness to experience,” or simply
“openness.” Open people tend to be intellectually curious, creative and imaginative. They
are interested in art and are voracious consumers of music, books and other fruits of
culture. They also tend to be politically liberal. According to personality theorists,
openness reflects a greater “breadth, depth, and permeability of consciousness” and
propensity to “cognitively explore” both abstract information (ideas and arguments) and
sensory information (sights and sounds). In other words, open people engage with the
various percepts, patterns and perspectives that clamor for space in our mind—
information is like catnip for their brain.

CONSCIENTIOUSNESS
Conscientiousness is a fundamental personality trait—one of the Big Five—that
reflects the tendency to be responsible, organized, hard-working, goal-directed, and to
 ACTIVITY NO. 2 / ASSIGNMENT

adhere to norms and rules. Like the other core personality factors, it has multiple facets;
conscientiousness comprises self-control, industriousness, responsibility, and reliability.
A conscientious person is good at self-regulation and impulse control. This trait
influences whether you will set and keep long-range goals, deliberate over choices,
behave cautiously or impulsively, and take obligations to others seriously. (The other Big
Five personality traits are extraversion, agreeableness, openness, and neuroticism.)
Conscientiousness is generally a key ingredient for success—in love as well as work. It's
also a major predictor of health, well-being, and longevity.
Conscientiousness is the personality trait of being careful, or diligent.
Conscientiousness implies a desire to do a task well, and to take obligations to others
seriously. Conscientious people tend to be efficient and organized as opposed to easy-
going and disorderly. They exhibit a tendency to show self-discipline, act dutifully, and
aim for achievement; they display planned rather than spontaneous behavior; and they
are generally dependable. It is manifested in characteristic behaviors such as being neat,
and systematic; also including such elements as carefulness, thoroughness, and
deliberation (the tendency to think carefully before acting).
Conscientiousness is one of the five traits of both the Five Factor Model and the
HEXACO model of personality and is an aspect of what has traditionally been referred to
as having character. Conscientious individuals are generally hard-working, and reliable.
When taken to an extreme, they may also be "workaholics", perfectionists, and
compulsive in their behavior. People who score low on conscientiousness tend to be laid
back, less goal-oriented, and less driven by success; they also are more likely to engage
in antisocial and criminal behavior.

EXTRAVERSION
Extraversion is a broad personality trait that encompasses a number of more
specific characteristics such as sociability, assertiveness, high activity level, positive
emotions, and impulsivity. The nature of the trait and its defining characteristics have
changed considerably over time, and a number of different mechanisms have been
proposed to underlie the trait. These mechanisms include individual differences in
condition ability, arousal level, and sensitivity to rewarding stimuli. Modern extraversion
 ACTIVITY NO. 2 / ASSIGNMENT

research focuses on understanding the characteristic patterns of feelings and behaviors

associated with extraversion, and linking these patterns to specific psychophysiological
mechanisms.
Extraversion describes a person’s inclination to seek stimulation from the outside
world, especially in the form of attention from other people. Extraverts engage actively
with others to earn friendship, admiration, power, status, excitement, and romance.
Introverts, on the other hand, conserve their energy, and do not work as hard to earn
these social rewards.
Extraversion seems to be related to the emotional payoff that a person gets from
achieving a goal. While everyone experiences victories in life, it seems that extroverts are
especially thrilled by these victories, especially when they earn the attention of others.
Getting a promotion, finding a new romance, or winning an award are all likely to bring an
extrovert great joy. In contrast, introverts do not experience as much of a “high” from
social achievements. They tend to be more content with simple, quiet lives, and rarely
seek attention from others.

CHARACTER FORMATION
Character formation is that deeply internalized pattern of values and attitudes and
the consequent actions that are often established in pre-cognitive times of life through the
natural and normal educational patterns that are appropriate for young children.
Character is a psychological notion that refers to all the habitual ways of feeling
and reacting that distinguish one individual from another. Sigmund Freud had a sustained
interest in the question of character formation, since it touches on the major themes that
interested him: "anatomo-physiological destiny," memory traces, and, more generally, the
role of acquired traits, as well as the function of sublimation with regard to the "remains"
of the pregenital libido.
In The Interpretation of Dreams (1900a), Freud defined character in relationship to
the unconscious: "What we describe as our 'character' is based on the memory-traces of
our impressions; and, moreover, the impressions which have had the greatest effect on
us—those of our earliest youth—are precisely the ones which scarcely ever become
conscious" (pp. 539-540). This definition posits character as a sort of memory, a collection
 ACTIVITY NO. 2 / ASSIGNMENT

of traces. Five years later, in Three Essays on the Theory of Sexuality (1905d), Freud
emphasized individual psychic activity: "What we describe as a person's 'character' is
built up to a considerable extent from the material of sexual excitations and is composed
of instincts that have been fixed since childhood, or constructions achieved by means of
sublimation, and of other constructions, employed for effectively holding in check
perverse impulses which have been recognized as being unutilizable" (pp. 238-239).
In 1920, in an addendum to the Three Essays that reiterates material presented in
the article "Character and Anal Erotism" (1908b), Freud summarized, "Obstinacy, thrift
and orderliness arise from an exploitation of anal erotism, while ambition is determined
by a strong urethral-erotic component" (p. 239, n. 1). Character derives from instincts, but
not directly, since reaction formations and sublimations intervene. Thus, as Freud noted
in "Thoughts for the Times on War and Death" (1915b), "The pre-existence of strong 'bad'
impulses in infancy is often the actual condition for an unmistakable inclination towards
'good' in the adult" (p. 282).
With the development of the notion of identification, that of character took on
additional dimensions. Character formation was understood to be based on the
mechanism of identification, that is, unconsciously identifying with character traits derived
from objects. According to Freud in The Ego and the Id (1923b), when a lost object is
reestablished in the ego, thus allowing an identification to replace object cathexis, this
"makes an essential contribution towards building up what is called its 'character' " (p.
28).
The notion of character thus evolved in Freud's work. The importance Freud
attributed to it can be seen in his remarks in "Freud's Psycho-Analytic Procedure"
(1904a), where he wrote, "Deep-rooted malformations of character, traits of an actually
degenerate constitution, show themselves during treatment as sources of a resistance
that can scarcely be overcome" (p. 254). However, determining character traits is not
easy. In "Some Character-types Met with in Psycho-Analytic Work" (1916d), Freud noted
that it is not the character traits that patients see in themselves, nor those attributed to
patients by persons close to them, that pose the greatest problem for analysts; rather it
is the previously unknown and surprising peculiarities often revealed in the course of
analysis. Freud analyzed some of the character types revealed through analysis,
 ACTIVITY NO. 2 / ASSIGNMENT

including those of subjects who claim for themselves the right to perpetrate injustice
because they believe they have been subjected to it themselves, subjects "wrecked by
success" (pp. 316 ff), and finally, taking a perspective that changed criminology,
"criminals from a sense of guilt" (pp. 332 ff).

CHARACTERISTICS/ CHARACTER
Many interdisciplinary discussions seem to operate on a tacit assumption that the
notions of character and personality can be used interchangeably. In order to argue that
such an assumption is at least partly erroneous, the character–personality distinction
drawn in various contexts is systematically scrutinized both in an historical and conceptual
way. Then, in turn, two particular issues are addressed. The character–personality
distinction is shown to be reliant on the dichotomy between value and fact, respectively,
and to have a considerable functional dimension with some of the functions fulfilled by
the notion of character (but not by that one of personality). The outcomes achieved, finally,
are referred to the subtle differences between the fact–value distinction and the Humean
is–ought dichotomy.
We would all benefit from being more aware of our characteristics and personality
traits. That’s because they are significant predictors of our behaviors and attitudes.
The world we live in is different from what it was ten, five, or even one year ago. Thanks
to social media, easy-to-use communication tools, and globalization, the pool of
possibilities and available information are constantly expanding.
Without a clear idea of one’s own preferences, making the right choice can be
extremely difficult and confusing. Everyone’s personality is unique, and knowing what
makes us, us can lead to more life satisfaction, better life choices, and overall success in
both personal and professional spheres.
Before you continue, we thought you might like to download our three Strengths
Exercises for free. These detailed, science-based exercises will help you or your clients
realize your unique potential and create a life that feels energized and authentic.

TRAITS
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A trait is something about you that makes you "you." When your mother says that
you get all your best traits from her, she means you have the same charming smile and
the same brilliant mind as she has. In science, trait refers to a characteristic that is caused
by genetics.
If someone asked you to describe a close friend's personality, what kind of things
would you say? A few things that might come to mind are descriptive terms, such as
"outgoing," "kind" and "even-tempered." All of these represent traits. What exactly does
this the word "trait" mean?
A trait can be thought of as a relatively stable characteristic that causes individuals
to behave in certain ways. The trait approach to personality is one of the major theoretical
areas in the study of personality. The trait theory suggests that individual personalities
are composed of these broad dispositions.1
Unlike many other theories of personality, such as psychoanalytic or humanistic
theories, the trait approach to personality is focused on differences between individuals.
The combination and interaction of various traits form a personality that is unique to each
individual. Trait theory is focused on identifying and measuring these individual
personality characteristics.
In psychology, trait theory (also called dispositional theory) is an approach to the
study of human personality. Trait theorists are primarily interested in the measurement of
traits, which can be defined as habitual patterns of behavior, thought, and emotion.
According to this perspective, traits are aspects of personality that are relatively stable
over time, differ across individuals (e.g. some people are outgoing whereas others are
not), are relatively consistent over situations, and influence behavior. Traits are in contrast
to states, which are more transitory dispositions.
In some theories and systems, traits are something a person either has or does
not have, but in many others traits are dimensions such as extraversion vs. introversion,
with each person rating somewhere along this spectrum.
There are two approaches to define traits: as internal causal properties or as purely
descriptive summaries. The internal causal definition states that traits influence our
behaviours, leading us to do things in line with that trait. On the other hand, traits as
descriptive summaries are descriptions of our actions that don't try to infer causality.
 ACTIVITY NO. 3 / ASSIGNMENT

NAME:

DE LIMOS, HAIMELIEN
VOLUNTAD, MA. CLARICE
DAYAGRO, KIMBERLY
GULLES, JULIENNE MAE
GUTIERREZ, CHRISTIAN AARHONE
ABEJUELA, JESNIL RABINO
BARRIENTOS, ROSSETH JUNE
ALBAN, LEONARD
CAPERIG, ANGEL GRACE

DATE:
March 1, 2021

SUBJECT:
Character Formation with Leadership, Decision Making Management and
Administration CFLM 2

SECTION:
BSCRIM A – 2018
 ACTIVITY NO. 3 / ASSIGNMENT

NEUROTICISM

Neuroticism, in psychology and development, a broad personality trait dimension

representing the degree to which a person experiences the world as distressing,
threatening, and unsafe. Each individual can be positioned somewhere on this personality
dimension between extreme poles: perfect emotional stability versus complete emotional
chaos. Highly neurotic individuals tend to be labile (that is, subject to frequently changing
emotions), anxious, tense, and withdrawn. Individuals who are low in neuroticism tend to
be content, confident, and stable. The latter report fewer physical and psychological
problems and less stress than do highly neurotic individuals.

Neuroticism
QUICK FACTS
RELATED TOPICS
Neurosis
Personality trait

Neuroticism is associated with distress and dissatisfaction. Neurotic individuals

(that is, those who are high on the neuroticism dimension) tend to feel dissatisfied with
themselves and their lives. They are more likely to report minor health problems and to
feel general discomfort in a wide range of situations. Neurotic individuals are more prone
to negative emotions (such as anxiety, depression, anger, and guilt). Empirical studies
suggest that extremely high levels of neuroticism are associated with prolonged and
pervasive misery in both the neurotic individuals and those close to them.

HISTORY

The concept of neuroticism can be traced back to ancient Greece and the
Hippocratic model of four basic temperaments (choleric, sanguine, phlegmatic, and
melancholic, the latter most closely approximating neuroticism). In modern psychometric
studies of personality and psychopathology, neuroticism tends to be identified as a first
general factor (that is, the variable with the broadest power in explaining individual
differences). For example, a large percentage of variability in the types of mental illness
characterized as “internalizing”—such as depression, anxiety, obsessive-compulsive
neurosis, phobia, and hysteria—can be explained by a general dimension of neuroticism.
For this reason, neuroticism almost always appears in modern trait models of personality,
though sometimes with slightly different theoretical formulations or names (such as trait
anxiety, repression-sensitization, ego-resiliency, and negative emotionality). German
psychologist Hans Eysenck popularized the term neuroticism in the 1950s by including it
as a key scale in his popular personality inventory. Neuroticism figures prominently in the
widely accepted Big Five model of personality disposition (a model that considers five
factors—openness to experience, conscientiousness, extraversion, agreeableness, as
 ACTIVITY NO. 3 / ASSIGNMENT

well as neuroticism—to produce its assessment). Neuroticism also plays roles in tests
designed to measure the Big Five, such as the NEO Personality Inventory. Neuroticism
is even reflected in inventories designed for clinical psychological use, such as the
recently developed “Demoralization” scale on the Minnesota Multiphasic Personality
Inventory–2.

Growing but still limited evidence suggests that most major personality traits
(including neuroticism) identified by Western psychology manifest universally. Evidence
of the importance of neuroticism in individuals from diverse cultures (and who use
different languages) can be found in large-scale cross-cultural studies of personality.

Costs and Benefits Of Extreme Levels Of Neuroticism

Highly neurotic individuals are defensive pessimists. They experience the world as
unsafe and use fundamentally different strategies in dealing with distress than non-
neurotic people do. They are vigilant against potential harm in their environment and
constantly scan the environment for evidence of potential harm. They may withdraw from
reality and engage in protective behaviors when they detect danger.

Psychologists note that highly neurotic individuals tend to be poor problem solvers.
Because of their tendency to withdraw, highly neurotic individuals tend to possess an
impoverished repertoire of behavioral alternatives for addressing the demands of reality.
Consequently, they tend to engage in mental role-play (rumination and fantasy) instead
of construct.

1. AGREEABLENESS

Agreeableness is a personality trait that can be described as cooperative, polite, kind,

and friendly. People high in agreeableness are more trusting, affectionate, altruistic, and
generally displaying more prosocial behaviors than others. People high in this prosocial
trait are particularly empathetic, showing great concern for the welfare of others, they are
the first to help those in need. Agreeableness is one of five dimensions of personality
described as the Big Five. The other traits are openness to experience,
conscientiousness, extraversion, and neuroticism.

Person high in agreeableness is friendly and helpful Social harmony is an important

goal for individuals that score high on agreeableness in a career test. Agreeable
individuals find it important to get along with others. They are willing to put aside their
interests for other people. These individuals are helpful, friendly, considerate, and
generous. Their basic belief is that people are usually decent, honest, and trustworthy.
Take a free personality test to find out more about your other Big Five characteristics and
to test personality.
 ACTIVITY NO. 3 / ASSIGNMENT

Sub traits of agreeableness

Agreeableness personality trait Each of the Big Five personality traits is made up
of six facets or sub traits. To test personality, these can be assessed independently of the
trait that they belong to. The sub traits of the agreeableness domain are:

• Trust
• Morality
• Altruism
• Cooperation
• Modesty
• Sympathy

Careers and agreeableness trait

Agreeableness is an obvious advantage for building teams and maintaining

harmony on the work floor. It’s a fact that agreeable people are more likeable than
disagreeable people. On the other hand, agreeableness may not be useful in some
occupational situations that require difficult or objective decisions. People who score low
on agreeableness in a personality test often make excellent scientists, critics, or soldiers.

Like all Big Five personality traits, the roots of the modern concept of agreeableness
can be traced to a 1936 study by Gordon Allport and Henry S. Odbert. Seven years later,
Raymond Cattell published a cluster analysis of the thousands of personality-related
words identified by Allport and Odbert.[8] The clusters identified in this study served as a
foundation for Cattell's further attempts to identify fundamental, universal, human
personality factors.[9] He eventually settled on 16 personality factors through the use of
factor analysis. Further factor analyses revealed five higher-order, or "global", factors to
encompass these 16.[10] Although labelled "independence" by Cattell, a global factor
defined by high scores on the E, H, L, and Q1 factors of the 16PF Questionnaire was an
early precursor to the modern concept of agreeableness.

2. VALUES

Values are basic and fundamental beliefs that guide or motivate attitudes or actions.
They help us to determine what is important to us. Values describe the personal qualities
we choose to embody to guide our actions; the sort of person we want to be the manner
in which we treat ourselves and others, and our interaction with the world around us. They
provide the general guidelines for conduct.
 ACTIVITY NO. 3 / ASSIGNMENT

Values in a narrow sense is that which is good, desirable, or worthwhile. Values are
the motive behind purposeful action. They are the ends to which we act and come in
many forms. Personal values are personal beliefs about right and wrong and may or may
not be considered moral. Cultural values are values accepted by religions or societies
and reflect what is important in each context.

Our values inform our thoughts, words, and actions.

Our values are important because they help us to grow and develop. They help us to
create the future we want to experience.

Every individual and every organization is involved in making hundreds of

decisions every day. The decisions we make are a reflection of our values and beliefs,
and they are always directed towards a specific purpose. That purpose is the satisfaction
of our individual or collective (organizational) needs.

WHEN WE USE OUR VALUES TO MAKE DECISIONS, WE MAKE A DELIBERATE

CHOICE TO FOCUS ON WHAT IS IMPORTANT TO US. WHEN VALUES ARE
SHARED, THEY BUILD INTERNAL COHESION IN A GROUP.

Example are:
There are four types of values that we find in an organizational setting:
individual values, relationship values, organizational values, and societal values.

INDIVIDUAL VALUES

Individual values reflect how you show up in your life and your specific needs-the
principles you live by and what you consider important for your self-interest. Individual
values include enthusiasm, creativity, humility, and personal fulfillment.

RELATIONSHIP VALUES

Relationship values reflect how you relate to other people in your life, be they
friends, family, or colleagues in your organization. Relationship values include openness,
trust, generosity, and caring.

ORGANIZATIONAL VALUES

Organizational values reflect how your organization shows up and operates in the
world. Organizational values include financial growth, teamwork, productivity, and
strategic alliances.
 ACTIVITY NO. 3 / ASSIGNMENT

SOCIETAL VALUES

Societal values reflect how you or your organization relates to society. Societal
values include future generations, environmental awareness, ecology, and sustainability.
 ACTIVITY NO. 4

NAME:
DE LIMOS, HAIMELIEN
VOLUNTAD, MA. CLARICE
DAYAGRO, KIMBERLY
GULLES, JULIENNE MAE
GUTIERREZ, CHRISTIAN AARHONE
ABEJUELA, JESNIL RABINO
BARRIENTOS, ROSSETH JUNE
ALBAN, LEONARD
CAPERIG, ANGEL GRACE

DATE:
February 22, 2021

SUBJECT:
Character Formation with Leadership, Decision Making Management and
Administration CFLM 2

SECTION:
BSCRIM A – 2018
 ACTIVITY NO. 4

EXTRAVERSION

STRENGHT WEAKNESSES
• It will serve as a strength if you have • People with high extroversion may
the willingness to help other people struggle with keeping their
especially those in need. To emotions in check. At times, they
engage yourself in such activity that can come across as aggressive or
will help and contribute a lot from abrasive, but are also intent on
the community without expecting pleasing people. This can lead to
anything in return. It will serve as a easily swayed opinions and
pride as well that you are the part of unfinished projects.
that organization that helped a lot to • One of the downsides of being an
the community. It is so fulfilling if extrovert is that you will also often
someone recognized your effort attract the wrong people into your
and gave thanks to you. Those life. Extroverts often have quite bad
genuine smile they gave after you judgement regarding what people
lend a hand. are capable to do and relying on the
wrong business partners and other
important connections can really
bring you in trouble.
• Hence, if extroverts attract the
wrong types of people into their
lives, chances are that this can
have serious consequences for
their future life.

SELF DISCIPLINE

STRENGHT WEAKNESSES
• Self discipline gives you the power • Weaknesses are more destructive
to stick to your decisions and follow than others, building self-discipline
them through, without changing is not about getting rid of those
your mind, and is therefore one of weaknesses, but learning how to
the important requirements for control them. Many people don’t
achieving goals. even make it to this stage just
• Enables you to choose, and then because they don’t have any
persevere with actions, thoughts, control over their actions. This kind
and behavior, which lead to of denial can lead to addiction, so
improvement and success. it’s important to address them
 ACTIVITY NO. 4

• Also gives you the power and inner before they take over your life. For
strength to overcome addictions, many people, moderation is much
procrastination, and laziness and to less intimidating than cutting off
follow through whatever you do. completely, so instead of focusing
• This ability leads to self confidence, on which bad habit you want to
self esteem and inner strength, and remove, focus on which one you
consequently to happiness and want to lessen.
satisfaction.

OPENNESS

STRENGHT WEAKNESSES
• Having vast experience can give • Thus, openness to experience
you edged on the opportunity that gives way to life lessons, it is
will come. It will be useful in the any disadvantages can also be
industry that you will take. enumerated. The transparency of a
Experience is not something that person's attitude or conduct can be
you will learn in one sitting it will seen. Either the way how he
take time to hone. Certainly, you speaks out for the accomplishment
should be proud of those or how did he or she get that
experiences that you have. It will be achievement. Also, records of
your identity as a person and, it will someone does not only shows
open a door to new opportunities positive characteristics, but it also
like promotions and getting a job gives hint to the person's method
quickly. Hence, if chances came on how to achieve goals which can
you should be proactive because be negatively perceived. For
later this can be your tool to example, the record of misconduct
success. during college days can be one of
• Openness to experience gives the weaknesses.
credits to the accomplishment and
achievements of one person
throughout his or her career. This
gives way to the quote "experience
is the best teacher”, relying on how
experiences thought lessons
applicable in real life situations. It is
beyond the text or books morals
which a person can derived based
on their life experiences. It does
 ACTIVITY NO. 4

really help in character formation in

which it can be given as an example
for one person to be morally guided
in his or her life.
 ACTIVITY NO. 5

NAME:

DE LIMOS, HAIMELIEN
VOLUNTAD, MA. CLARICE
DAYAGRO, KIMBERLY
GULLES, JULIENNE MAE
GUTIERREZ, CHRISTIAN AARHONE
ABEJUELA, JESNIL RABINO
BARRIENTOS, ROSSETH JUNE
ALBAN, LEONARD
CAPERIG, ANGEL GRACE

DATE:
March 1, 2021

SUBJECT:
Character Formation with Leadership, Decision Making Management and
Administration CFLM 2

SECTION:
BSCRIM A – 2018
 ACTIVITY NO. 5

THE CHARACTER OF LEADERSHIP

Character has come in from the cold. Once the poor cousin of clinical psychology
and behavioural studies, character is once again recognized as a critically important
component of personality and therefore, of what makes people tick. Its importance to
leadership is considerable.

Character in leadership
Not surprisingly, the importance of the character of leadership is making inroads
in the business world, Johnson & Johnson (J&J), the major manufacturer of health care
products in the United States, views character as a leadership essential. Former
Chairman Ralph Larsen believes that people with character can give a company a
significant competitive advantage. The company actively seeks to recruit and be
represented by people of exceptional character. Johnson & Johnson’s stance is
supported by research which suggests that in leadership, good character counts.
According to Frances Hesselbein, the author and chairman of the Drucker Foundation,
leadership that achieves results goes beyond how to be, and becomes how to do; this
type of leadership is all about character. So in other words, in order to get things done
personally and organizationally, one first needs to get in touch with his or her character.
Leaders with character achieve results that transcend everyday organizational
imperatives and outcomes. A study of world leaders over the past 150 years asserts that
managers who possess strong character will create a better world for everyone, while
leadership generally is vital to the social, moral, economic, and political fabrics of society.
However, we often take the character of leadership for granted. We expect good
leaders to be strong in character, that is, to have a moral imperative underwrite their
actions. These leaders with character have been identified as authentic leaders: They are
what they believe in; show consistency between their values, ethical reasoning and
actions; develop positive psychological states such as confidence, optimism, hope, and
 ACTIVITY NO. 5

resilience in themselves and their associates; and are widely known and respected for
their integrity.
Nonetheless, the key attributes of authentic leaders, or leaders with character,
remain problematic. To identify these attributes and better understand them, we
undertook a study. This paper is based on that study and in it we identify the three
underlying dimensions of leadership character – universalism, transformation, and
benevolence. We also suggest ways of further enhancing these dimensions and their
constituent attributes.
Universalism represents an understanding, appreciation, and tolerance for the
welfare of people generally, and is a macro perspective approach to work and life. The
character attributes of respectfulness, fairness, cooperativeness, and compassion in
particular fit best with this definition of universalism.
Transformation is consistent with the concept of transformational leadership as an
activity that inspires others in the achievement of long-term, visionary goals. The
character attributes of courage and passion best represent this factor. Transformation is
a situation-specific process that relies on the competence and self-reliance of the
incumbent in their delivery of inspired and values-driven strategic direction for the
enterprise.
Benevolence is a micro approach to work, and focuses on concern for the welfare
of others through one’s daily interactions. Selflessness, integrity, and organization loyalty
best represent the characteristics of benevolence.

1. Universalism
Universalism is the outward expression of leadership character and is made
manifest by respectfulness for others, fairness, cooperativeness, compassion, spiritual
respect, and humility.

Respectfulness
Juliana Chugg, the former Managing Director of General Mills Australasia,
illustrated respect for her workers by dramatically altering the time employees needed to
spend at the workplace by closing the doors at 1pm every Friday. Against the board’s
 ACTIVITY NO. 5

advice, this decision allowed the company’s executives and factory workers to start their
weekends earlier. More importantly, this action resulted in no job losses or salary
reductions, no drop in productivity, and no increase in working hours on other days during
the week. Chugg, who now heads up General Mills’ head office in Minneapolis,
Minnesota, is the new face of home baking giant Betty Crocker, a $1billion business in
the US alone. As a relatively young mother in charge of a diverse international company,
Chugg understands the need to balance her personal and work demands: “The role of a
managing director is not to make all the decisions. It is to get the people who have access
to the right information together so that, collectively, they are able to make better
decisions than they would on their own.” Chugg received the Victorian Businesswoman
of the Year award in 2000 for her visionary and caring approach to business.

Fairness
Fairness is treating people equitably and in a just manner. Max De Pree, the former
CEO of furniture maker Herman Miller, is guided by a deep concern for others. His
approach to life manifests itself in his approach to work and the way in which Herman
Miller conducts its business affairs. De Pree believes a corporation is a community of
people, all of whom are valued. His main contention is that when you look after your
people with care and consideration, they in turn look after you.
Former Chrysler CEO Lee Iacocca was known to say that if you talk to people in their
own language and you do it well, they’ll say, “God, he said exactly what I was thinking.”
And when your people begin to respect you, Iacocca claimed “they’ll follow you to the
death,” metaphorically speaking.

Cooperation
The ability to work as a team has been praised as a strategic advantage.
Unfortunately, many corporations prevent good teamwork through antiquated
organizational structures and protocols. However, creating new office towers with
transparent offices, mezzanine floors, and atrium-style meeting places may not
necessarily promote a more cooperative workplace. Attitudes need to change also. One
way of influencing attitudinal change is by linking individuals’ sense of identity with the
 ACTIVITY NO. 5

organization’s destiny. The more a leader assists workers in defining their work identities,
the greater the chance of encouraging worker commitment and building a cooperative
workplace.
Merck, a leading pharmaceutical products and services company in the U.S., lists
its recognition of its employees’ diversity and teamwork capacities as one its core values.
It promotes teamwork by providing employees with work that is meaningful in a safe and
dynamic workplace. Therefore, building cooperation as an attribute of character requires
commitment, possible corporate redesign, and consciousness of client needs, both
internal and external.

Compassion
Compassion has deep religious connotations, for it refers to showing concern for
the suffering or welfare of others, and shows mercy to others. In a company sense,
compassion manifests itself when leaders make an effort to understand the needs of their
employees and take steps to address those needs and concerns. A compassionate
leader takes the Atticus Finch approach (the attorney in Harper Lee’s 1962 novel To Kill
a Mockingbird), which means walking around in another person’s shoes, and climbing
around under their skin, to understand what it looks like from their side of the ledger: “You
never understand a person until you consider things from his point of view … until you
climb into his skin and walk around in it.”
Linda Nicholls, chairperson of Australia Post, argues that recent terrorist activities and the
spate of corporate collapses around the globe have given rise to widespread social
concerns for safety, security, and certainty. Nicholls argues that leaders need to show
compassion because of the fears such events have generated, and to balance the drive
for innovation, risk and growth with the human need for safety and security.

Spiritual respect
Today’s organizations are multidimensional; they provide services and products at
an ever-increasing rate and superior quality, and achieve these outcomes through a
multicultural and diverse workforce. Leaders who respect these differences in workers’
backgrounds, cultures, and beliefs help build vibrant and relevant workplaces.
 ACTIVITY NO. 5

Respect for individual beliefs and customs has a long history. In Athenian society,
Plato viewed leadership as “an activity with utility for the polis, the activity of giving
direction to the community of citizens in the management of their common affairs,
especially with a view to the training and improvement of their souls.” The reference to
soul suggests that leaders engage the full person and help make him or her a productive
and morally strong member of society through their contributions in the workplace.
In recent years, the Track-Type Tractors Division of Caterpillar Inc. has
experienced unprecedented improvement across the board by establishing workplace
values and making employees feel important in the organization. Jim Despain, vice
president of this division, acknowledges that leadership is “about others and not about
self. It is about trust and not about power. It is about producing results by creating cultures
where people know it’s okay to be unique and different, so they willingly take off their
masks, express themselves, and do great things.” This approach confirms the view that
workers can achieve great things with the right type of encouragement and respect.

Humility
Fifth Century BC Chinese Taoist philosopher Lao-Tzu described humility as the
capacity to keep yourself from putting the self before others and argued that in doing so,
one can become a leader among men.
Despite broad acknowledgement of its importance, being humble does not sit comfortably
with the healthy egos of many executives. Some CEOs operate under the mistaken
beliefs that they are infallible, and that to admit error or concede a superior point of
argument is a weakness. Sometimes a leader becomes a boss to get the job done, and
there’s not much room for humility when the job demands action.
A recent study of over 2,000 Australian executives revealed that often executives
were democratic and collegial at the beginning of the working week, but often resorted to
authoritarian direction giving at week’s end in order to meet deadlines. There was no
room for humility in those situations. Humility may be an anachronism in a world
recognized by the combat of commerce rather than by cooperative and collegial
workplaces. For instance, when managers are asked to apply Benjamin Franklin’s (1784)
“Moral Virtues” to contemporary society, there is a predictable resistance to Franklin’s
 ACTIVITY NO. 5

virtue of humility, which is to “imitate Jesus and Socrates.” Today’s executives see
themselves as more worldly and upbeat than that, regardless of the valuable lessons
implicit in the statement.
When we examine humility across cultures, there are compelling differences. For
example, Japanese CEOs have been known to resign when their projected company
profits fell short of the mark. These businessmen blamed themselves for their company’s
poor performance. When the world’s largest bank, Mizuho Holdings, experienced severe
computer breakdowns that delayed business transactions, CEO Terunobu Maeda took
swift action. He cut the pay of the employees directly involved in the computer system
integration, as well as taking a personal pay cut of 50% for six months. Leaders who shift
responsibility back to themselves in good times as well as bad have strength of character
that goes beyond standard leadership constructs. These leaders possess the attributes
commonly referred to as servant leadership. One of the key elements of this leadership
philosophy is humility, or the capacity to commit to your workers as much as you do to
the bottom line. The guiding principle of servant leadership is to serve rather than to lead.
Serving your workers, being a steward of their efforts, takes a considerable dose of
humility and rests on a strong sense of self-identity.
Many western business leaders may reject humility as a desirable or useful
attribute in today’s fast moving, competitive world. Nonetheless, the common
characteristics of company leaders who have achieved outstanding and sustainable
financial performance in this dynamic environment include modesty, humility, quietness,
and self-effacing behavior. These attributes are indicators of leaders quietly aware of their
roles in the overall scheme of things. Humility therefore appears to be about a realistic
sense of perspective, an acceptance of one’s strengths and weaknesses.

2. Transformation
Transformation is how leaders achieve universal and benevolent outcomes, and is
the second main factor of leadership character. Transformational leaders with character
have courage, passion, wisdom, competency, and self-discipline in their leadership
repertoire.
 ACTIVITY NO. 5

Courage
From a business perspective, courage is having strong convictions about the
strategic objectives of the company and being prepared to harness the minds of workers
and company resources to achieve those objectives. There are no second-place getters
in this approach to business. Courage is not constrained by fear of the unknown and
thrives in the problems and promises of dynamic environments.
Managerial courage includes the willingness to do what is right in the face of risk. With
“risk” there is a possibility of failure or loss and no guarantee that everything will turn out
fine. Acting with courage may result in unpleasant experiences, yet it is a fundamental
ingredient of leadership.
Corporate courage manifests itself in many ways. General Electric (GE) requires
law firms on its panels to compete for projects through online, eBay-style auctions which
force competing bids to a financial bottom line that allows for comparability across all
contenders who are promoting their wares. This innovative and courageous approach
coaxes the best out of competitors. From this perspective, courage is immediate and
localized.
Michelle Peluso, the chief executive of Travelocity, a US travel company,
exemplifies courage. She knows that being innovative requires risk and facing the
possibility of failure. Peluso proposed an innovative business model which she believed
would assist Travelocity regain ground lost to the company’s key competitors. Peluso’s
business model, “seamless connectivity”, focuses on customer and supplier satisfaction.
Implementing the model required an investment in technology and training. Investors
expressed concern about the time it would take to implement Peluso’s strategy and
questioned whether it was the right approach. Peluso was unwavering in the face of
mounting ambivalence. She believed that her business model was compatible with the
company’s philosophy of doing things differently and having a long-term view.
Peluso did not yield to these pressures. Instead, she worked hard to influence
investors by developing a strong rapport with employees and encouraging them to be
innovative and passionate about their work. She introduced a weekly prize for outstanding
and innovative work by staff. She also mentors twenty-five “exceptional” Travelocity
employees.
 ACTIVITY NO. 5

Peluso’s courage and conviction appear to have paid off handsomely. Travelocity
has recently been certified as an official third-party distributor for the Intercontinental
Hotels Group because of its supplier-friendly policies.
Passion
Passion is about energy and deeply committed enthusiasm to producing the best
one can. In business, passion is an indicator of a company’s guiding principles, its raison
d’etre, and helps others identify the underlying culture of the organization. Unilever is a
top ranking Fortune Global 500 company, with over US$46 billion in revenues, US$7
billion in operating profit, and over 240,000 employees globally. The company is a world
leader in ice cream, frozen foods, teas, and the second-largest manufacturer of laundry,
skin cleansing and hair-care products. Its corporate slogan, “Your passion. Our strength,”
represents “total commitment to exceptional standards of performance and productivity,
to working together effectively and to a willingness to embrace new ideas and to learn
continuously” (Unilever, 2004).
John McFarlane (2003), the CEO of the ANZ bank in Australia, believes that leadership
is about choosing to make a difference and that when you reflect on making a difference
it must be in areas about which one is passionate. A leader’s passion can make a
significant difference in the degree to which she inspires others or provides focus and
motivation for the organisation.
Leadership guru Warren Bennis thinks passion is inherent in effective leadership:
“We are productive when we do what we love to do”. For example, toward the end of his
seventh year as president of the University of Cincinnati, Bennis was giving a talk at the
Harvard School of Education. During question time the dean asked Bennis not if he
“enjoyed”, but whether if he “loved” being president of the University of Cincinnati. Bennis
acknowledged that he didn’t know, but on reflection realized that he did not love the job
of president. For Bennis, this realization was a major turning point in his life, as it made
him realize that his passion lie in teaching and writing. If passion or love of your work or
vocation is missing, then choose another vocation.

Wisdom
 ACTIVITY NO. 5

Wisdom is the ability to draw on one’s knowledge and experience to make well-
formed judgments. It also involves the use of one’s power and personal authority to
implement an effective course of action.
Wisdom underpins major decisions. Former BP CEO John Browne was the first CEO in
the oil industry to openly acknowledge the impact the industry was having on the
environment, and to highlight the ways of reducing green-house gas emissions. Browne
advocated a responsible approach to limiting the energy industry’s impact on the
environment through BP’s “Beyond Petroleum” campaign. This approach could have
impacted on the company’s bottom line, but the wisdom of the decision was that it tapped
into the moral conscience of society at the time.
Compare Browne to Lee Raymond, his counterpart at Exxon Mobil. Raymond
initially was skeptical about global warming. Consequently, Raymond is said to have
become the “energy executive everyone loves to blame for the industry’s PR problems”.
Exxon became the target of a boycott in Europe, which encouraged Raymond to change
his stance. Recognizing the positive impact Browne’s approach had on BP’s corporate
image, Exxon Mobil subsequently launched its own green ad campaign.

Competence
Those actively pursuing a career as a leader need to be competent in order to
maintain the confidence of others. They need to be expert in something to the extent that
their expertise commands the respect of peers and followers. According to the former
Australian Governor-General, Sir Ninian Stephens (1997):
The first and most important ingredient of leadership seems to me to be to possess a
rounded and comprehensive knowledge of the subject matter with which you are dealing
and about which you want others to act in a particular way.
FedEx’s founder and CEO, Fred Smith, exemplifies the power of competence.
Awarded Chief Executive Magazine’s 2004 CEO of the Year prize, Smith was recognised
for his ability to take FedEx from being “just an idea to being a great company”.
Smith says that his vision for creating FedEx was the result of studying a
mathematical discipline called topology. Through this study he realized that if you
 ACTIVITY NO. 5

connected all points on a network through a central hub, the resulting efficiencies could
be huge.
For Smith, competence does matter. When asked what it takes to be a leader who
creates a company and then builds it up to a $25 billion-a-year business, employing
240,000 employees and contractors, Smith advocates “continual learning and education
and the discipline to apply those lessons to your operation.” He also advises others to
make the time and effort to benchmark and learn the lessons of history.

Self-discipline
Leaders with self-discipline exercise appropriate personal control over their
thoughts and actions and are able to manage and express emotions in constructive ways.
They are well organised and able to persist in the face of difficulties. Through self-
discipline, leaders engender confidence in their followers that they can be relied upon to
make rational and logical decisions. As a consequence, their capacity to influence others
often increases. Lao Tzu proposed that through mastering ourselves we find true power.
Author and former CEO of international medical technology company, Medtronics, Bill
George (2004) argues that self-discipline is the attribute that converts values into
consistent action. George describes his successor at Medtronics, CEO Art Collins, as a
highly self-disciplined leader as his ego and emotions don’t get in the way of taking
appropriate action. Collin’s consistency in his disposition, behaviours and decisions lets
employees know where he stands on important issues.
Self-discipline requires the maturity to do what is needed, not always what is
desired in the present moment. Amy Brinkley, Chief Risk Officer, Bank of America,
exhibits such maturity. Brinkley (2003) includes self-discipline as a key component of her
personal equation for success and in order to maintain the right balance between her
roles as bank executive, wife, mother and as a member of her church and community: “I
try very hard to be fully in the zone I am in at the moment. I give everything I have at that
moment to what I am focusing on. I also abide by my own operating principles like staying
away from voice mails and e-mails when I am with my kids and my husband.”
As a means of maintaining a balance between professional and personal roles,
self-discipline is an important component of effective leadership.
 ACTIVITY NO. 5

3. Benevolence
The third major dimension of leadership character is benevolence, and is
associated with loyalty, selflessness, integrity, and honesty.
Loyalty
Leaders who demonstrate organisational loyalty show a deep commitment to
building organisational sustainability. Such leaders have been described as having the
resolve to do whatever it takes to make a company great irrespective how hard the
decisions or how difficult the task.
Take Anne Mulcahy, the CEO of Xerox, as a case in point. Mulcahy has exhibited a deep
loyalty to her organisation. When she was asked by the board to take on the role of CEO,
Xerox was in financial crises, with a $17.1 billion debt and $154 million in cash. In 2000
the stock fell from $63.69 a share to $4.43.
While Mulcahy had an excellent reputation within Xerox, she had no prior CEO
experience. Despite the dire financial position of the company, the board recognized
Mulcahy was straightforward, hard-working, disciplined, and fiercely loyal to the company.
Mulcahy accepted the CEO role based on a sense of duty and loyalty.
When Xerox’s external financial advisors suggested Mulcahy consider filing for
bankruptcy, the easier way out, she refused to do so. According to Joe Mancini, Xerox’s
Director of Corporate Financial Analysis, the company’s financial advisors didn’t think
Mulcahy had the courage to make the painful but necessary changes to save Xerox. But
Mulcahy indeed did have what it takes.
In her efforts to achieve what can only be described as an extraordinary corporate
turnaround, it is claimed that Mulcahy did not take a single weekend off in two years.
Timothy R. Coleman, a senior managing director at the private equity firm, Blackstone,
said of Mulcahy at the time: “She was leading by example. Everybody at Xerox knew she
was working hard, and that she was working hard for them.”
Organizational loyalty, as a component of character, means commitment to the
idea and ideals of the company as much as it does to the nature of its business.

Selflessness
 ACTIVITY NO. 5

The character attribute of selflessness requires leaders to put others’ interests

ahead of their own.
Ping Fu, a founding member of Raindrop Geomagic, a North Carolina-based
innovative software company, is a leader who demonstrates a capacity for selflessness.
Fu took on the role of CEO in 2001 when the company’s viability was threatened. The
company was running out of money and the venture capital markets were drying up.
Under Fu’s leadership, several cost-cutting initiatives were implemented, which
included laying off almost half the company’s employees. Those who remained took pay
cuts. In her efforts to save the business, Fu loaned the company money in order to pay
its workers. She also declined to take a pay check until the company straightened out its
financial situation.
Raindrop Geomagic board member Peter Fuss acknowledges Fu’s personal
sacrifices. He says she invested considerable time and was tenacious in her efforts to
rebuild the company.

Integrity
The word integrity comes from the Latin word ‘integritas’, meaning wholeness,
coherence, rightness, or purity. Integrity has been defined as consistency between word
and deed or “the perceived degree of congruence between the values expressed by
words and those expressed through action.”
Integrity is the most often cited element of corporate mission statements. In most cases,
integrity refers to honest representation of a company’s values and operating protocols.
Texas Instruments (TI) refers to “representing ourselves and our intentions truthfully” as
evidence of their integrity. General Electric (GE) identifies integrity as a “worldwide
reputation for honest and reliable business conduct.” The Gillette Company highlights
“mutual respect and ethical behavior” as hallmarks of integrity.
Roger Corbett (2004), the CEO and Managing Director of Woolworths, Australia’s
largest supermarket chain, consisting of more than 150,000 employees and 1,500 stores,
believes integrity is the glue that holds his values and the organization’s success together:
“The closer you can get the business towards integrity and the further away from cynicism,
then that really is a good measure of the effectiveness of your business … integrity of
 ACTIVITY NO. 5

purpose and example, of lifestyle and attitude, are probably the most important cultural
contributions a leader can make to the business.”

Honesty
Honesty is absolutely essential to leadership and character. People value working
for leaders they can trust. Lindsay Cane is the Chief Executive Officer of an Australian
national sporting body, Netball Australia. Her views on honesty and integrity testify to their
important role in building leadership character.
Netball Australia receives public funds and is involved with over a million people
nationally. Cane (2004) believes her ability to win the confidence of others is critical to the
success of the organization, and relies on her capacity to be honest and direct:
I think it’s really important I be seen as a very sound, honest person with high
integrity and I need people to want to do business with me. The capacity to build
relationships which relates to trust and listening and respect and empathy, those are very
important things because they absolutely affect sponsorship outcomes, business financial
outcomes, what money we get from the government, from corporate Australia, what
money we might get in the future from our members.
Successful leaders are open and honest with others, but they also understand that
maintaining trust requires them to exercise discretion in how they use and disclose
information. They take care to avoid violating confidences and do not carelessly divulge
potentially harmful information.
Greg Dooley, the Australian General Manager of international financial services
and technology company Computershare, rates honesty as the most important character
attribute of leadership: “If you’re dishonest as a leader then you’ve got no chance. As
soon as you lose trust you may as well give up the ghost.” Dooley differentiates between
withholding information and deceiving someone. He acknowledges that being open and
honest with people may at times be difficult when you have commercially sensitive
information that you can’t disclose. However, Dooley argues that appropriately
withholding information is critical to Computershare’s business: “Clients need to know that
they can trust us,that we’ll be able to handle that information and deal with it on a needs-
to-know basis.”
 ACTIVITY NO. 5

A leader’s capacity for honesty can help followers work constructively on solving
issues and problems. American leadership development consultant Joan Lloyd (2001)
says: “I think most employees today are hungry for some good old-fashioned honesty.”
Employees prefer to work for leaders who they trust can be honest with them about the
reality of their circumstances. Lloyd argues that the best leaders are respected, in part,
because they level with people and tell it like it is.

Future of leadership with character

Our study identified three underlying dimensions or factors of leadership character.
Universalism represents an understanding, appreciation, and tolerance for the welfare of
people generally, and is a macro perspective approach to work. Transformation is
consistent with the concept of transformational leadership as an activity that inspires
others in the achievement of long-term, visionary goals. Transformation is a situation-
specific process that relies on the competence and self-reliance of the incumbent in their
delivery of inspired and values-driven strategic direction for the enterprise. The third
dimension, Benevolence, is a micro approach to work, and focuses on concern for the
welfare of others through one’s daily interactions. As a process, Transformation can be
seen as the link between Universalism as the externally-focused manifestation of
leadership character and internally-focused Benevolent intentions. We propose that
leaders who manifest courage (setting a long-term direction and taking people along
without fear) with passion (energy and enthusiasm) are more often associated with
outcomes that have external as well as internal benefits, and are typical of character-led
organizations.
 ACTIVITY NO. 6 / INDIVIDUAL

NAME:

DE LIMOS, HAIMELIEN
VOLUNTAD, MA. CLARICE
DAYAGRO, KIMBERLY
GULLES, JULIENNE MAE
GUTIERREZ, CHRISTIAN AARHONE
ABEJUELA, JESNIL RABINO
BARRIENTOS, ROSSETH JUNE
ALBAN, LEONARD
CAPERIG, ANGEL GRACE

DATE:
March 8, 2021

SUBJECT:
Character Formation with Leadership, Decision Making Management and
Administration CFLM 2

SECTION:
BSCRIM A – 2018
 ACTIVITY NO. 6 / INDIVIDUAL

ABEJUELA, JESNIL R.

1. Give at least three advantages of being a leader with good values and moral.
2. How will you get the support of your subordinate as a leader?
3. Define Universalism and Respectfulness.

Answer:
1. a). Being a leader with good moral and values is that I can earn the trust and
respect of my subordinates.
b). Using my good moral and values, I can easily get along with my team in every
task that we will do.
c). I can lead my team to work in a harmonious way to get the job done.

2. Being a leader is also being a good listener. I will get the feedback and suggestions
of my members is one of my ways in showing that I care for their opinions.

3. Universalism - Universalism is the philosophical and theological concept that some

ideas have universal application or applicability. A belief in one fundamental truth is
another important tenet in universalism.
Respectfulness – means that you accept somebody for who they are, even if they’re
different form you or you don’t agree with them.
 ACTIVITY NO. 6 / INDIVIDUAL

DE LIMOS, HAIMELIEN L.

1. Give at least three advantages of being a leader with good values and moral.
2. How will you get the support of your subordinate as a leader?
3. Define Universalism and Respectfulness.
Answer:

1. A. It ensures that you are following the law.

There are legal guidelines which are used to dictate the different decisions your
company is able to make each day.
B. It helps to create a healthier workplace culture.
When there is an ethical leadership style in place for an organization, then it
creates a healthier, more positive workplace culture.
C. It creates an emphasis on being conscientious.
Ethical leaders are always conscientious. They are vigilant, careful, and thorough
with every decision they make.

2. Be transparent about your motives

A new manager is naturally going to kick up suspicions and anxiety among team
members. Your intentions are unknown to them, and that can freak them out. Be
as honest as you can in terms of sharing your goals, especially when you begin
new projects or product launches. Let employees know what’s going on, as well
as the motivations behind your choices. Don’t let them draw their own conclusions.
And in the event, you need to deliver bad news, don’t try to sugarcoat it. “The best
thing you can do for your team is level with them,” says Glickman. “If your company
is in a transitional period, you might say, “Things are tough right now, but I have
your back. If you have problems, come to me and I’ll help you solve them.’”

3. Universalism is the philosophical and theological concept that some ideas have
universal Later Islamic theologians expanded this definition to include
Zoroastrians, and There are several views within Islam with respect to
Universalism.
Respectfulness is courteous regard for people's feelings; "in deference to your
wishes"; "out of respect for his privacy" deference, respect. good manners,
courtesy - a courteous manner.
 ACTIVITY NO. 6 / INDIVIDUAL

DAYAGRO, KIMBERLY E.

1. Give at least 3 advantages of a leader with good character, values and good
moral?

Being a leader with good character, values and morals have a lot of advantages in
every aspect of his or her management. The support of his subordinate was always
present due to the harmonize "leader-subordinate" relationship and the respect in both
parties have given equally. The decisions outcomes are always satisfactory because of
the good attitude perceived by the leaders with a wise and non-prejudice inputs. The
company's or institutions integrity and goals are upholding due to its good governance
and well-performed tasks.

2. How you can get the support of your subordinates being a leader?

A good leader means a lot to his subordinates. The authority is given to a leader
to supervise his employees. To attain support the leader must know his subordinate’s
criticism in his overall supervision and give immediate action about it. Another is that, the
respect should always be presented in anyone even if you are higher than the others in
the company. The decision-making must not be biased or it must always lead to the right
one. Lastly, the bond or the relationship you must form in your subordinate is always light
and peaceful.

3. Define universalism and respectfulness

UNIVERSALISM- Means a view that there are principles of justice that requires
that each person, whoever or whenever they are, should be treated fairly and equally. It
is the idea that is universal in application or applicability.

RESPECTFULNESS- Courteous regards for people's feeling. It means that you

accept somebody for who they are even if they are different from you or you don’t agree
with them. It helps someone to feel safe and express themselves openly.
 ACTIVITY NO. 6 / INDIVIDUAL

VOLUNTAD, MA. CLARICE S.

1. Give at least 3 advantages of a leader with good character, values, and good moral.
= The advantages of a leader with good moral character, good character, and
values is they have integrity, courage, and compassion. They are careful and prudent.
Then, Humble in their awareness of their own limitation and they seek out the knowledge
and counsel to others.

2. How can you get the support of your subordinates being a leader?
= By knowing what is happening in your surroundings. You should know what is
needed, you should get the opinion of others and combined it all and mostly you should
know the problem and feelings of your subordinates. In that actions, you can get the
attention and also the support of your subordinates.

3. Define Universalism and respectfulness

* Universalism
=Is the outward expression of leadership character and is made manifest by
respectfulness for others, fairness, cooperativeness, compassion, spiritual respect, and
humility.

*Respectfulness
= Is marked by or showing respect or difference and courteous regard for people’s
feelings.
 ACTIVITY NO. 6 / INDIVIDUAL

LEONARD RHEY ALBAN

Give atleast 3 advantages of leader with good moral values and character:
• It ensures that you are following the law

By having an ethical leadership style implemented, you are anpating a

system where the organization is following all local, state and and federal laws to
ensure the safest possible work environment.

• It helps to create a healthier workplace culture.

Place for an organization, then it creates a healthier, more positive workplace

culture.

• It creates an emphasis on being conscientious.

They are vigilant, careful and thorough with every decision they make.

How you can get support to your subordinate being leader.

Leadership is influence
Rather am effective leader draws from a range of personal qualities to help
them deal with the different circumstances and challenges.

Universalism

- It is philosophical and theological concept that some ideas have universal

application or applicability.

Respectfulness
- Courteous period regard for peoples feelings. In deference to your wishes, out of
respect for his privacy deference, respect, good manners, courtesy & courteous
manners.
 ACTIVITY NO. 6 / INDIVIDUAL

CAPERIG, ANGEL GRACE T.

1. GIVE ATLEAST THREE ADVANTAGES OF A LEADER WITH GOOD

CHARACTER, VALUES, AND GOOD MORAL.
RESPECT OTHERS
One of the most important traits of ethical leadership is the repect that is given to
followers. An ethical leader shows respect to all members of the team by listening to
them attentively, valuing their contributions, being generous while considering opposing
viewpoints.
JUSTICE
Is always fair and just. They have no favorites, and treat everyone quality. Under
an ethical leader, no employee has any reason to fear biased treatment on the basis of
gender, ethnicity, nationality, or any other factor.
FOCUS ON TEAMBUILDING
Leaders foster a sense of community and team spirit within the organization.
When an ethical leader strives to achieve goals, it is not just personnal goals that they
concerned about. They make a genuine efforts to achieve goals that benefit the entire
organization not just themselves.

2. HOW CAN YOU SUPPORT OF YOUR SUBORDINATES BEING A LEADER?

The ideal supportive leader does not aim to achieve of goals by herself. Instead
she views herself as a coach of a team. Do a lot more than set rules and regulations.
They also listen to any complaints from their employees and help them cope with
stressful events. It also teach their employees how to cope with their own issues. As
such, they dont need to rely on their managers all the time except when they cannot find
any other solutions. One aspects that supportive leadership emphasizes is teamwork.
Start by creating a team of skilled individuals that can perform the task at hand. If the
leader entertains doubts regarding the firms mission and objectives, the uncertainty will
automatically be reflected in her team members activities. However, if the leader is fully
committed, then her teammates will also be committed.

3. DEFINE UNIVERSALISM AND RESPECTIVENESS

UNIVERSALISM
Generally, mean is the philosophical and theological concept that some ideas
have universal application or applicability.
Is a belief in one fundamental truth is another important tenet in universalism.
RESPECTFULLNESS
courteous regard for people’s feelings.
showing marked by proper respect.
admiration; good opinion
 ACTIVITY NO. 6 / INDIVIDUAL

BARRIENTOS, ROSSETH JUNE E.

ASSIGNMENT: 1 INDIVIDUAL

1. GIVE AT LEAST THREE ADVANTAGES OF A LEADER WITH GOOD

CHARACTER, VALUES AND GOOD MORAL.
o ABILITY
o COMMUNICATION
o SELF-AWARNESS

2. HOW CAN YOU GET THE SUPPORT OF YOUR SUB-ORDINATES BEING A

LEADER.
o REGURLARY CHECK-IN ON YOUR TEAM
o COMMUNICATE ACCOUNTABILITY
o DEVELOP YOUR EMPLOYEES SKILLS
o INSPIRE YOUR TEAM
o BUILD RELATIONSHIP
o COACH YOUR STAFF
o ACKNOWLEDGE ACCOMPLISHMENTS
o QUICKLY MANAGE CONFLICT

3. DEFINE UNIVERSALISM AND REFECTFULNESS

➢ UNIVERSALISM – THE BELIEF THAT ALL HUMAN KIND WILL
EVENTUALLY BE SAVED.
➢ RESFECTFULNESS – COURIEOUR REGARD FOR PEOPLE’S
FEELINGS “IN DEFERENCE TO YOUR WISHES” , “OUT OF RESPECT
FOR HIS PRIVACY” DEFENCE RESFECT, GOOD MANNERS
COURTERY – A COURTEOUS MANNER.
 ACTIVITY NO. 6 / INDIVIDUAL

JULIENNE MAE P. GULLES

1.) Give at least 3 advantage of a leader with good character, value and good moral.
1.) HONESTY
- It goes without saying that anyone who is ethical will so be honest and loyalty.
Honesty is particularly important to be an effective ethnical leader, because
followers trust honest and dependable leaders.
2.) RESPECT OTHERS
- One of the most important traits of ethical leadership is the respect that is
given to followers. An ethical leader shows respect all members of the them
attentively.
3.) HUMANE
- Being humane is one of the most revealing traits of a leader who is ethical
and moral. Ethical leaders place importance in being king.

2.) How you can get support of your subordinates being a leader?
- Being a great leader and to support your subordinates is like more an art that
it is a hard to become a leader and anyone can become a better leader, more
effective and more successful leader but you need time, practice and
perseverance to be a great leader. A successful leader granting them the
authority. You naturally motivate your team by giving everyone an equal shot
at opportunities, promotions, assignment and training. When you act with
integrity you foster loyalty and high morale in return, you’ll be rewarded with
high productivity and law of attraction rates. And also a great leader is also
able to quickly recognize the skill and expertise of their team members. Seek
out the knowledge and wisdom of your colleagues and always acknowledge
their value.

3.) Define universalism and respectfulness

UNIVERSALISM
• is the philosophical and theological concept that same ideas have
universal application or applicability.
• A belief in one fundamental truth is another important tenet in universalism
the living the truth is seen as more far-reaching than the national, cultural,
or religious boundaries or interpretation of that one truth.
• A community that calls itself universalist may emphasize the universal
principles of most religions, and accept other in an inclusive manner.
RESPECTFULNESS
• Receiving respect from others is important because it helps us to feel safe
and to express ourselves… Respect means that you accept somebody for
who they are, even when they’re different from you or you don’t agree with
 ACTIVITY NO. 6 / INDIVIDUAL

them. Respect in your relationships build feelings of trust, safety and well-
being.
• Courteous regard for people’s feeling, “in difference to your wishes”, “out
of respect for his privacy” deference, respect, good manner, courtesy – a
courteous manner.
 ACTIVITY NO. 6 / INDIVIDUAL

GUTIERREZ, CHRISTIAN AARHONE M.

1. Give at least 3 advantages of a leader with good moral values and

character.

Being a leader with a good leader, values and good moral have a lot of advantagesin
every aspect of his or her management. The support of his subordinates was always
present due to the harmonize ‘’leader subordinates relationship’’ and the respect in both
party was given equally. The decision of the leader is always good because of his good
moral values.

2. How you can get the support of your subordinates being a leader?

A good leader has a lot of subordinates. To attain support the leader must know his
subordinates criticism in his overall supervision and give immediate action about it.
Another is the respect of the leader in or her subordinates so that he or she can gain
attain the support of his subordinates.

3. Define universalism and respectfulness.

Universalism- is a philosophical and theological concept that some ideas have

universal application or applicability
Respectfulness- courteous regard to people feeling ‘’in deference of your wishes’’
 ACTIVITY NO. 7 / ASSIGNMENT

NAME:

DE LIMOS, HAIMELIEN
VOLUNTAD, MA. CLARICE
DAYAGRO, KIMBERLY
GULLES, JULIENNE MAE
GUTIERREZ, CHRISTIAN AARHONE
ABEJUELA, JESNIL RABINO
BARRIENTOS, ROSSETH JUNE
ALBAN, LEONARD
CAPERIG, ANGEL GRACE

DATE:
March 22, 2021

SUBJECT:
Character Formation with Leadership, Decision Making Management and
Administration CFLM 2

SECTION:
BSCRIM A – 2018
 ACTIVITY NO. 7 / ASSIGNMENT

TRANSFORMATION OF A LEADER

A. Courage
From a business perspective, courage is having strong convictions about the strategic
objectives of the company and being prepared to harness the minds of workers and
company resources to achieve those objectives. There are no second-place getters in
this approach to business. Courage is not constrained by fear of the unknown and thrives
in the problems and promises of dynamic environments.

Managerial courage includes the willingness to do what is right in the face of risk. With
“risk” there is a possibility of failure or loss and no guarantee that everything will turn out
fine. Acting with courage may result in unpleasant experiences, yet it is a fundamental
ingredient of leadership.

Corporate courage manifests itself in many ways. General Electric (GE) requires law firms
on its panels to compete for projects through online, eBay-style auctions which force
competing bids to a financial bottom line that allows for comparability across all
contenders who are promoting their wares. This innovative and courageous approach
coaxes the best out of competitors. From this perspective, courage is immediate and
localized.

Michelle Peluso, the chief executive of Travelocity, a US travel company, exemplifies

courage. She knows that being innovative requires risk and facing the possibility of failure.
Peluso proposed an innovative business model which she believed would assist
Travelocity regain ground lost to the company’s key competitors. Peluso’s business
model, “seamless connectivity”, focuses on customer and supplier satisfaction.
Implementing the model required an investment in technology and training. Investors
expressed concern about the time it would take to implement Peluso’s strategy and
questioned whether it was the right approach. Peluso was unwavering in the face of
mounting ambivalence. She believed that her business model was compatible with the
company’s philosophy of doing things differently and having a long-term view.

Peluso did not yield to these pressures. Instead, she worked hard to influence investors
by developing a strong rapport with employees and encouraging them to be innovative
and passionate about their work. She introduced a weekly prize for outstanding and
innovative work by staff. She also mentors twenty-five “exceptional” Travelocity
employees.

Peluso’s courage and conviction appear to have paid off handsomely. Travelocity has
recently been certified as an official third-party distributor for the Intercontinental Hotels
Group because of its supplier-friendly policies.
 ACTIVITY NO. 7 / ASSIGNMENT

B. Passion
Passion is about energy and deeply committed enthusiasm to producing the best one
can. In business, passion is an indicator of a company’s guiding principles, its raison
d’etre, and helps others identify the underlying culture of the organization. Unilever is a
top ranking Fortune Global 500 company, with over US$46 billion in revenues, US$7
billion in operating profit, and over 240,000 employees globally. The company is a world
leader in ice cream, frozen foods, teas, and the second-largest manufacturer of laundry,
skin cleansing and hair-care products. Its corporate slogan, “Your passion. Our strength,”
represents “total commitment to exceptional standards of performance and productivity,
to working together effectively and to a willingness to embrace new ideas and to learn
continuously” (Unilever, 2004).

John McFarlane (2003), the CEO of the ANZ bank in Australia, believes that leadership
is about choosing to make a difference and that when you reflect on making a difference
it must be in areas about which one is passionate. A leader’s passion can make a
significant difference in the degree to which she inspires others or provides focus and
motivation for the organisation.

Leadership guru Warren Bennis thinks passion is inherent in effective leadership: “We
are productive when we do what we love to do”. For example, toward the end of his
seventh year as president of the University of Cincinnati, Bennis was giving a talk at the
Harvard School of Education. During question time the dean asked Bennis not if he
“enjoyed”, but whether if he “loved” being president of the University of Cincinnati. Bennis
acknowledged that he didn’t know, but on reflection realized that he did not love the job
of president. For Bennis, this realization was a major turning point in his life, as it made
him realize that his passion lie in teaching and writing. If passion or love of your work or
vocation is missing, then choose another vocation.

C. Wisdom
Wisdom is the ability to draw on one’s knowledge and experience to make well-formed
judgments. It also involves the use of one’s power and personal authority to implement
an effective course of action.

Wisdom underpins major decisions. Former BP CEO John Browne was the first CEO in
the oil industry to openly acknowledge the impact the industry was having on the
environment, and to highlight the ways of reducing green-house gas emissions. Browne
advocated a responsible approach to limiting the energy industry’s impact on the
environment through BP’s “Beyond Petroleum” campaign. This approach could have
impacted on the company’s bottom line, but the wisdom of the decision was that it tapped
into the moral conscience of society at the time.
 ACTIVITY NO. 7 / ASSIGNMENT

Compare Browne to Lee Raymond, his counterpart at Exxon Mobil. Raymond initially was
skeptical about global warming. Consequently, Raymond is said to have become the
“energy executive everyone loves to blame for the industry’s PR problems”. Exxon
became the target of a boycott in Europe, which encouraged Raymond to change his
stance. Recognizing the positive impact Browne’s approach had on BP’s corporate
image, Exxon Mobil subsequently launched its own green ad campaign.

D. Competence
Those actively pursuing a career as a leader need to be competent in order to maintain
the confidence of others. They need to be expert in something to the extent that their
expertise commands the respect of peers and followers. According to the former
Australian Governor-General, Sir Ninian Stephens (1997):

The first and most important ingredient of leadership seems to me to be to possess a

rounded and comprehensive knowledge of the subject matter with which you are dealing
and about which you want others to act in a particular way.

FedEx’s founder and CEO, Fred Smith, exemplifies the power of competence.
Awarded Chief Executive Magazine’s 2004 CEO of the Year prize, Smith was recognised
for his ability to take FedEx from being “just an idea to being a great company”.

Smith says that his vision for creating FedEx was the result of studying a mathematical
discipline called topology. Through this study he realized that if you connected all points
on a network through a central hub, the resulting efficiencies could be huge.

For Smith, competence does matter. When asked what it takes to be a leader who creates
a company and then builds it up to a $25 billion-a-year business, employing 240,000
employees and contractors, Smith advocates “continual learning and education and the
discipline to apply those lessons to your operation.” He also advises others to make the
time and effort to benchmark and learn the lessons of history.

E. Self-discipline
Leaders with self-discipline exercise appropriate personal control over their thoughts and
actions and are able to manage and express emotions in constructive ways. They are
well organised and able to persist in the face of difficulties. Through self-discipline,
leaders engender confidence in their followers that they can be relied upon to make
rational and logical decisions. As a consequence, their capacity to influence others often
increases. Lao Tzu proposed that through mastering ourselves we find true power.
 ACTIVITY NO. 7 / ASSIGNMENT

Author and former CEO of international medical technology company, Medtronics, Bill
George (2004) argues that self-discipline is the attribute that converts values into
consistent action. George describes his successor at Medtronics, CEO Art Collins, as a
highly self-disciplined leader as his ego and emotions don’t get in the way of taking
appropriate action. Collin’s consistency in his disposition, behaviours and decisions lets
employees know where he stands on important issues.

Self-discipline requires the maturity to do what is needed, not always what is desired in
the present moment. Amy Brinkley, Chief Risk Officer, Bank of America, exhibits such
maturity. Brinkley (2003) includes self-discipline as a key component of her personal
equation for success and in order to maintain the right balance between her roles as bank
executive, wife, mother and as a member of her church and community: “I try very hard
to be fully in the zone I am in at the moment. I give everything I have at that moment to
what I am focusing on. I also abide by my own operating principles like staying away from
voice mails and e-mails when I am with my kids and my husband.”

As a means of maintaining a balance between professional and personal roles, self-

discipline is an important component of effective leadership.

F. Benevolence

The third major dimension of leadership character is benevolence, and is associated with
loyalty, selflessness, integrity, and honesty.

G. Loyalty
Leaders who demonstrate organisational loyalty show a deep commitment to building
organisational sustainability. Such leaders have been described as having the resolve to
do whatever it takes to make a company great irrespective how hard the decisions or how
difficult the task.

Take Anne Mulcahy, the CEO of Xerox, as a case in point. Mulcahy has exhibited a deep
loyalty to her organisation. When she was asked by the board to take on the role of CEO,
Xerox was in financial crises, with a $17.1 billion debt and $154 million in cash. In 2000
the stock fell from $63.69 a share to $4.43.

While Mulcahy had an excellent reputation within Xerox, she had no prior CEO
experience. Despite the dire financial position of the company, the board recognized
Mulcahy was straightforward, hard-working, disciplined, and fiercely loyal to the company.
Mulcahy accepted the CEO role based on a sense of duty and loyalty.
 ACTIVITY NO. 7 / ASSIGNMENT

When Xerox’s external financial advisors suggested Mulcahy consider filing for
bankruptcy, the easier way out, she refused to do so. According to Joe Mancini, Xerox’s
Director of Corporate Financial Analysis, the company’s financial advisors didn’t think
Mulcahy had the courage to make the painful but necessary changes to save Xerox. But
Mulcahy indeed did have what it takes.

In her efforts to achieve what can only be described as an extraordinary corporate

turnaround, it is claimed that Mulcahy did not take a single weekend off in two years.
Timothy R. Coleman, a senior managing director at the private equity firm, Blackstone,
said of Mulcahy at the time: “She was leading by example. Everybody at Xerox knew she
was working hard, and that she was working hard for them.”

Organizational loyalty, as a component of character, means commitment to the idea and

ideals of the company as much as it does to the nature of its business.

H. Selflessness
The character attribute of selflessness requires leaders to put others’ interests ahead of
their own.

Ping Fu, a founding member of Raindrop Geomagic, a North Carolina-based innovative

software company, is a leader who demonstrates a capacity for selflessness. Fu took on
the role of CEO in 2001 when the company’s viability was threatened. The company was
running out of money and the venture capital markets were drying up.

Under Fu’s leadership, several cost-cutting initiatives were implemented, which included
laying off almost half the company’s employees. Those who remained took pay cuts. In
her efforts to save the business, Fu loaned the company money in order to pay its
workers. She also declined to take a pay check until the company straightened out its
financial situation.

Raindrop Geomagic board member Peter Fuss acknowledges Fu’s personal sacrifices.
He says she invested considerable time and was tenacious in her efforts to rebuild the
company.

I. Integrity
The word integrity comes from the Latin word ‘integritas’, meaning wholeness, coherence,
rightness, or purity. Integrity has been defined as consistency between word and deed or
“the perceived degree of congruence between the values expressed by words and those
expressed through action.”
 ACTIVITY NO. 7 / ASSIGNMENT

Integrity is the most often cited element of corporate mission statements. In most cases,
integrity refers to honest representation of a company’s values and operating protocols.
Texas Instruments (TI) refers to “representing ourselves and our intentions truthfully” as
evidence of their integrity. General Electric (GE) identifies integrity as a “worldwide
reputation for honest and reliable business conduct.” The Gillette Company highlights
“mutual respect and ethical behavior” as hallmarks of integrity.

Roger Corbett (2004), the CEO and Managing Director of Woolworths, Australia’s largest
supermarket chain, consisting of more than 150,000 employees and 1,500 stores,
believes integrity is the glue that holds his values and the organization’s success together:
“The closer you can get the business towards integrity and the further away from cynicism,
then that really is a good measure of the effectiveness of your business … integrity of
purpose and example, of lifestyle and attitude, are probably the most important cultural
contributions a leader can make to the business.”

J. Honesty
Honesty is absolutely essential to leadership and character. People value working for
leaders they can trust. Lindsay Cane is the Chief Executive Officer of an Australian
national sporting body, Netball Australia. Her views on honesty and integrity testify to their
important role in building leadership character.

Netball Australia receives public funds and is involved with over a million people
nationally. Cane (2004) believes her ability to win the confidence of others is critical to the
success of the organization, and relies on her capacity to be honest and direct:

I think it’s really important I be seen as a very sound, honest person with high
integrity and I need people to want to do business with me. The capacity to build
relationships which relates to trust and listening and respect and empathy, those
are very important things because they absolutely affect sponsorship outcomes,
business financial outcomes, what money we get from the government, from
corporate Australia, what money we might get in the future from our members.

Successful leaders are open and honest with others, but they also understand that
maintaining trust requires them to exercise discretion in how they use and disclose
information. They take care to avoid violating confidences and do not carelessly divulge
potentially harmful information.

Greg Dooley, the Australian General Manager of international financial services and
technology company Computershare, rates honesty as the most important character
attribute of leadership: “If you’re dishonest as a leader then you’ve got no chance. As
soon as you lose trust you may as well give up the ghost.” Dooley differentiates between
 ACTIVITY NO. 7 / ASSIGNMENT

withholding information and deceiving someone. He acknowledges that being open and
honest with people may at times be difficult when you have commercially sensitive
information that you can’t disclose. However, Dooley argues that appropriately
withholding information is critical to Computershare’s business: “Clients need to know that
they can trust us,that we’ll be able to handle that information and deal with it on a needs-
to-know basis.”

A leader’s capacity for honesty can help followers work constructively on solving issues
and problems. American leadership development consultant Joan Lloyd (2001) says: “I
think most employees today are hungry for some good old-fashioned honesty.”
Employees prefer to work for leaders who they trust can be honest with them about the
reality of their circumstances. Lloyd argues that the best leaders are respected, in part,
because they level with people and tell it like it is.
 ACTIVITY NO. 8 / QUIZ – INDIVIDUAL

NAME:

DE LIMOS, HAIMELIEN
VOLUNTAD, MA. CLARICE
DAYAGRO, KIMBERLY
GULLES, JULIENNE MAE
GUTIERREZ, CHRISTIAN AARHONE
ABEJUELA, JESNIL RABINO
BARRIENTOS, ROSSETH JUNE
ALBAN, LEONARD
CAPERIG, ANGEL GRACE

DATE:
March 22, 2021

SUBJECT:
Character Formation with Leadership, Decision Making Management and
Administration CFLM 2

SECTION:
BSCRIM A – 2018
 ACTIVITY NO. 8 / QUIZ – INDIVIDUAL

GUTIERREZ, CHRISTIAN AARHONE M.

1. Give the summary concept of the three underlying dimension of leadership?

A. Universalism – Is the outward expression of leadership character and is made

manifest by respectfulness for others, fairness, cooperativeness, compassion, spiritual
respect, and humility.
Is the only comprehensive model that integrates the fragmented field of leadership
development; that is business relevant; that is supported by metrics, measurement, and
research; and that has been applied with a track record of success.
B. Benovelence – Benevolent to measure the construct of benevolent leadership.
This scale is composed of four dimensions: Ethical Sensitivity, Spiritual Depth, Positive
Engagement, and Community Responsiveness.
Benevolent leadership refers to a behavior that involves long-term concerns for
followers' performance in the workplace and personal well-being in life.
Benevolence refers to leader behaviors that demonstrate individualized, holistic concern
for subordinates' personal and familial well-being.
C. Competence – leadership skills and behaviors that contribute to superior
performance. By using a competency-based approach to leadership, organizations can
better identify and develop their next generation of leaders. ... A focus on leadership
competencies and skill development promotes better leadership.

2. Give atleast 5 characters of future leadership and justify?

Integrity
The importance of integrity should be obvious. Though it may not necessarily be a
metric in employee evaluations, integrity is essential for the individual and the
organization. It’s especially important for top-level executives who are charting the
organization’s course and making countless other significant decisions.
Gratitude
Being thankful can make you a better leader. Gratitude can lead to higher self-esteem,
reduced depression and anxiety, and even better sleep. Few people regularly say
“thank you” at work, even though most people say they’d be willing to work harder for an
appreciative boss. Learn how to give thanks and practice more gratitude in the
workplace.
Ability to Delegate
Delegating is one of the core responsibilities of a leader, but it can be tricky to delegate
effectively. The goal isn’t just to free yourself up — it’s also to enable your direct reports,
facilitate teamwork, provide autonomy, lead to better decision-making, and help your
direct reports grow. In order to delegate well, you also need to build trust with your
team.
Respect
 ACTIVITY NO. 8 / QUIZ – INDIVIDUAL

Treating people with respect on a daily basis is one of the most important things a
leader can do. It will ease tensions and conflict, create trust, and improve effectiveness.
Respect is more than the absence of disrespect, and it can be shown in many different
ways. Explore how you can cultivate a climate of respect at work.
Courage
It can be hard to speak up at work, whether you want to voice a new idea, provide
feedback to a direct report, or flag a concern for someone above you. That’s part of the
reason courage is a key skill for good leaders. Rather than avoiding problems or
allowing conflicts to fester, courage enables leaders to step up and move things in the
right direction. A psychologically safe workplace culture encourages speaking the truth.
 ACTIVITY NO. 8 / QUIZ – INDIVIDUAL

CAPERIG, ANGEL GRACE T.

1. GIVE THE SUMMARY CONCEPT OF THREE UNDERLYING DIMENSION OF

LEADERSHIP.

a. UNIVERSALISM - conventionally refers to the idea that the range of human experience
from basic needs and psychological processes to core values - is intrinsic and therefore
similar across humans and cultures. Its implies that it is possible to apply generalized
norms, values, or concepts to all people and cultures, regardless of the context in which
they are located. These norms may include a focus on human needs, rights, or biological
and psychological processes and are based on the perspective that all people are
essentially equivalent.

b. TRANSFORMATION - is viewed as the essential process of structure building. The

transition from each stage of mental organization involves a dialec conflict leading to
reorganization at a higher level.
- refers to a major change of shift in an individuals thought and/or behavior patterns. For
intance, an individual who suddenly gives up a non-religious lifestyle to become highly
religious can be said to have undergone a spritual transformation.

c. BENEVOLENCE - characterizes the true goodness of the mind and spirit, the unbiased
kindness to do good. It is the expression of agape love.

2. GIVE ATLEAST 5 CHARACTERISTICS OF FUTURE LEADERSHIP AND JUSTIFY.

2.1 INSPIRING OR MOTIVATING TEAM MEMBERS - inspiring a person to do something

is a powerful quality. A leaders primary characteristics is that she is able to instill a sense
of purpose of propel a person or group of peoplr towards achieving that sense of
accomplishment. Nudging people towards a common goal is the purpose of leadership.
That inspiration could be through setting a model behavior or even enabling team
 ACTIVITY NO. 8 / QUIZ – INDIVIDUAL

members to unlock potential. Empowering others to become better at their jobs or even
to turn into a better version of themselves is the job of a good leader.

2.2 POSSESSING A CLARITY OF VISION - being true to your own interests and your
companys interests is the bottom line. As a people leader, it is your job to have clarity on
what the vision for your team is. Individual contributord and employees look up to their
managers to clarity. Having a clear idea of what is expected from them can be enable
employees to understand the companys vision and also grasp the role that they play in
realizing that vision.

2.3 MENTORING PEOPLE - managing people is not to managing processes. Many

times HR and business leaders commit error of promoting a stellar performer into the role
of a manager without assessing her/his people skills. Leadership is also defines as the
ability to emphatize with the other individual and understand how that person might feel
and react in a particular situation. Once a leader is able to emphatize with his/her team
members, he/she would be able to delegate and assign work in a fruitful manner. One a
leader might develop a certain leadership style, however, that style might not work for
every team member. Thats why, an understanding of human nature and feeling the oulse
of the teams morale can go a long way in becoming a successful people manager/leader.

2.4. ADAPTING TO CONSTANT CHANGE - the digital age brings with it new demands
on todays business and people leaders. Anticipating the technology trends and equipping
your team to face these changes has also become a defining quality of a personn in a
leadership role. As the future of work continues to evolve, staying updated onnew
changes and being ready to unlearn, relearn, and upskill oneself as a leader is the
essence of truly future-ready leadership. In order to ensure that the employees are future-
ready, the leaders themselves have to be agile enough to embrace innovative ideas and
implement them. Being able to reinvent the learning whhel for the demands of tomorrow
will determine the future employability of the employees. And this, responsibility lies with
the leaders of today.
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2.5. BUILDING COHESIVE TEAMS - it is not enough to only motivate individual

perfromance to achieve a shared goal. In this era of constant job hopping, the chaos is
on the leaders to ensure that their teams are cohesive- that the members are engaged
and committed towards the shared goal. Most often, organizations define leadership in
terms of the ability of the leader to bring together a diverse group of people and engage
them in a productive manner in order to achieve a business goal. The key to ensure that
your team has diversity. And this diversity does not only apply to gender or generation.
It applies divesity of thought, expertise, experience,perspective towards work and ways
of approaching task. A diverse team enables the leader to tap into individual strengths of
the team members and leverage the skils and expertise of every unique member. It is
precisely why technology companies and research firms that have a diverse poolof
employees tend to be more innovative and also see ess attrition as compared to their
non-diverse counterparts.
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DAYAGRO KIMBERLY E.

1.Give the summary concept of the three underlying dimension of leader ship:
a.Universalism
b.Transformation
c.Benevolence

2. Give atleast 5 character of future leadership.

Answers:
1. a.)Universalism- Means a view that there are principles of justice that requires that
each person, whoever or whenever they are, should be treated fairly and equally. It is
the idea that is universal in application or applicability.

b.)Transformation- simply means the changes and development of one person to

become more capable in the position or in the situation he or she belongs. Being a
leader means transforming your characters that is not only for your self interest but for
the sake also of your subordinates.

c.)Benevolence- associated with loyalty,selflessness, integrity and honesty. It is an

act of kindness or an inclination to be kind. It's the quality of someone who volunteers in
a soup kitchen, tutors children for free, and helps old ladies cross the street. Helping
your grandmother with her groceries is an act of benevolence — as long as she doesn't
pay you a dollar per bag.

2. 1)Respectfulness- Courteous regards for people's feeling. It means that you accept
somebody for who thay are even if they are different from you or you dont agree with
them. It helps someone to feel safe and express themselves openly.

2) Integrity-is the practice of being honest and showing a consistent and

uncompromising adherence to strong moral and ethical principles and values. In ethics,
integrity is regarded as the honesty and truthfulness or accuracy of one's actions.

3)Cooperation- The ability to work as a team has been praised as a strategic

advantage. Unfortunately, many corporations prevent good teamwork through
antiquated organizational structures and protocols.

4) Wisdom- is the ability to draw on one’s knowledge and experience to make well-
formed judgments. It also involves the use of one’s power and personal authority to
implement an effective course of action.

5) Compassion- has deep religious connotations, for it refers to showing concern for
the suffering or welfare of others, and shows mercy to others. In a company sense,
compassion manifests itself when leaders make an effort to understand the needs of
their employees and take steps to address those needs and concerns.
 ACTIVITY NO. 8 / QUIZ – INDIVIDUAL

BARRIENTOS, ROSSETH JUNE E.

1. Give the summary concept the three underlying dimension of leadership:

a. Universalism
b. Transformation
c. Benevolance
2. Give at least five characters of future leadership and justify.

ANSWERS:
1. a) Universalism- Universalism is the philosophical and theological concept
that some ideas have universal application or applicability. A belief in one
fundamental truth is another important tenet in universalism.
b) Transformation- Transformational leadership is a theory of leadership
where a leader works with teams to identify needed
change, creating a vision to guide the change through
inspiration, and executing the change in tandem with committed members of a group; it
is an integral part of the Full Range Leadership Model.
c) Benevolence- A benevolent leader is pragmatic, has generosity of spirit,
and looks at the different futures that can be created
based on an awareness of unlimited possibilities.

2. a) Empathy- Empathy is the capacity to understand or feel what another person

is experiencing from within their frame of reference, that is, the capacity to place
oneself in another's position. Definitions of empathy encompass a broad range
of emotional states.

b) Influence- Social influence comprises the ways in which individuals change

their behavior to meet the demands of a social environment. It takes many
forms and can be seen in conformity, socialization, peer pressure, obedience,
leadership, persuasion, sales, and marketing.

c) Ability to delegate- Being able to delegate is important for every supervisor

or manager. ... Strong delegation skills enable a manager to know which work
to delegate and who to task with the responsibilities to successfully achieve
organizational goals.

d) Communication- Communication is the act of developing meaning among

entities or groups through the use of sufficiently mutually understood signs,
symbols, and semiotic conventions. The main elements inherent to
communication have been described as: The formation of communicative
motivation or reason. Message composition.
 ACTIVITY NO. 8 / QUIZ – INDIVIDUAL

e) Sel-awarness- Self-awareness is the ability to focus on yourself and how

your actions, thoughts, or emotions do or don't align with your internal
standards. If you're highly self-aware, you can objectively evaluate yourself,
manage your emotions, align your behavior with your values, and understand
correctly how others perceive you.
 ACTIVITY NO. 8 / QUIZ – INDIVIDUAL

VOLUNTAD, MA. CLARICE S.

1.Give the summary concept of the three underlying dimension of leader ship:
• Universalism
implies that it is possible to apply generalized norms, values, or concepts
to all people and cultures, regardless of the contexts in which they are located.
These norms may include a focus on human needs, rights, or biological and
psychological processes and are based on the perspective that all people are
essentially equivalent.
• Transformation
process that changes and transforms individuals and the ability to get
people to want to change, to improve, and to be led. Leaders encourage, inspire
and motivate employees to innovate and create change that will help grow and
shape the future success of the company.
• Benevolence
is about being willing to be aware of what one’s actions create for
everyone. Benevolent leader is pragmatic, has generosity of spirit, and looks at
the different futures that can be created based on an awareness of unlimited
possibilities.

2. Give at least 5 character of future leadership.

• Humility
the capacity to keep yourself from putting the self before others and
argued that in doing so, one can become a leader among men.
• Competence
Those actively pursuing a career as a leader need to be competent in
order to maintain the confidence of others.
• Self-discipline
Leaders with self-discipline exercise appropriate personal control over
their thoughts and actions and are able to manage and express emotions in
constructive ways.
• Selflessness
The character attribute of selflessness requires leaders to put others’
interests ahead of their own.
• Honesty
is absolutely essential to leadership and character. People value working
for leaders they can trust.
 ACTIVITY NO. 8 / QUIZ – INDIVIDUAL

DE LIMOS, HAIMELIEN L.

1. Give the summary concept of the three-underlying dimension of leadership:

a. Universalism
b. Transformation
c. Benevolence

2. Give at least five characters of future leadership and justify.

Answer:

1. a) Universalism represents an understanding, appreciation, and tolerance for the

welfare of
people generally, and is a macro perspective approach to work and life. That is,
the character attributes of respectfulness, fairness, cooperativeness, and
compassion that constitute this factor are associated with imperatives that extend
beyond the immediate workplace to embrace the goodwill of society.
b) Transformation is consistent with the concept of transformational leadership as
an activity that inspires others in the achievement of long-term, visionary goals.
Transformation is a situation specific process that relies on the competence and
self-reliance of the incumbent in their delivery of inspired and values-driven
strategic direction for the enterprise.
c) Benevolence, is a micro approach to work, and focuses on concern for the welfare
of others through one's daily interactions. Selflessness, integrity, and
organizational loyalty are some of the character attributes through which
benevolent leadership is enacted.

2. a) They are self-aware and prioritize personal development.

b) They focus on developing others.
c) They encourage strategic thinking, innovation, and action.
d) They are ethical and civic-minded.
e) They practice effective cross-cultural communication.
 ACTIVITY NO. 8 / QUIZ – INDIVIDUAL

GULLES, JULIENNE MAE P.

1. Give the summary concept of the three underlying dimension of leadership:

A. Universalism – Universalism is the philosophical and theological concept that

some ideas have universal application or applicability. A belief in one
fundamental truth is another important tenet in universalism is the outward
expression of leadership character and is made manifest by respectfulness
for others, fairness, cooperativeness, compassion, spiritual respect, and
humility.

B. Transformation – is how leader achieve universal and benevolent outcomes,

and is the second main factors of leadership character. Transformational
leaders with character have courage, passion, wisdom, competency, and self-
discipline in their leadership repertoire. Transformational leadership is when
leader behaviors influence followers and inspire them to perform beyond their
perceived capabilities.

C. Benevolence – a benevolent leader is pragmatic, has generosity of spirit, and

looks at the different futures that can be created based on an awareness of
unlimited possibilities. Leader functions from awareness, not from conclusion
to create a sustainable future for the planet and people and also an
associated with loyalty, selflessness, integrity and honesty.

2. Give at least 5 characters of future leadership and justify.

1. Courage - It can be hard to speak up at work, whether you want to voice a

new idea, provide feedback to a direct report, or flag a concern for someone
above you. That’s part of the reason courage is a key skill for good leaders.
Rather than avoiding problems or allowing conflicts to fester, courage enables
leaders to step up and move things in the right direction. A psychologically
safe workplace culture encourages speaking the truth.
2. Integrity - The importance of integrity should be obvious. Though it may not
necessarily be a metric in employee evaluations, integrity is essential for the
individual and the organization. It’s especially important for top-level
executives who are charting the organization’s course and making countless
other significant decisions. Our research show that integrity may actually be a
potential blind spot for organizations. Make sure your organization reinforces
the importance of integrity to leaders at various levels.
3. Ability to Delegate - Delegating is one of the core responsibilities of a leader,
but it can be tricky to delegate effectively. The goal isn’t just to free yourself
 ACTIVITY NO. 8 / QUIZ – INDIVIDUAL

up — it’s also to enable your direct reports, facilitate teamwork, provide

autonomy, lead to better decision-making, and help your direct reports grow.
In order to delegate well, you also need to build trust with your team.
4. Communication - Effective leadership and effective communication are
intertwined. You need to be able to communicate in a variety of ways, from
transmitting information to coaching your people. And you must be able to
listen to, and communicate with, a wide range of people across roles, social
identities, and more. The quality and effectiveness of communication across
your organization directly affects the success of your business strategy, too.
Learn how better conversations can actually improve your organizational
culture.
5. Self-Awareness - While this is a more inwardly focused skill, self-awareness
is paramount for leadership. The better you understand yourself, the more
effective you can be. Do you know how other people view you, or how you
show up at work? Take the time to learn about the 4 aspects of self-
awareness, and how you can dig into each component.
 ACTIVITY NO. 8 / QUIZ – INDIVIDUAL

LEONARD RHEY ALBAN

1. Give the summary concept of the three underlying dimension of leadership?

A. Universalism – Is the outward expression of leadership character and is made
manifest by respectfulness for others, fairness, cooperativeness, compassion,
spiritual respect, and humility.
Is the only comprehensive model that integrates the fragmented field
of leadership development; that is business relevant; that is supported by
metrics, measurement, and research; and that has been applied with a track
record of success.
B. Benovelence – Benevolent to measure the construct of benevolent
leadership. This scale is composed of four dimensions: Ethical Sensitivity,
Spiritual Depth, Positive Engagement, and Community Responsiveness.
Benevolent leadership refers to a behavior that involves long-term concerns for
followers' performance in the workplace and personal well-being in life.
Benevolence refers to leader behaviors that demonstrate individualized, holistic
concern for subordinates' personal and familial well-being.
C. Competence – leadership skills and behaviors that contribute to superior
performance. By using a competency-based approach to leadership,
organizations can better identify and develop their next generation of leaders. ...
A focus on leadership competencies and skill development promotes
better leadership.

2. Give atleast 5 characters of future leadership and justify?

Integrity
The importance of integrity should be obvious. Though it may not necessarily be a
metric in employee evaluations, integrity is essential for the individual and the
organization. It’s especially important for top-level executives who are charting the
organization’s course and making countless other significant decisions.
Ability to Delegate
Delegating is one of the core responsibilities of a leader, but it can be tricky to
delegate effectively. The goal isn’t just to free yourself up — it’s also to enable your
direct reports, facilitate teamwork, provide autonomy, lead to better decision-
making, and help your direct reports grow. In order to delegate well, you also need
to build trust with your team.
Gratitude
Being thankful can make you a better leader. Gratitude can lead to higher self-
esteem, reduced depression and anxiety, and even better sleep. Few people
regularly say “thank you” at work, even though most people say they’d be willing
to work harder for an appreciative boss. Learn how to give thanks and practice
more gratitude in the workplace.
Courage
It can be hard to speak up at work, whether you want to voice a new idea, provide
feedback to a direct report, or flag a concern for someone above you. That’s part
 ACTIVITY NO. 8 / QUIZ – INDIVIDUAL

of the reason courage is a key skill for good leaders. Rather than avoiding
problems or allowing conflicts to fester, courage enables leaders to step up and
move things in the right direction. A psychologically safe workplace
culture encourages speaking the truth.
Respect
Treating people with respect on a daily basis is one of the most important things a
leader can do. It will ease tensions and conflict, create trust, and improve
effectiveness. Respect is more than the absence of disrespect, and it can be
shown in many different ways. Explore how you can cultivate a climate of respect
at work.
 ACTIVITY NO. 8 / QUIZ – INDIVIDUAL

ABEJUELA, JESNIL R.

Give the summary concept of the three underlying dimension of leadership:

a. Universalism
b. Transformation
c. Benevolence
2. Give at least five characters of future leadership and justify.

Answers:

1. a) Universalism - Universalism is the outward expression of leadership character

and is made manifest by respectfulness for others, fairness, cooperativeness,
compassion, spiritual respect, and humility.

b) Transformation – Transformation in leadership is the way to develop the skills

needed to facilitate and lead. The acceptance to change for the improvement of
many.

c) Benevolence – Being a benevolent leader serve an essential role in the

cooperation of the members. Using the kindness that you exert will result to loyalty
and selflessness of your members.

2. 1) Integrity - The importance of integrity should be obvious. Though it may not

necessarily be a metric in employee evaluations, integrity is essential for the
individual and the organization. It’s especially important for top-level executives
who are charting the organization’s course and making countless other significant
decisions.
2) Self-Awareness - While this is a more inwardly focused skill, self-awareness is
paramount for leadership. The better you understand yourself, the more effective
you can be. Do you know how other people view you, or how you show up at
work? After knowing these you can now assess yourself and improve to become
good leader.
3) Respect - Treating people with respect on a daily basis is one of the most
important things a leader can do. It will ease tensions and conflict, create trust,
and improve effectiveness.
4) Communication - Effective leadership and effective communication are
intertwined. You need to be able to communicate in a variety of ways, from
transmitting information to coaching your people. And you must be able to listen
to, and communicate with, a wide range of people across roles, social identities,
and more.
 ACTIVITY NO. 8 / QUIZ – INDIVIDUAL

5) Humility - A good leader is always selfless and always think about his or her
followers. That is why the leadership styles greatest leaders adopt put lots of
emphasis on problem-solving and team dynamics instead of focusing on self-
promotion