MAKILALA INSTITUTE OF SCIENCE AND TECHNOLOGY

COLLEGE OF CRIMINAL JUSTICE EDUCATION

BACHELOR OF SCIENCE IN CRIMINOLOGY

CRIMINOLOGY DEPARTMENT
CHARACTER FORMATION 2
Course number: CFLM 2 Instructor: REY P. TAPIA, RCrim
Course Title :Character Formation 2
Credits :3 units Email address:reyptapia4321@gmail.com
Module no. :3 and 4
Duration :4 weeks

I. LEARNING OUTCOMES
At the end of this lesson, you should be able to;
I. To know the definition evaluation
II. Discuss the difference between the training and coaching.
III. Know the 6 points of leadership power, leadership traits, and the impact of
ethical leadership
IV. Define and explain and the importance of management
V. Explain the other definition and scope of management.
VI. identify the managerial functions, qualities of a manager and its interrelated
roles
II. Topics
 Training vs coaching
 Six points of leadership power
 Leadership traits
 Leadership style
 Impact of ethical leadership
 The importance of management
 Management and the scope other scope of management
 Managerial functions
 Qualities of a manager and its interrelated roles

III. REFERENCE
Caballero, Nicolas S. & Barican,Liza Joy B. (2021).Character formation 2
Leadership, Decision Making, Management, and Administrator.Wiseman's Books
Trading.

IV. COURSE CONTENT

DEFINATION OF EVALUATION
-It is defined as evaluating the value, quality or significance of people, ideas or
things. Involves looking at ways people accomplish a task. Is means receiving feedback
on how well everything is being done. People requires feedback to be able to judge their
performance.
TRAING VS COACHING
Training-a structured lesson designed to give people the knowledge and skills to
perform a task.
Coaching-is a process designed to help employee develop more expertise and resolve
obstacles to improved job performance.
WHAT IS POWER?
-it refers to the ability of a person to control another actions such as he/she
behaves according to his/or wishes.
6 POINTS OF LEADERSHIP POWER
1. Coercive power
- Power that is based on fear. A person with coercive power can make things hard for
humans. These are the people you wish to avoid being angry with. Employees who
work under a coercive boss are unlikely to commit themselves and are more likely to
resist the manager.
2. Reward power
- Compliance achieved on the basis of the ability to distribute rewards that others find important.
Might give people special benefits or incentives. Trading favors with him or her might seem
beneficial

3. Legitimate power
- The power a person receives in an organization's formal hierarchy as a consequence of his or
her role. The person has the right to expect you to comply with valid demands, given his or
her status and your job responsibilities.

4. Expert power
- Influence based on special skills or knowledge. Experience and knowledge give the person
respect. Expert influence is the most firmly and regularly connected to the productive output
of subordinates.

5. Referent power
- Influence based on individual or desirable possession of wealth or personal traits. Sometimes
this is seen as beauty, elegance, or appreciation. You like the individual and you want to do
things for him or her.

6. Informational power
- Providing information to others leads to thinking or acting in a new way.

LEADERSHP TRAITS
-Leadership traits are personal qualities exhibited by exemplary leaders. They are the
kind of temperament, direction, and influence leaders need to foster cohesion among
their teams and guide their organization to success.
1. Honesty and integrity
a. -Honesty and integrity are two key ingredients that make for a good leader. How
can you expect honesty from your followers when you yourself lack these
qualities? Leaders flourish when they hold to their core values and beliefs and this
won't be possible without ethics.

2. Confidence
a. -You should be comfortable enough to be an effective leader and ensure people
obey your orders. If your own decisions and values are uncertain, otherwise your
subordinates will never obey you. You must be oozing with confidence as a
leader, display some assertiveness in order to gain the respect of your
subordinates. This doesn't mean you should be overconfident, but at least you
should show the degree of Confidence needed. Make sure your followers trust you
as a leader.

3. Inspire others
a. -Probably the hardest thing a leader has to do is persuade others to comply. It can
only be so if by setting a good example you inspire your followers. They look up to
you when the going gets tough, and see how you react to the situation. They'll
follow you when you handle it well. As a leader, you should think positively and
your actions will make this positive approach clear. When you succeed in
empowering your subordinates, you can easily resolve every obstacle now and in
the future.

4. Commitment and passion

-The team looks up to you and you'll have to be enthusiastic about that too if you
want them to give their all. If your team sees you're getting your hands dirty, they’ll
give their best too. It will also help you gain your subordinate's confidence and
instill new energy in your team members, which will make them perform better.
 When they believe you are not fully committed or lack motivation, then inspiring
your followers to achieve the goal would be an uphill task for you as a leader.

5. Good communicator
-As a leader you have to communicate your vision clearly to your team and tell
them the plan for achieving the goal, it will be very difficult for you to get the results
you want if you don't. You can never be a good leader because you can't
effectively express your message to your team Words have the potential to get
people motivated and make them do the unthinkable. If you are making effective
use of them, you can also achieve better results.

6. Accountability
-Make sure each of the subordinates is responsible for what they do. Give them a
pat on the back if they do well but when they fail make them realize their mistakes
and work together to improve. Holding them to account for their actions will create
a sense of duty among your subordinates and they will be more serious about the
organization.

7. Decision making capabilities

-A leader should have the ability to take the right decision at the right time, in
addition to having a futuristic visi1on. Leaders take actions that have a profound
impact on the people. A leader should think long and hard before taking a decision
but stand by it once the decision is made. Although most leaders make their own
decisions, it is highly recommended that you consult key stakeholders before you
make a decision. After all, they will benefit from your decisions or suffer from them.

8. Delegation and empowerment

-You just can't do it all, right. Focusing on key responsibilities is vital to a
leader while leaving the rest to others. Empower and delegate the duties
to your followers. When you try to micromanage your subordinates, a lack
of trust will grow, and, more importantly, you won't be able to focus on
important things, as you should. Delegate the subordinate's duties and
see how they do. Provide them with all the resources and support they
need to attain the target and give them an opportunity to bear
responsibility.

9. Creativity and innovation

-In order to get ahead to today's fast-paced environment, a leader must be
creative and innovative at the same time. That helps you and your team
stand out from the crowd, is creative thinking, and unique relentless
creativity. Think about coming up with unique ideas out of the box and
transforming those ideas and goals into reality
 10. Empathy
-As Leaders, empathy with your followers will grow. Don't adopt a dictatorial style,
and utterly lack empathy. You’ll fail to connect more directly with your followers. Knowing
the followers' issues, and experiencing their pain, is the first step towards becoming
effective leaders. Even that is not enough until you work hard and provide the appropriate
solution for your followers.

LEADERSHIP STYLES
1. Transactional leadership
-a strongly disciplinary and often called as leadership style of telling. The leader
gives instructions to the members of his team and uses various incentives and
punishments to either appreciate or punish what they do in response.

2. Transformational leadership
-by empowering their workers to change, leaders are trying to enhance or
transform the individual or group in to which they lead.

3. Servant leadership
-They make other people’s needs a priority over their own.

4. Democratic leadership
-participatory leadership prioritized working together and actively engaging their
colleagues in the decision making process.

5. Autocratic leadership
-see themselves as having absolute power and making decisions on their
subordinate’s behalf. They decides not just what needs to be done but on how to
accomplish certain task too.

6. Bureaucratic leadership
-a power comes from formal positions or title rather than from the unique
characteristic they hold.
7. Laissez-faire leadership
-this a French word that translate “to leave it be”, which sums up this hands off
relationship approach accurately. Leaders let their members make decision,
solve problems, and get their work done.

8. Charismatic leadership
-leaders have charismatic personalities, and a great deal of determination to
achieve their goals
HOW TO BECOME ETHICAL LEADER?
 -Define and align your values
Consider the morals you were raised with:
 “Treat others how you want to be treated”
 “Always say "thank you,”
 “Help those who are struggling,” etc.
-But as you evolve, and as society progresses, traditions alter, often causing changing
values. Ask yourself what matters to you as a person, and then align that with your
leadership goals. It not only reflects your honesty in describing your beliefs, it also inspires
colleagues to do the same, building a shared vision for all staff.
a. Champion the importance of ethics
-An ethical leader's job is to focus on the overall significance of ethics, including ethical
standards and other ethical issues, and how those factors influence society. As an
ethical leader, educating peers about ethics is crucial, particularly in cases where they
face an ethical issue at work.
b. Hire people with similar values
-Although your views need not be identical to those of your workers, you should be able
to establish common ground with them. This often starts with the hiring process and is
sustained through a declaration of vision.

c. Promote open communication

-Each subordinate is different although they share similarities. Be open with every
decision you make, and seek input from your team. It makes you become a better
leader and helps you feel more comfortable in expressing your thoughts or concerns
with your subordinates. Collecting input from your team will help you improve as a
leader and will push the organization forward.

d. Beware of bias
-As people, many of us have antiquated or mistaken convictions, subconscious or
otherwise. Every leader wants to admit to their shortcomings but failure to practice self-
awareness will lead to detrimental effects. Everyone has prejudice, but you haven't
been called on for the longest time, because you've never really been tested. Leaders
need to look at themselves and be honest in fact having prejudices that can impinge on
the feeling of ease at work of another person. For you to build and maintain better
relationships with your subordinates, be an open-minded leader.

e. Lead by example
-Leading by example is a noble attribute of a leader. The best way to ensure an ethical
organization is to lead by example. It is important to remember as an ethical leader, that
actions always speak louder than words. People are more likely to judge others, rather
than what they say, based on how they behave. Ethical leaders may begin to earn the
respect of their peers by practicing and demonstrating the use of ethical, truthful, and
unselfish conduct to subordinates.
 f. Find your role models
-In history, there are many leaders, doing a little study of strong, powerful leaders and
trying to identify what they are doing well. Then incorporate it into their own style of
leadership.
g. Care yourself so you are able to care others
As the saying goes, "You can't pour from an empty cup." The cornerstone for strong
leadership is to have a calm and competent disposition. This can be done by ensuring
that you, as a person, are focused on fulfilling your own needs such as sleep, nutrition,
and a true relationship with loved ones. It may seem easy to devote time to self-care,
but ultimately it's crucial to improving your leadership abilities. The leader who is happy
and satisfied with life seeks peace and fulfillment for those they lead.

IMPACT OF ETHICAL LEADERSHIP

Ethical leaders will help to build a healthy atmosphere through constructive partnerships
at three levels: the individual, the team, and the organization at large. Nurturing connections at
each of these levels will result in the following outcomes and benefits.
1. The wellbeing of individual
A strong ethical leader has an important responsibility for maintaining a positive
working environment. Ethical leaders leading by example should persuade others to do
likewise. People are generally influenced by the things occurring around them. Good
contact between colleagues can help to influence efficiency and attitude in the
workplace.
2. The energy of a team
Ethical leadership can also include behavior control and co-operation within a
team. In the workplace, morale usually is stronger when people get along with each
other. When colleagues work as a team, this can help build relationships in the
workplace and improve the group's overall performance. Strong leaders usually lead by
example.
3. The health of an organization
The value of maintaining a positive mindset. in the workplace has much to do
with improving the organization's overall health. When people are able to show respect
for each other and value the views of others, this can help to create a productive work
climate. There can be an ethical organization when people's groups work together in an
atmosphere of mutual respect, where they can develop individually, build friendship and
contribute to the overall objective.

THE 4-V MODES OF ETHICAL LEADERSHIP

The 4-V model aims to reconcile internal beliefs and values for the common good with external
behaviors and actions.
1. values
 2. vision
3. voice
4. virtue
These characteristics help to build a strong ethical leader. In the end, an ethical
leader's main goal is to create a world in which the future is positive, inclusive and
allows all individuals to pursue and fulfill their needs and fulfill their maximum potential.

REASONS WHY VALUES MATTER TO LEADERS

a. values guide your decisions
b. values strengthens your ability to influence
c. values create clarity
d. values guide your action
WHAT IS MANAGEMENT?
-A set of principles relating to the roles of planning, coordinating, directing and
regulating and implementation of those principles in the efficient use of physical
financial, human and information capital to achieve organizational objectives.
Task management-is a practice of recording personnel’s day to day accomplishments
in an order which they are done.

IMPORTANCE OF ACTIVITY MANAGEMENT

a) It gives the both employer and employees, information on the performance of
personnel involved.
b) It helps to organize and emphasize the importance or relevance of the task at
hand.
c) It also help to avoid miscommunications and mistakes of task repetition in the
Workplace.

MANAGEMENT
As a discipline- it includes learning the procedures and values required to perform
official administrative duties, as well as demonstrating the code of conduct that
managers must obey when performing their duties.
As an art-art is a structured body of knowledge that requires imagination and expertise,
both share similar characteristics.an artist often needs constant practice in order to
become faultiness achieve a degree of perfection that is considered acceptable.
As a group-administrative functions are not performed alone.
As a science-everything used to classify a field of science is involved. It establishes the
relation of a cause. Science for example, establishes the relation of a cause and effect
between variables. The scientific concept are thus formulated using the standard
scientific methods that involved testing. And the method involves testing and checking
via series of test.
As profession-a profession is called a career in which one acquires knowledge and
undergoes series f training to fit perfectly into that role. a career has a limited to entry
which is also true in management. Although anyone can assume a managerial role in a
corporation and there is no law prohibiting that, many companies now prefer for such
positions individuals with master’s degree.
DEFINATION OF MANAGER
-a person in the organization who directs the activities of others. They perform
their work at different levels and they are called by different names.
1. the firstline managers-they are usually called supervisors or in
manufacturing , they may called foremen.
2. the middle level managers-these comprised all management levels
between the organizations supervisory level and top level. Such
managers, heads of plants, and managers of projects.
3. the top managers-they are the ones responsible for making
organizational decisions and setting policies and strategies which affect all
aspects of the organization. Such individuals maybe named vice
president, managing director, chief executive officer or board chairman
and etc.
MANAGERIAL FUNCTIONS
1. Planning-set goals and to develop strategies for organizing activities.
2. Organizing-it assist in deciding the task to be performed, how to do them, how to
organize the task, and where to make decisions
3. Staffing-this is important in employing different types of people and performing
different activities such as training, growth, evaluation, and compensation,
welfare.
4. Directing-this requires that subordinates be given instructions and motivated to
achieve their goals.
5. Controlling-this is monitoring practices to ensure that the workers perform the
task as scheduled and to correct any major deviations.
3 ESSENTIAL SKILLS AND COMPETENCIES OF A MANAGER
1. Technical skills-managers must be able to work with resources, equipment,
strategies, procedures or technical skills.
 2. Human skills-managers must have ability to work well with other people both
individually and in group.
3. Conceptual skills-managers need to be able to integrate and organize the
different activities. Managers must be able to think of abstract ideas and to
contextualize them.
QUALITIES OF A MANAGER
a. Educational competent
-Have adequate and outstanding preparation. The education not only
widens the intellectual scope or executives but also helps to understand and
interpret thing properly.
b. Intellectual quality
-have a higher level of intelligence relative to others, because they have
more roles in the organization than other men.
c. Leadership ability
-able to direct and motivate people working within the business
d. Training
-this skill consist of technical skills, human and biological abilities.
e. Technical knowledge and skills
-should have technical knowledge of the organizations job and other task.
f. Mental maturity
-supposed to be polite, good listener, and quick to respond to any
situations.
g. Positive attitude
-should be sensitive and optimistic to different suggestions and make
rational choices.
h. Self confidence
-should have faith on himself.
i. Foresight
-has to make decisions not just for present but also for the future.
DIFFERENT HIGHLY INTERRELATED ROLES OF THE MANAGERS
1. Interpersonal roles
a) Receive visitors from outside, or preside other employees social
functions.
b) Sign as organization manager on some legal documents.
c) Function as a chief when he is needed to carry out subordinate
activity.
d) Not only inspire the workforce, but also to recruit, fire, and discipline
employees.
e) Pay outside organization for the collection of information relating to
companies.
 2. Informational roles
a) To collect information outside of one’s own organization and
institution.
b) Performs the disseminators position as they deliver information to the
organizations subordinates
c) Act as a spokesperson when he represents outsiders to the
organization.

3. Decisional roles
a) He initiates and supervises new projects to improve the performance of
the organization.
b) As a conflict controller, administrators take corrective action to fix
previously unknown issues.
c) Act as resource allocation when allocating and controlling human,
physical, and monetary resource allocation.
WHAT IS VISSION STATEMENT?
-their vision is their dream, it is what your company considers to be ideal
conditions for your community, and that is how things would look if you absolutely,
beautifully addressed the issue that is important to you.
CHARACTERISTIC OF VISSION STATEMENT
It should be;
a) Understood and share by members of the organization.
b) Broad enough to include a diverse variety of local perspective.
c) Inspiring and uplifting to everyone involved in a groups effort.
d) Easy to communicate and generally short enough.

WHAT IS MISSION STATEMENT?

-The next step in action planning process in in practical terms to the dream of the
ground organization.it explains what the organization will do, why it will do and done.
GENERAL GUIDELINES IN CREATING MISSION STATEMENTS
a) Concise-in one sentence also usually get their point across.
b) Outcome oriented-describe the basic result to which the organization operating.
c) Inclusive-a good mission statement are not restrictive the community’s policies
or industries that may get involved in the project.
ADVANTAGE OF HAVING A CLEAR VISSION STATEMENT
a) Bringing people to work together
b) To offer hope for a better future
 c) Empowering members of the group to achieve their goals.
d) Turn your broad sight vision into more practical, and action oriented language.
e) Describe your priorities clearly and concisely to the stakeholders.
f) Improving the image of your organization as being skilled and knowledgeable.
HOW TO CREATE VISSION AND MISSION STATEMENT
a) Learn what is important to people in your organization and the community.
b) Decide what to ask.
c) Decide on the general focus of your organization.
WHAT IS BEHAVIORAL MANAGEMENT?
-Is a behavioral intervention approach that is oriented towards keeping order.
This is a class of therapeutic strategies for altering behavior by modifying one or more
aspects of the environment of the person.
BEHAVIOR MANAGEMENT TECHNIQUES
1. Antecedent strategies-which are used in an attempt to discourage or provoke a
behavior before a behavior occurs.
2. Consequent strategies-which are used when a behavior happens in an attempt to
discourage a behavior from continuing and repeating and reinforce the behavior.
MANAGEMENT BY EXAMPLE
-they find it best their workers how they want to behave and how they prefer their
daily task to be done.
Effective strategies of managing by example
1. Avoid criticizing
2. Give honest praise
3. Develop real relationship
4. Get in the action
5. Humility is the key
Points that highlight the role of management
1. Development of employees
2. Motivation
3. Underlie managerial behavior
4. Helps in bringing change
5. Determine attitudes
6. Promote leadership
7. Being creativity
8. Involve in managerial goals
9. Managing in borderless
10. Guide the profession and character
11. Personality development
12. Work ethics