NSTP

• Leadership


  The art of influencing people to get necessary support and cooperation in community affairs to maintain solidarity among people
• Leadership


  The ability to influence others towards desired goals
• Leaders


  • Make decisions
  • Direct community activities
  • Speak for the community both in relation to its internal organization and its outside relationships
• Leadership Styles


  • Authoritarian
  • Consultative/Participative (Democratic)
  • Enabling/Free Reign
• Authoritarian Leadership


  1. Leader makes a decision and announces it

  2. Leader presents a decision but "sells it to the members"

  3. Leader presents a decision and invites questions for clarification
• Consultative/Participative (Democratic) Leadership


  1. Leader presents a tentative decision subject to change

  2. Leader presents a situation, gets input, makes a decision

  3. Leader calls on members to make a decision, but holds the veto power
• Enabling/Free Reign Leadership


  1. Leader defines, limits, and calls on members to make a decision

  2. Leader maintains a facilitating role by allowing members to identify a situation or problem
• Team Well-being Secrets


  • Purpose
  • Role
  • Strategy
  • Processes
  • People
  • Feedback
• Decision-making


  Skills and techniques that underpin most aspects of management
• Decision-making


  The art of good decision-making is complex, encompassing a wide range of personal and interpersonal skills such as fact-finding, logical thinking, analytical ability, sensitivity to others, creativity, and assertiveness
• Types of Decisions Based on How Many People Get Involved

  • The Plop
  • The One-Person Decision
  • The Handclasp
  • The Clique
  • The Minority
  • The Majority Vote
  • The Silent Consensus
  • The Consensus
• The Plop


  The group makes a decision by not making a decision. This means 'not to decide' is to decide. Someone makes a suggestion, but it is dropped like a stone into a pond, and no one pays any attention to it all
• The One-Person Decision


  This is quickly made, but later when the decision-maker depends on free or voluntary support from other to implement it, he/she might find himself/herself carrying it out alone
• The Handclasp


  One person makes a suggestion, another says, "What a marvelous idea", and without further discussion, the matter is decided
• The Clique


  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
• The Minority


  These decisions are not consciously organized as those of the clique, but a few powerful personalities dominate the group, often unconsciously, and then later they wonder why others are apathetic
• The Majority Vote


  In big groups, this is often the most effective way to make a decision. However, one may lose the interest or the loyalty of the minority who voted against a decision, especially if they feel their point of view has not been heard
• The Silent Consensus


  Some groups aim at unanimous decisions. This is good, if genuine, but they are rarely achieved completely on important issues. Unanimous agreement is sometimes assumed, when some members have not felt free to disagree and have kept silent
• The Consensus


  This is an agreement, often involving compromise or the combination of various possibilities after all opinions have been heard. Disagreements and minority viewpoints are discussed fully. It takes time and care to build a climate in which all feel free to express themselves. This method does build unity, cooperation, and commitment
• Leadership


  The process of influencing others to behave in preferred ways to accomplish organizational objectives
• Leader


  An individual who is perceived by group members as having a legitimate position of power or influence in a group
• Leadership


  The process of influencing the group to help it reach its goal. It includes Task dimension (being productive) and Social dimension (interpersonal relationship)
• Leadership is a matter of action, not a position
• Four Factors of Leadership

  • Leader
  • Followers
  • Communication
  • Situation
• Leader


  • You must have an honest understanding of who you are, what you know, and what you can do. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed.
• Followers


  • Different people require different styles of leadership. A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. You must come to know your members' be, know, and do attributes.
• Communication


  • You lead through two-way communication. Much of it is nonverbal. What and how you communicate either builds or harms the relationship between you and your members.
• Situation


  • All situations are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation.
• Leadership


  Vision, inspiration, empowerment, people-oriented, long-term focus, strategic thinking, innovation, relationship building, motivation
• Functions of Leadership


  • Providing Vision
  • Achieving Goals
  • Initiating camaraderie and smooth relationship
• Attributes of Leadership


  • BE professional. Be loyal to the organization, perform selfless service, take personal responsibility.
  • BE a professional who possess good character traits. With honesty, competence, truthfulness, commitment, integrity, courage, imagination.
  • KNOW the four factors of leadership – follower, leader, communication, and situation.
  • KNOW yourself. Human needs, emotions, and how people respond to stress.
  • KNOW your job. Examples: be proficient and be able to train others in their tasks.
  • KNOW your organization. Examples: where to go for help, its climate and culture, who the unofficial leader are.
  • DO implement. Examples: Communicating, coordination, supervising, evaluating.
  • DO provide direction. Examples: Goal setting, problem solving, decision making, planning.
  • DO motivate. Examples: Develop morale and esprit de corps in the organization, train, coach, counsel.
• Leadership Styles


  • Laissez-Faire
  • Autocratic
  • Participative
  • Transactional
  • Transformational
• Traits that a Leader Should Possess

  • Adaptability
  • Considerate
  • Dedicated
  • Dignified Person
  • Faithful
  • Experienced
  • Initiative
  • Has Integrity
  • Fair
  • Kind
  • Knowledgeable
  • Persuasive
  • Resourceful
  • Selfless
  • Tact/Tactful
• Self-Awareness


  Awareness of one's own personality or individuality
• Types of Self-Awareness


  • Public Self Awareness
  • Private Self Awareness
• Public Self Awareness


  State which occurs when people focus on the impressions they make on others
• Private Self Awareness


  Being able to notice and reflect on one's internal state
• Nosce te ipsum is Latin for "Know Thyself"
• Self


  oneself/himself/herself/myself<|>belonging to oneself<|>a person in prime condition<|>entire person as an individual
• Awareness


  having or showing realization, perception or knowledge