NSTP2_PF

• Leadership


  One of the highly regarded qualities of an individual to be successful in life
• Leadership


  The art of influencing people so that they will strive willingly and enthusiastically, with zeal and confidence, toward the achievement of group goals
• Functions of a Leader

  • Planning
  • Organizing
  • Leading
  • Controlling
• Planning


  Strategic planning is essential for every organization to move forward. A leader must be well-suited for looking at long-term goals and knowing how to get there. They must also be capable of ensuring that the vision isn't lost in secondary views and tangents.
• Organizing


  Once the plan is made, a leader must be able to organize the group so that the plan can be executed. It is about delegating tasks, establishing procedures and developing performance metrics. A leader must also get feedback from the team, as to what has worked and what might impede achieving the new outline plans and goals. By using the existing resources, processes can also be established to work in the trenches, and that they will move forward to the bigger goal.
• Leading


  Leading is not just how one can get the job done; instead, it is how one gets his team to understand each respective component accomplished moving closer to the end-goals. It is possible to use any leadership style for day-to-day operations, but team morale must be critically considered in choosing these styles. Leaders must think about how to motivate the team best to achieve the goal.
• Controlling


  Controlling doesn't mean micromanaging. Controlling in leadership is making sure that there are means to define success. Leaders must be very good at determining if the plan is succeeding. If a problem or gap is found, corrective action must be taken to adjust or fix the problem, or the strategy might fail.
• Types of Leadership


  • Persuasive
  • Authoritarian
  • Laissez Faire
• Persuasive leadership


  Takes into consideration the physical, mental and human capabilities and limitations of the individual members of a group. A persuasive leader does things by example and gets results through the willing and cheerful cooperation of the men under him.
• Authoritarian leadership


  Relies on the exclusive and forceful use of rank or authority alone. This type of leader rarely considers human frailties and limitations and generates animosities and the inward hostility of the men under him.
• Laissez Faire leadership


  May be the least effective in terms of results. A leader of this type is usually or generally associated with the bahala na or are achieved through the exercise of group leadership and not through a particular individual who is presumed to be the leader of a group.
• Principles of Leadership


  • Take responsibility for your actions
  • Know yourself and seek self-improvement
  • Set the example
  • Seek responsibility and develop a sense of responsibility among your subordinates
  • Ensure that the job is understood, supervised, and accomplished
  • Know your men and look for their welfare
  • Keep your men informed
  • Employ your command in accordance with its capabilities
  • Train your men as a team
  • Make a sound and timely decision
  • Know your job
• Virtues as Foundations of Leadership

  • Prudence
  • Justice
  • Fortitude
  • Temperance
  • Industry
  • Loyalty
  • Responsibility
  • Cheerfulness
  • Generosity
  • Magnanimity
• Traits of a Good Leader

  • Integrity
  • Knowledge
  • Courage
  • Decisiveness
  • Initiative
  • Dependability
  • Tact
  • Justice
  • Enthusiasm
  • Bearing
  • Endurance
  • Unselfishness
• Nothing gains confidence and respect more quickly than demonstrated knowledge - both of your job and of your men. The man who knows his job builds confidence in himself as well as in others.
• Decisiveness is the ability to reach sound decisions promptly and to announce them forcefully and clearly which, is the hallmark of a good leader.
• Seeing what has to be done and doing it even in the absence of orders is what is called initiative.
• A dependable leader is one who can be relied upon to carry out actively, intelligently and willingly the intent of his commander to the best of his ability.
• Tact is the ability to understand human nature and consideration for the feeling to deal with men without causing friction or taking offense.
• Reduced to its simplest definition, justice implies the giving of appropriate rewards and the meeting out of penalties for wrongs done.
• Enthusiasm is the display of real interest in one's job and the determination to do it exceptionally well.
• Endurance is a tribute that enables a leader to withstand pain, fatigue, duress, and hardship without complaining.
• An unselfish leader is one who does not take advantage of the situation just to promote or enhance his personal pleasures, gain, or safety at the expense of his unit.
• Virtues as Foundations of Leadership


  • Prudence
  • Justice
  • Fortitude
  • Temperance
  • Industry
  • Loyalty
  • Responsibility
  • Cheerfulness
  • Generosity
  • Magnanimity
• Prudence


  The habit which enables man to direct his actions to human life's goals of knowing the right thing to do and applying it
• Justice


  The habit of giving each one his due with constant and perpetual will gives stability which man needs to work without fear and anxiety in the search for happiness
• Fortitude


  The habit of overcoming the difficulties and pressures of life in the pursuit of good
• Temperance


  The habit of bringing the desires and the natural inclination of man under the control of right reason
• Industry


  The habit of working hard and working under pressure
• Loyalty


  The habit of remaining true to your friends and to your principles and goals
• Responsibility


  The habit of being accountable for one's actions, duties, obligations, readiness to answer to the consequences of our actions
• Cheerfulness


  The habit of being optimistic, positive, always seeing the bright side of things
• Generosity


  The habit of sharing the good that one has with other people, thinking first of the people around him and looking for ways he can help and serve them
• Magnanimity


  The habit of having high ideals and ambitions of doing good; being concerned with doing great deeds of service to others by devoting his life to serve his country or to help people
• Principles of leadership


  • Take responsibility for your actions
  • Know yourself and seek self-improvement
  • Set the example
  • Seek responsibility and develop a sense of responsibility among your subordinates
  • Ensure that the job is understood, supervised, and accomplished
  • Know your men and look for their welfare
  • Keep your men informed
  • Employ your command in accordance with its capabilities
  • Train your men as a team
  • Make a sound and timely decision
  • Know your job
• Take responsibility for your actions


  A leader must be responsible for both his actions and those of his subordinates
• Accepting responsibility


  • It is better to accept the blame rather than pass the buck
  • Understand just where your responsibility begins and where it ends
  • Look for opportunities to help you do your task
• Know yourself and seek self-improvement


  Apply your knowledge of human behavior in an honest self-analysis to improve your attitude and enhance your understanding of others
• Set the example


  Be a model and exemplary leader. Men learn most effectively from what they see in their leader
• Seek responsibility and develop a sense of responsibility among your subordinates


  A true leader does not shirk responsibility; instead, he seeks it. Likewise, he holds his subordinates responsible for results and not for methods and procedures