BSMLS 23-24 | National Service Training Program 2 | CMLS

 Helen Keller struggled to overcome her

Module :1 Self-Awareness
handicap to become an inspiration to both
the blind and the seeing.
You as You
NOSCE TE IPSUM
is Latin for “Know Thyself”
Let’s begin to know yourself, since the essential formula
for achievement is self-analysis.
1. Know the difference between your biological or
inherited traits and your environmental or
acquired traits.
2. Self-awareness is an awareness of one’s own
personality or individuality.
What Is Self-Awareness? SELF- oneself/himself/herself/myself
 Self-awareness is defined as an awareness of one’s • belonging to oneself
own personality or individuality. The term “self”
often refers to yourself, myself, himself/herself, • a person in prime condition
oneself, and your ownself. • entire person as an individual.
 This refers to a person in a prime condition, as
entire person or individual. Awareness is defined as AWARENESS
having or showing realization, participation,  having or showing realization, perception or
commitment, and knowledge of one’s values knowledge.
development.
 Be your own best friend and believe in yourself,
The following are examples of great individuals who so that you can become the person you want to
dared to dream and dare to be: be.
 Beethoven was totally deaf, yet he created  You are you and you are what you think. You are
musical masterpieces. unique in your own way. Only you can control
your destiny
 Milton was blind, poor, and sick, yet he
wrote Paradise Lost and Paradise Regained.  “You are the one but you can still the one, you
can do everything but can still do something
 Abraham Lincoln failed several times in his
because you can do everything you will not
political career, before he was elected to
refuse the something you can do.”
presidency. He even became one of the
greatest US Presidents. You as a Filipino
 Burt Reynolds washed dishes for a living  Being aware of and remaining constantly on
before he came a well-respected actor. guard against the Filipino tendency towards
negativism, you can eventually propel yourself
into positivism.
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 Use your “lakas at tibay ng loob” (courage and
strength) to move away from the fatalistic
“gulong ng palad” (wheel of fortune) and
“bahala na” (come what may) attitude.
Begin By
Degree of Openness
• Begin by getting involved with your own life.
Makialam ka sa buhay mo! Cooperate, Quadrant 1.
makisama ka, by first initiating a change in • The area of openness refers to behaviors which
yourself. are known to self and known to others. “People
Begin see me the way I see myself.” E.g. name, gender
and affiliation
• Begin without expecting instant miracles. You
have got only one real friend and one worst Quadrant 2.
enemy and that is your self. • The blind area is where we can see things in
Believe in ourselves of which we are unaware of. This is
the “bad breath” area. “People have certain
• Believe in your abilities and work unyieldingly to beliefs about me but they don’t tell me.”
reach your objective.
Quadrant 3
You and your Faith
• Repressed or hidden area. These are things we
* Filipino worship is directed towards God as father- do not reveal to others of that which are
figure who takes care of all- “Bahala na ang Diyos” sensitive, like embarrassing experiences.
signifying that divine providence is responsible for our
destinies. Thus, whenever a problems confront us, we Quadrant 4.
tend to turn against God and blame Him for all the • This is the area of the unknown where neither
misfortunes. the individual nor others are aware of certain
Johari Window behavior that could influence interpersonal
relationships.
Taken from Joseph Luft & Harrington Ingham

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2. Followers
 Different people require different styles of
Module :2 Leading and Leadership leadership. A person who lacks motivation
requires a different approach than one with a
high degree of motivation. You must know your
Leadership
people! The fundamental starting point is
 Leadership is the process of influencing others to having a good understanding of human nature,
behave in preferred ways to accomplish such as needs, emotions, and motivation. You
organizational objectives. must come to know your employees’ be, know,
 Leadership possesses as many definitions as the and do attributes.
term motivation. Is an elusive, yet very real 3. Communication
concept that daily influences every person in every  You lead through two-way communication.
organization in the world. Much of it is nonverbal. What and how you
 Leadership is the relation in which one person (the communicate either builds or harms the
leader) influences others to work together willingly relationship between you and your employees.
on related task to attain goals desired by the leader 4. Situation
and/or group.  All situations are different. What you do in one
 Leadership is the managerial activity that situation will not always work in another. You
maximizes productivity, stimulates creative must use your judgment to decide the best
problem, and promotes morale and satisfaction course of action and the leadership style
(Blake and Mouton) needed for each situation.

Leaders Principles of Leadership

• Good leaders are made not born. If you have the Know yourself and seek self-improvement
desire and willpower, you can become an effective
• In order to know yourself, you have to
leader.
understand your be, know and do attributes.
• To inspire your workers into higher levels of Seeking self-improvement means continually
teamwork, there are certain things you must be, strengthening your attributes. This can be
know and do. accomplished through self-study, formal classes,
reflection, and interacting with others.
• These do not come naturally, but are acquired
through continual work and study. Be technically proficient

• Good leaders are continually working and studying • As a leader, you must know your job and have a
to improve their leadership skills; they are NOT solid familiarity with your employees’ task.
resting on their laurels.
Seek responsibility and take responsibility for your
Four Factors of Leadership actions

1. Leader • Search for ways to guide your organization to

 You must have an honest understanding of who new heights. And when things go wrong, they
you are, what you know, and what you can do. always do sooner or later – do not blame
To be successful you have to convince your others. Analyze the situation, take corrective
followers, not yourself or your superiors, that action, and move on to the next challenge.
you are worthy of being followed.
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Make sound and timely decisions Attributes of Leadership
• use good problem solving, decision making and BE a professional
planning tools.
• Example: Be loyal to the organization, perform
Set the example selfless service, take personal responsibility.
• Be a good role model for your employees. They • BE a professional who possess good character
must not only hear what they are expected to traits. Example: Honesty, competence, candor,
do, but also see. We must become the change commitment, integrity, courage,
we want to see – Mahatma Gandhi straightforwardness, imagination.
Know your people and look out for their well-being KNOW the four factors of leadership
• Know human nature and the importance of • follower, leader, communication, and situation.
sincerely caring for your workers.
KNOW yourself.
Keep your workers informed
• Examples: Human needs, emotions, and how
• know how to communicate with not only them, people respond to stress.
but also seniors and other key people.
KNOW your job.
Develop a sense of responsibility in your workers
• Examples: Be proficient and be able to train
• help to develop good character traits that will others in their tasks.
help them carry out their professional
KNOW your organization.
responsibilities.
• Examples: Where to go for help, its climate and
Ensure
culture, who the unofficial leader are.
• Ensure that tasks are understood, supervised,
DO provide direction
and accomplished
• Examples: Goal setting, problem solving,
• communication is the key to this responsibility.
decision making, planning.
Train
DO implement.
• Train as a team – although many so called
• Examples: Communicating, coordination,
leaders call their organization, department,
supervising, evaluating.
section, etc. a team; they are not really teams…
they are just a group of people doing their jobs. DO motivate.
Use • Examples: Develop morale and esprit de corps in
the organization, train, coach, counsel.
• Use the full capabilities of your organization –
by developing a team spirit, you will be able to The Four Pillars of Leadership
employ your organization, department, section,
 The four pillars of an organization are
etc. to its fullest capabilities.
Leadership, Management, Command and
Control.

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 They are important for every leader and Dignity-quality of being honorable or excellent
manager to understand because they directly
Faith- a belief without evidence; confidence or
drive the organization.
dependence on a person
Leadership
Experience-something undergone
 drives the interpersonal aspects of the
Honesty-trustworthiness
organization, such as moral and team spirit.
Initiative- first move, does not wait to be told
Management
• Integrity- uprightness of character
 deals with the conceptual issues of the
organization, such as planning and organizing. • Justice-impartiality; righteousness
Command • Knowledge- knowledgeable
 guides the organization with well thought-out • Judgment- decision reached
visions that makes it effective.
• Kindness-gentleness of heart, humanness
Control
• Loyalty
 provides structure to the organization in order
• Persuasiveness
to make it more efficient.
• Poise
Functions of Leadership
• Resourcefulness
Villamargo as cited by Coloma & Herrera (2004)
give three function of Leadership, such as; • Tact
1. Providing Vision • Thoughtfulness
2. Achieving Goals • Unselfishness
3. Initiating camaraderie and smooth relationship. LEADERSHIP STYLE
3 TYPES OF LEADERSHIP  Leadership style is the manner and approach of
providing direction, implementing plans, and
• Authoritative type of leadership through fear;
motivating people.
• Persuasive or democratic type of leadership- the
AUTHORITARIAN (AUTOCRATIC)
one that practices the philosophy of
management; and I want both of you to…
• Free-rein type, wherein the leader just allows  This style is used when leaders tell their
his followers to do what they want. employees what they want done and how they
want it accomplished, without getting the
Traits which a leader should have:
advice of their followers.
Adaptability-adjustable to changing situation  Some of the appropriate conditions to use it is
when you have all the information to solve the
Consideration-thoughtful and kind
problem, you are short on time, and your
Dedication- devotion, especially to duty employees are well motivated.

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PARTICIPATIVE (DEMOCRATIC) The Four Framework Approach
Let’s work together to solve this…  In the Four Framework Approach, leaders display
leadership behaviors in one of four types of
 This style involves the leader including one or more
frameworks: structural, human resource, political
employees in the decision making process
or symbolic.
(determining what to do and how to do it).
 This model suggests that leaders can be put into one
 However, the leader maintains the final decision
of these four categories and there are times when
making authority. Using this tyle is not a sign of
one approach is appropriate and times when it
weakness; rather it is a sign of strength that your
would not be. That is, any style can be effective or
employees will respect.
ineffective, depending upon the situation.
 This is normally used when you have part of the
information, and your employees have other parts. Structural Framework
Note that a leader is not expected to know
 In an effective leadership situation, the leader is a
everything
social architect whose leadership style is analysis
 this is why you employ knowledgeable and skillful
and design.
employees. Using this style is of mutual benefit
 While in an effective situation, the leader is a petty
 it allows them to become part of the tea, and allows
tyrant whose leadership style is details.
you to make better decisions.
 Structural leaders focus on structure, strategy,
DELEGATIVE (FREE REIGN) environment, implementation, experimentation,
and adaptation.
You two take care of the problem while I go…
Human Resource Framework
 In this style, the leader allows the employees to
make decisions. However, the leader is still  In an effective leadership situation, the leader is
responsible for the decisions that are made. a catalyst and servant whose leadership style is
 This is used when employees are able to analyze support, advocating, and empowerment.
the situation and determine what needs to be  While in an ineffective leadership situation, the
done and how to do it. leader is a pushover, whose leadership style is
 You cannot do everything! You must set priorities abdication and fraud.
and delegate certain tasks.  Human Resource leaders believe in people and
 This is not a style to use so that you can blame communicate that belief; they are visible and
others when things go wrong, rather this is a style o accessible;
to be used when you fully trust and confident in o they empower,
the people below you. Do not be afraid to use it, o increase participation,
however, use it wisely! o support,
LEADERSHIP MODEL o share information,
o and move decision making down into
 Leadership models help us to understand what the organization.
makes leaders act te way they do.
 The ideal is not to lock your self in to a type of Political Framework
behavior discussed in the model, but to realize  In an effective leadership situation, the leader is an
that every situation calls for a different advocate, whose leadership style is coalition and
approach or behavior to be taken. building.

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 While in an ineffective leadership situation, the  “The servant-leader is servant first… It begins
leader is a hustler, whose leadership style is with the natural feeling that one wants to serve,
manipulation. to serve first. Then conscious choice brings one
 Political leaders clarify what they want and what to aspire to lead. That person is sharply
they can get; different from one who is leader first, perhaps
 they assess the distribution of power and interests; because of the need to assuage an unusual
 they build linkages to other stake holders, use power drive or to acquire material possessions…
persuasion first, and then use negotiation and The leader-first and the servant-first are two
coercion only if necessary. extreme types.
 Between them there are shadings and blends
that are part of the infinite variety of human
Symbolic Framework
nature.” “The difference manifests itself in the
 In an effective leadership situation, the leader is care taken by the servant-first to make sure that
a prophet, whose leadership style is inspiration. other people’s highest priority needs are being
 While in an ineffective leadership situation, the served. The best test, and difficult to administer,
leader is a fanatic or fool, whose leadership is: Do those served grow as persons? Do they,
style is smoke and mirrors. while being served, become healthier, wiser,
 Symbolic leaders view organizations as a stage freer, more autonomous, more likely
or theater to plat certain roles and give themselves to become servants? And, what is
impressions; the effect on the least privileged in society? Will
 these leaders use symbols to capture attention; they benefit or at least not be further
 they try to frame experience by providing deprived?”
plausible interpretations of experiences;  Robert Greenleaf recognized that organizations
 they discover and communicate a vision. as well as individuals could be servant-leaders.
SERVANT LEADERSHIP Indeed, he had great faith that servant-leader
organizations could change the world. In his
 Servant Leadership is both a leadership second major essay, The Institution as Servant,
philosophy and set of leadership practices. Greenleaf articulated what is often called the
 Traditional leadership generally involves the “credo.” There he said:
accumulation and exercise of power by one at
the “top of the pyramid.” By comparison, the This is my thesis: caring for persons, the more able and
servant-leader shares power, puts the needs of the less able serving each other, is the rock upon which
others first and helps people develop and a good society is built. Whereas, until recently, caring
perform as highly as possible. was largely person to person, now most of it is
mediated through institutions – often large, complex,
Robert K. Greenleaf and the modern servant powerful, impersonal; not always competent;
leadership movement sometimes corrupt. If a better society is to be built, one
 While servant leadership is a timeless concept, that is more just and more loving, one that provides
the phrase “servant leadership” was coined greater creative opportunity for its people, then the
by Robert K. Greenleaf in The Servant as Leader, most open course is to raise both the capacity to serve
an essay that he first published in 1970. and the very performance as servant of existing major
In that essay, Greenleaf said: institutions by new regenerative forces operating
within them.”
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Module 3(7) : How to Make Teams Effective
How To Be an Effective Leader

 Give direction, set an example, and share risks

or hardship on an equal footing
Role, Task, Responsibility, Source of Power
 Win respect without courting popularity.
 The role of a leader is to inspire and create  Lead by Example; practice what you preach
followers who are also self-leaders.  Listen with understanding: be willing to discuss
and solve problems; be open to ideas; give tim
 The task of a leader is to bring about
to listen.
constructive and necessary change.
 Support and help; back your people up; be on
 The responsibility of a leader is to bring about their side; remember their problems
the change.  Use team approach; help group reach better
discussions; facilitate cooperation.
 The greatest source of power available to a
 Avoid close supervision; do not overboss; do
leader is the trust that derives from faithfully
not dictate or rule by the book.
serving followers.
 Delegate authority; trust group; rely on their
judgement; permit group discussion; have faith
in the creativity of others.
 Communicate openly and Honestly; Tell your
people what you think; win trust of your people.
 Bring out best in your men; have common touch
with workers.
Four Competencies that Leaders Need To Develop
By: Warren Bennis

 Forming a vision which provides people with a

bridge to the future
 Giving meaning to that vision through
communication.
 Building trust, “the lubrication that makes it
possible for organization to work”.
 Searching for self-knowledge and self -regard.
MAKING TEAMS EFFECTIVE

 Effective teams just do not happen, it takes real

effort of both the team leader and the members
of the team. For most of the students, working
in a team is a new experience. It can be
frustrating, especially in the beginning, as the
student learns how to be effective in the group
setting. The following are some suggestions for
making the team an effective and satisfying
experience.

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Working together to a common goal:  People who don’t carry out assignments on
time?
 Remember that each member of the team has
 What role do you want the instructor to play?
something of value to contribute.
 Each member of the team is an Individual to be ORGANIZING YOU TEAM OPERATIONS
more effective get to know each other’s
 Allow plenty of time for group effort – getting
strengths and weaknesses and special
started with a group is more time consuming
capabilities.
than doing it alone.
 As a Member of a group, you have to be willing to
 Withhold judgment about ideas until all
share the “ownership” of your concepts with
information is available
others of the group
 Be flexible.
 The diversity of the team may be frustrating at
 Let the team leader for each project lead
first, but it one of the greatest strength of working
 Be specific and fair about assignments—try to
in a group.
use individual strengths and backgrounds
 Be respectful of each member’s feelings, thoughts
 Be specific about deadlines for planning ,
and ideas.
operations and report preparation—consider a
 Be willing to compromise
written schedule
 Don’t just complain about problems; see what can
be done about them. Discuss as a group about how
to solve the problems that may arise. If all else
fails, seek an attributor before the problem gets
out of hand and interferes with your final grade.
 Remember that a team can become a “family”
working together for the common good.
RULES FOR OPERATION OF THE TEAM

 Be problems arise, develop a set of rules to live by.

It will be helpful to decide this as a group during
the first laboratory and to put it in writing. Some
questions to answer include -- How will you
handle:
– Members not being on time?
– People who don't show up?
– Conflict - without hurting feelings?
– Bossy people?

RULES FOR OPERATION OF THE TEAM

 Shy people?
 People talk too much?
 People whom never talk?

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• ROLE
Module 3.2 : Youth Leadership Training and • STRATEGY
Organization
• PROCESSES
LEADERSHIP • PEOPLE

 Art of influencing people to get necessary support • FEEDBACK

and cooperation in community affairs to maintain
Decision-Making
solidarity among people.
 It is the ability to influence others towards desired  Decision-making skills and techniques underpin
goals. most aspects of management.
 Leaders are needed to make decisions, to direct  The art of good decision-making is complex,
community activities, and speak for the community encompassing a wide range of personal and
both in relation to its internal organization and its interpersonal skills such as fact-finding, logical
outside relationships. thinking, analytical ability, sensitivity to others,
creativity, and assertiveness.
3 LEADERSHIP STYLES
Types of decisions made based on how many people
Authoritarian Leadership
get involved in the process of decision-making:
 A leader makes a decision and announces it.
1. THE PLOP
 A leader presents a decision but “sells it
 to the members” 2. THE ONE-PERSON DECISION
 A leader presents a decision and invites
3. THE HANDCLASP
questions for clarification.
4. THE CLIQUE
Consultative/ Participative (Democratic)
Leadership 5. THE MINORITY

 A leader presents a tentative decision subject to 6. THE MAJORITY VOTE

change.
7. THE SILENT CONSENSUS
 A leader presents a situation, gets input, makes
a decision. 8. THE CONSENSUS
 A leader calls on members to make a decision, 1. The Plop
but holds the veto power.  The group makes a decision by not making a
Enabling / Free Reign decision. This means ‘not to decide’ is to
Leadership decide. Someone makes a suggestion, but it
is dropped like a stone into a pond, and no
• A leader defines, limits, and calls on members one pays any attention to it all.
to make a decision. 2. The One-Person Decision
• A leader maintains a facilitating role by allowing  This is quickly made, but later when the
members to identify a situation or problem. decision-maker depends on free or
voluntary support from other to implement
7 TEAM WELL-BEING SECRETS it, he/she might find himself/herself carrying
• PURPOSE it out alone.

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3. The Handclasp
 One person makes a suggestion, another Module 3 : NSTP Community Immersion as
says, “What a marvelous idea”, and without Foundation of National Development
further discussion, the matter is decided.
4. The Clique
New Context in Philippine Society Today
 This decision is made by a small group who
plans beforehand to get their way. Because
they are better organized than those who
disagree, they are often successful on the
immediate issue, but they bring a spirit of
rivalry rather than cooperation into the
group.
5. The Minority
 These decisions are not consciously
organized as those of the clique, but a few
powerful personalities dominate the group, “Kung Walang Corrupt, Walang Mahirap”
often unconsciously, and then later they “Ako ang Simula”
wonder why others are apathetic.
6. The Majority Vote Function of the Philippine Constitution In the
Implementation of NSTP
 In big groups, this is often the most effective
way to make a decision. However, one may Article 2 Section 13
lose the interest or the loyalty of the
minority who voted against a decision, • which state that, “ The state recognize the vital
especially if they feel their point of view has role of the youth in nation building and shall
not been heard. promote and protect their physical, moral,
7. The Silent Consensus spiritual, intellectual and social well being. It
shall inculcate in the youth patriotism and
 Some groups aim at unanimous decisions.
nationalism, and encourage their involvement in
This is good, if genuine, but they are rarely
public and civic affairs.”
achieved completely on important issues.
Unanimous agreement is sometimes • The manifest function that is the significant role
assumed, when some members have not of the youth sector has to play in building nation
felt free to disagree and have kept silent. is recognized.
8. The Consensus
• The GOAL of the NSTP community immersion is
This is an agreement, often involving compromise to help people in the community find the
or the combination of various possibilities after all methods to organized self-help programs and
opinions have been heard. Disagreements and furnish them applicable techniques for
minority viewpoints are discussed fully. It takes time cooperative action to improve local
and care to build a climate in which all feel free to environment.
express themselves. This method does build unity,
• Students are provide with opportunities to
cooperation, and commitment.
develop skills and to contribute in meaningful
ways.

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• Community service projects also can increase
local leaders’ appreciation of youth’s
contribution to community affairs.
• Another benefit of such projects is that school
may benefit from increase public support.
Building the community-school partnership
through involvement in community service
programs can enhance school image.
Youth in Basic Issues of Community Development
• The penultimate end of community service
learning programs is to create an environment
of learning-by-doing and to begin the process of
helping youth assume roles of social
responsibility.
• Well designed community service programs are
reported to increase teamwork among teachers
and students.
• Most community service programs enhance
students’ Self-concept and self-image
• Community development involves a process of
increasing the capacity of local citizens to solve
local problems.

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