PART 1

By: Aishath Eaman

(Model)
 SESSION OBJECTIVES
AT THE END OF THE SESSION 75 % OF THE PARTICIPANTS
ARE EXPECTED TO:
A. EXPLAIN THE SELECTED BASIC CONCEPTS OF LEADERSHIP,
SUCH AS; A LEADER, LEADERSHIP TRAITS AND SKILLS
B. APPRECIATE THE COMMON TRAITS, SKILLS AS FACTORS IN
SUCCESSFUL STUDENTS’ LEADERSHIP ENGAGEMENTS
C. DEVELOP UNDERSTANDING ON EFFECTIVE
LEADERSHIP TECHNIQUES AND STRATEGIES
D. ANSWER SPECIFIC QUESTIONS
E. PARTICIPATE THE ACTIVITY PROCESSING
 WHO ARE LEADERS?

• ARE LEADERS BORN?(OR)

• ARE LEADERS MADE?
• EITHER WAY A LEADER IS A PERSON WHO
GUIDES OTHERS TOWARD A COMMON GOAL,
SHOWING THE WAY BY EXAMPLE.
 ACTIVITY: 1
(ISLAND HOPPING)

ISLAND HOPPING IS THE CROSSING OF AN

OCEAN BY A SERIES OF SHORTER JOURNEYS
BETWEEN ISLANDS, AS OPPOSED TO A SINGLE
JOURNEY DIRECTLY TO THE DESTINATION.
 INSTRUCTIONS:
 8 GROUPS OF 10 MEMBERS WITH THE POSSESSION OF 11 WHITE
AND 2 RED SHEETS OF BAND PAPERS
 ESTABLISH THE STARTING POINT AND END POINT WITH THE RED
BAND PAPERS
 EACH SHEET OF BAND PAPER = TO AN ISLAND
 IN 3-MINUTES, DISCUSS WITH YOUR GROUP MEMBERS ON THE
STRATEGY/APPROACH OF REACHING YOUR DESTINATION USING
THE ISLAND(S) WITHOUT TOUCHING OVER THE WATER/OCEAN.
ALL, 8-GROUPS MUST POSITIONED AT THE STARTING
POINT AND BEGIN ALL TOGETHER
 THOSE WHO COULD NOT MAKE IT WILL VANISH AMIDST
THE UNFORGIVING OCEAN
 RED TAGGED= KEEP YOUR SILENCE AT THE OCEAN DEPTH
 LEADERSHIP
(# BY BODY LANGUAGE 1)

LET ME LOVE YOU CARMELITA…

THIS IS CHA CHA REMIX- IT A SHOW DOWN
LETS GET IN ON…
THE GAME/ACTIVITY
REFLECTIONS…
• WHAT IS THE PROBLEM NOTED IN THE ACTIVITY?

• HOW DID THE GROUP(S) FIND THE SOLUTION OF

THE PROBLEM?
IN YOUR GROUP…
• WHO LEAD(S) THE JOURNEY FROM THE 1ST TO THE
LAST ISLAND?
IN THE COMPANY…
• WHAT ARE THE PERSONAL QUALITY(IES) AS INPUT
IN RESOLVING THE GROUP’S PROBLEM?
 WHAT IS LEADERSHIP?

• LEADERSHIP IS THE ABILITY

OF A SUPERIOR TO
INFLUENCE THE BEHAVIOR
OF HIS SUBORDINATES AND
PERSUADE THEM TO
FOLLOW A PARTICULAR
COURSE OF ACTION.
• LEADERSHIP IS ALSO
KNOWN AS THE ABILITY
OF THE MANAGER TO
INDUCE SUBORDINATES
TO WORK WITH
CONFIDENCE AND ZEAL.
 ACTIVITY : 1A
(INDIVIDUAL WORKSHOP)
INSTRUCTIONS:
 RECALL A CHAOTIC (CONFUSED) STUDENT CONFERENCE YOU HAD
 DESCRIBED BRIEFLY THE SITUATION
 WHAT ARE THE FACTORS CONTRIBUTING TO THE
MISUNDERSTANDING?
 AMONG THE FACTORS, CLASSIFY THEM INTO; TECHNICAL AND
BEHAVIORAL
 NAME OF THE CHAOTIC ENCOUNTER…
(WITH DESCRIPTION)

• T=TECHNICAL
• WHAT MADE THE EVENT
CHAOTIC? • B= BEHAVIORAL
PUBLISHING OF PARTICIPANTS REACTIONS…
VIDEO PLAYBACK: PRES. D. TRUMP VS (SNAPPED) JIM
ACOSTA OF CNN AND OTHER MEDIA
 QUALITIES OF GOOD LEADERSHIP

• A LEADER HAS GOT

MULTIDIMENSIONAL TRAITS IN
HIM WHICH MAKES HIM
APPEALING AND EFFECTIVE IN
BEHAVIOR.
• THE FOLLOWING ARE THE
REQUISITES TO BE PRESENT IN A
GOOD LEADER:
 1. INTELLIGENCE

• THE ABILITY TO ACQUIRE AND

APPLY KNOWLEDGE AND SKILLS.
• LEADER SHOULD HAVE A HIGH
LEVEL OF INTELLIGENCE WITH
SOUND EDUCATIONAL AND
TECHNICAL BACKGROUND.
 2. EMOTIONAL STABILITY

• A LEADER SHOULD BE
EMOTIONALLY STABLE. HE
SHOULD NOT LOSE TEMPER
AT ANY STAGE.
 3. UNDERSTANDING HUMAN BEHAVIOR

• A LEADER SHOULD POSSES A

DEEP UNDERSTANDING ABOUT
HUMAN BEHAVIOR, EMOTIONS,
NEEDS ETC. AND HE SHOULD BE
ABLE TO DEAL WITH PEOPLE.
 4. UNDERSTANDING THE VIEWS OF OTHERS

• THE LEADER SHOULD

UNDERSTAND THE VIEWS OF
OTHERS . IF HE DOES ALL THE
THINGS IN HIS OWN WAY HE
MAY LOSE THE SUPPORT OF
OTHERS.
 5. MOTIVATING THE FOLLOWERS

• IT IS NOT ENOUGH IF THE

LEADER IS SELF MOTIVATED.
HE SHOULD ALSO KNOW
HOW TO MOTIVATE HIS
FOLLOWERS.
 6. JUDGING ABILITY

• LEADER SHOULD BE ABLE TO

JUDGE ANYTHING. THEN ONLY
THE LEADER CAN ANTICIPATE
THE RESPONSE TO THE
ACTIONS AND DECISIONS.
 7. RESPONSIBLY & DECISION MAKING

• A LEADER SHOULD LEAD FROM

THE FRONT BY TAKING THE
RESPONSIBILITIES AND MUST BE
A DECISION MAKER.
 8. GUIDANCE

• LEADER SHOULD BE A GOOD

GUIDE TO HIS SUBORDINATES.
HE SHOULD TELL AND
DEMONSTRATE THE WAYS OF
DOING WORK.
 9. PERSONALITY

• THE LEADER SHOULD

HAVE AN ATTRACTIVE
AND PLEASING
PERSONALITY.
 10. DIGNIFIED

• HAVING OR SHOWING A
COMPOSED OR SERIOUS
MANNER THAT IS WORTHY OF
RESPECT.
• A LEADER SHOULD BEHAVE
WITH HIS SUBORDINATES IN A
DIGNIFIED MANNER.
 11. HONEST

• FREE OF DECEIT AND

UNTRUTHFULNESS; SINCERE.
• LEADER SHOULD BE HONEST,
SINCERE, FAIR AND
REASONABLE IN HIS DEALINGS
WITH HIS SUBORDINATES.
 THE LAST TESTS OF A LEADER ARE;

A. HE LEAVES BEHIND HIM IN OTHERS THE

CONVICTION AND WILL, AND

B. TO CARRY ON.
PART 2
 LEADERSHIP TRAITS

• TRAIT IS A DISTINGUISHING
BY: HUGHES, GINNETT
QUALITY OR
& CURPHY (2002)
CHARACTERISTIC, TYPICALLY
(MODEL)
ONE BELONGING TO A
PERSON.
 ACTIVITY:2
(KADENA DE AMOR)
INSTRUCTIONS:
1. DO IT IN 30 SECONDS
2. GROUP YOURSELVES INTO THE NUMBER AS SHOWN IN
THE SLIDE, THEN COMPLETELY EXECUTE WHAT IS SHOWN
IN THE PICTURE
3. THOSE WHO COULD NOT MAKE IT, RED TAGGED
 LEADERSHIP
(# BODY LANGUAGE 2)

OH CAROL

LETS GET IT ON…

• FINAL ACT:
 FORM A LINE (IN COLUMN), ONE MUST FACE THE BACK
OF YOUR COMPANION, HOLDING HANDS
 MOVE TO THE GROUND FLOOR OF THIS BUILDING,
USING THE STAIRS, NO BREAKING OF HANDS AT ANY
TIME, TURNED AND GO BACK TO THE SECOND FLOOR,
TO YOUR POSITION WHERE GROUP WAS ASSEMBLED
 MOVE! ONE GROUP AFTER THE OTHER
 REFLECTIONS

WHAT TRAIT(S) HAVE HOW THIS/THESE

YOU OBSERVED FROM TRAIT(S) FACTORED
YOUR COMPANY FOR THE SUCCESS OF
WHILE DOING THE YOUR ACTIVITY?
ACTIVITY?
 Great Man Theory

• Supposed that certain people are different. Leaders and

followers are fundamentally different.

LED TO MANY STUDIES TO ATTEMPT TO DISCOVER

WHICH PHYSICAL ATTRIBUTES, INTELLIGENCE, TRAITS,
PERSONALITY CHARACTERISTICS, MADE LEADERS
DIFFERENT.
THESE STUDIES LED TO 2 CONCLUSIONS:
LEADERS ARE NOT FUNDAMENTALLY DIFFERENT THAN FOLLOWERS,
MANY FOLLOWERS HAVE THE SAME CHARACTERISTICS AS THE
LEADERS

THERE ARE CERTAIN CHARACTERISTICS WHICH DO CONTRIBUTE TO

LEADERSHIP SUCCESS: INTELLIGENCE, INITIATIVE, STRESS TOLERANCE,
RESPONSIBILITY, FRIENDLINESS, AND DOMINANCE
CONCLUSION: HAVING THE RIGHT CHARACTERISTICS
DOES NOT GUARANTEE LEADERSHIP SUCCESS BUT
MIGHT IMPROVE THE ODDS.

THESE STUDIES LED MANY RESEARCHERS TO IGNORE

THE PLACE THE LEADERSHIP TRAITS PLAY IN
LEADERSHIP SUCCESS.
BUILDING BLOCKS OF LEADERSHIP SKILLS
 WHAT IS PERSONALITY

TWO BASIC UNDERSTANDINGS OF PERSONALITY

 THE IMPRESSION A PERSON MAKES ON OTHERS, EMPHASIZES A PERSON’S
SOCIAL REPUTATION.

 THE UNDERLYING, UNSEEN STRUCTURES AND PROCESSES INSIDE A PERSON

THAT EXPLAIN WHY THEY BEHAVE IN A WAY SIMILAR IN DIFFERENCE SITUATIONS.
 WHAT ARE LEADERSHIP TRAITS?
• RECURRING REGULARITIES OR TRENDS IN A PERSON’S BEHAVIOR
• PEOPLE BEHAVE THE WAY THEY DO BECAUSE OF THE STRENGTHS OF
THE TRAITS THEY POSSESS.
• TRAITS CANNOT BE SEEN BUT THEY CAN BE INFERRED FROM
CONSISTENT PATTERNS OF BEHAVIOR AND RELIABLY MEASURED BY
PERSONALITY INVENTORIES
• TRAITS DO NOT PREDICT SPECIFIC BEHAVIOR, BUT CAN PROVIDE A
GENERAL PICTURE OF WHAT PEOPLE WILL DO.
TRAITS HAVE DIFFERING EFFECT DEPENDING ON THE SITUATION

• WEAK SITUATION – THIS IS AN UNFAMILIAR OR

AMBIGUOUS SITUATION. TRAITS HAVE A GREATER EFFECT
IN WEAK SITUATIONS

• STRONG SITUATION – A SITUATION CLEARLY

DETERMINED OR GOVERNED BY RULES, DEMANDS, OR
ORGANIZATIONAL POLICIES. TRAITS HAVE A LESSER
EFFECT IN THIS TYPE OF SITUATION.
 FIVE FACTOR-MODELS OF PERSONALITY

• SURGENCY – (TRAITS: DOMINANCE, SOCIABILITY) - DOMINANCE,

SELF-CONFIDENCE, THE NEED FOR POWER, DYNAMIC. THIS PERSON
IS ALSO OUTGOING, COMPETITIVE, DECISIVE, IMPACTFUL, AND SELF-
CONFIDENT.

• LEADERS USUALLY HAVE HIGHER SURGENCY SCORES THAN NON

LEADERS.
• AGREEABLENESS – (TRAITS: EMPATHY, FRIENDLY) – EMPATHY
FRIENDLINESS, NEED FOR AFFILIATION.

• CONCERNS HOW WELL ONE GETS ALONG WITH OTHERS.

THIS PERSON TENDS TO BE EMPATHETIC, APPROACHABLE,
AND OPTIMISTIC
• DEPENDABILITY (TRAITS: ORGANIZATION, CREDIBILITY,
CONFORMITY, ACHIEVEMENT ORIENTATION)
RELATES TO WORK PATTERNS. THIS PERSON IS PLANFUL,
HARDWORKING, FOLLOWS THROUGH ON COMMITMENTS AND
DOESN’T GET IN TROUBLE.
PERSONS LOW IN DEPENDABILITY TEND TO BE MORE
SPONTANEOUS, CREATIVE, RULE BENDING AND LESS CONCERNED
WITH FOLLOWING THROUGH ON COMMITMENTS. TENDS TO BE
MORE RELATED TO MANAGEMENT
• ADJUSTMENT (TRAITS: STEADINESS, SELF-
ACCEPTANCE)
RELATES TO HOW PEOPLE REACT TO STRESS,
FAILURE OR PERSONAL CRITICISM. THIS PERSON TENDS
TO BE CALM AND NOT TO TAKE MISTAKES AND
FAILURES PERSONALLY. CALM AND THICK-SKINNED
UNDER PRESSURE.
• INTELLECTANCE – (OPENNESS TO NEW EXPERIENCE)
HOW A PERSON RESPONDS TO NEW EXPERIENCES

THIS PERSON TENDS TO BE IMAGINATIVE, BROAD-

MINDED, AND CURIOUS; THEY SEEK OUT NEW
EXPERIENCES
 DARK-SIDE PERSONALITY TRAITS
• ARGUMENTATIVE.
THIS TRAIT IDENTIFIES LEADERS WHO ARE SUSPICIOUS,
ARE OVERLY SENSITIVE TO CRITICISM, AND EXPECT TO
BE MISTREATED
LEADERS POSSESSING THIS TRAIT DO NOT TAKE
PERSONAL CRITICISM WELL AND OFTEN TO START
ARGUMENTS AND HAVE A HARD TIME ENDING THEM.
• INTERPERSONAL INSENSITIVITY.
LEADERS POSSESSING THIS TRAIT TEND TO BE ALOOF
AND UNAWARE OF HOW THEY COME ACROSS TO
OTHERS, AND TO HAVE DIFFICULTIES PUTTING
THEMSELVES IN "OTHER PEOPLES' SHOES."
• FEAR OF FAILURE.
THESE INDIVIDUALS MAKE POOR LEADERS BECAUSE THEY
DREAD BEING CRITICIZED. AS A RESULT, THEY TEND TO BE
OVERLY CAUTIOUS AND RELUCTANT DECISION-MAKERS.
WHEN FORCED TO MAKE DECISIONS, THEY OFTEN IMPOSE
OLD SOLUTIONS TO PROBLEMS EVEN WHEN IT IS OBVIOUS
THAT THEY WILL NOT WORK.
• NARCISSISM.
LEADERS WITH THIS TRAIT TEND TO BE OVERLY SELF-
CONFIDENT, SELF-CENTERED, AND EXTREMELY AMBITIOUS
THEY GROSSLY OVERESTIMATE THEIR ABILITIES, HAVE A
STRONG SENSE OF ENTITLEMENT, AND OFTEN HOLD OTHERS
IN CONTEMPT
EXTREMELY ARROGANT, THEY ARE ALWAYS RIGHT AND NOT
AFRAID TO TELL YOU SO. SUCH INDIVIDUALS OFTEN EXPLOIT
FOLLOWERS FOR THEIR OWN SELF- AGGRANDIZEMENT.
• PERFECTIONISM.
THIS DARK-SIDE TRAIT IDENTIFIES LEADERS WHO ARE
CONSCIENTIOUS AND METHODICAL BUT ALSO ATTEND
SO CLOSELY TO DETAILS THAT THEY HAVE TROUBLE
SETTING AND MAINTAINING PRIORITIES
THEY MAINTAIN EXTREMELY HIGH STANDARDS FOR
THEMSELVES AND THEIR FOLLOWERS, AND THEIR
INFLEXIBILITY, AND MICROMANAGING TENDENCIES
CAN BE EXTREMELY IRRITATING.
IMPULSIVITY.
AS LEADERS, THESE INDIVIDUALS ARE HEDONISTIC AND
OFTEN IGNORE THE FEELINGS OF FOLLOWERS WHEN IN
PURSUIT OF THEIR OWN PLEASURE
THEY ENJOY TESTING LIMITS, MAY FAIL TO KEEP PROMISES
AND COMMITMENTS, AND OFTEN NEGLECT TO CONSIDER
THE CONSEQUENCES OF THEIR ACTIONS.
PART 3
 ACTIVITY: 3
(TOWER-POWER)
• INSTRUCTIONS:
 MATERIALS
 GROUP INTO 10 MEMBERS
 YOUR GROUP’S TASK IS TO
BUILD A STRONGEST AND
TALLEST DREAMED-TOWER
 30 MINUTES OF WORKING
 LEADERSHIP
(# BODY LANGUAGE 3)

KISS ME…

MUSIC PLEASE...
TOWER-POWER MAKING
 REFLECTIONS

• IN BUILDING YOUR TOWER,

WHAT ARE THE OBSTACLES
ENCOUNTERED BY YOUR
GROUP?
• HOW DID YOU OVER COME
THE OBSTACLES MET?
 LEADERSHIP SKILLS
LEADERSHIP: THEORY AND PRACTICE: CHAPTER 3 SKILLS APPROACH
INTRODUCTION TO LEADERSHIP: CONCEPTS AND PRACTICE:
CHAPTER 5 DEVELOPING LEADERSHIP SKILLS
© 2012 SAGE PUBLICATIONS, INC.

(MODEL HAS BEEN INNOVATED FOR THE PURPOSE OF THE DISCUSSION)

 DISCUSSION QUESTIONS

WHAT SKILLS DO YOU THINK ARE MOST

IMPORTANT FOR LEADERS TO POSSESS?
 WHAT ARE LEADERSHIP SKILLS?

LEADERSHIP SKILLS REFER TO LEARNED

COMPETENCIES THAT LEADERS ARE ABLE TO
DEMONSTRATE IN PERFORMANCE.
• COMPETENCE IS THE
DEMONSTRABLE
CHARACTERISTICS THAT ENABLE
PERFORMANCE OF A JOB, FOR
PROPERLY DOING THE JOB, THE
INDIVIDUAL REQUIRES SKILLS
AND KNOWLEDGE ESSENTIAL
FOR THE SET DUTIES. WIKIPEDIA
 CORE LEADERSHIP SKILLS

ADMINISTRATIVE SKILLS
TECHNICAL COMPETENCE/SKILLS
 INTERPERSONAL/HUMAN SKILLS
 CONCEPTUAL SKILLS
 A. ADMINISTRATIVE SKILLS
• THE COMPETENCIES NEEDED TO CARRY OUT THE
PURPOSES & GOALS OF THE ORGANIZATION
• INVOLVE PLANNING, ORGANIZING WORK,
COORDINATING WORK ACTIVITIES
DIVIDED INTO THREE SPECIFIC SKILL SETS:

1. MANAGING PEOPLE

2. MANAGING RESOURCES

3. SHOWING TECHNICAL COMPETENCE

 LEARNERS PRODUCED UNDER K TO 12 PROGRAM
(RA 10533):
 WHOLE PERSON-(IMBUED WITH TRUE SENSE OF
NATIONALISM)
 FUNCTIONALLY LITERATE-(CRITICAL THINKER)
 GLOBALLY COMPETITIVE-(21ST CENTURY SKILLS… TAAS
NOO KAHIT KANINO TAYO AY FILIPINO)
 LIFE-LONG LEARNING-(COSMIC, NOT ANTHROPOCENTRIC)
MANAGING PEOPLE
 AN EFFECTIVE LEADER CONNECTS WITH PEOPLE &
UNDERSTANDS THE TASKS, THE SKILLS REQUIRED TO
PERFORM THEM, & THE OVERALL ENVIRONMENT.
 INCLUDES HELPING EMPLOYEES
 TO WORK AS A TEAM
 MOTIVATING THEM TO DO THEIR BEST
PROMOTING SATISFYING RELATIONSHIPS AMONG
EMPLOYEES
OCCUPIES THE MOST TIME
INVOLVES COMMUNICATING WITH MULTIPLE STAKEHOLDERS

 “MANAGEMENT BY WALKING AROUND”

HUMAN SKILLS
 HUMAN SKILLS – HAVING KNOWLEDGE ABOUT AND BEING ABLE TO
WORK WITH PEOPLE.
 BEING AWARE OF ONE’S OWN PERSPECTIVE AND OTHERS’
PERSPECTIVES AT THE SAME TIME
 ASSISTING GROUP MEMBERS IN WORKING COOPERATIVELY TO
ACHIEVE COMMON GOALS
 CREATING AN ATMOSPHERE OF TRUST AND EMPOWERMENT OF
MEMBERS
EXAMPLES OF HUMAN (OR PEOPLE) SKILLS:

 ASSIST GROUP MEMBERS IN WORKING COOPERATIVELY AS

A GROUP TO ACHIEVE COMMON GOALS

 ADAPT YOUR OWN IDEAS TO THOSE OF OTHERS

 BEING SENSITIVE TO THE NEEDS OF OTHERS

MANAGING RESOURCES
 RESOURCES CAN BE MONEY, SUPPLIES, EQUIPMENT,
SPACE, ETC., ANYTHING NEEDED TO OPERATE AN
ORGANIZATION.
 MANAGING RESOURCES REQUIRES A LEADER TO BE
COMPETENT IN BOTH OBTAINING AND ALLOCATING
RESOURCES. EX.: CROSS-COUNTRY COACH BUYING
NEW UNIFORMS FOR THE TEAM
 B. TECHNICAL COMPETENCE/SKILLS
TECHNICAL COMPETENCE INVOLVES HAVING SPECIALIZED
KNOWLEDGE ABOUT OUR WORK.
A LEADER WITH TECHNICAL COMPETENCE UNDERSTANDS THE
INTRICACIES OF HOW THE ORGANIZATION FUNCTIONS.
A LEADER IS MORE EFFECTIVE WHEN HE OR SHE HAS KNOWLEDGE
ABOUT THE ACTIVITIES SUBORDINATES ARE ASKED TO PERFORM.
A LEADER IS NOT REQUIRED TO HAVE TECHNICAL COMPETENCE IN
EVERY SITUATION.
COMPETENCE- THE ABILITY TO DO SKILL-THE ABILITY TO DO
SOMETHING SUCCESSFULLY OR SOMETHING WELL; EXPERTISE
EFFICIENTLY
TECHNICAL SKILL - HAVING KNOWLEDGE ABOUT AND
BEING PROFICIENT IN A SPECIFIC TYPE OF WORK OR
ACTIVITY.
SPECIALIZED COMPETENCIES
ANALYTICAL ABILITY
USE OF APPROPRIATE TOOLS AND TECHNIQUES
 C. INTERPERSONAL SKILLS
PEOPLE SKILLS—THE ABILITIES THAT HELP A LEADER TO
WORK EFFECTIVELY WITH SUBORDINATES, PEERS, &
SUPERIORS, TO ACCOMPLISH THE ORGANIZATION’S
GOALS
Not in RAT PLAN
DIVIDED INTO THREE SPECIFIC SKILL SETS:

BEING SOCIALLY PERCEPTIVE

SHOWING EMOTIONAL INTELLIGENCE

MANAGING INTERPERSONAL CONFLICT

BEING SOCIALLY PERCEPTIVE
BEING SOCIALLY PERCEPTIVE INVOLVES UNDERSTANDING THE UNIQUE
NEEDS, GOALS, & DEMANDS OF DIFFERENT CONSTITUENCIES
HAVING INSIGHT INTO & AWARENESS OF:
WHAT IS IMPORTANT TO OTHERS
HOW THEY ARE MOTIVATED
THE PROBLEMS THEY FACE
 HOW THEY REACT TO CHANGE
EMOTIONAL INTELLIGENCE IS THE ABILITY TO:
PERCEIVE & EXPRESS EMOTIONS
USE EMOTIONS TO FACILITATE THINKING
UNDERSTAND & REASON WITH EMOTIONS
MANAGE EMOTIONS EFFECTIVELY
 D. CONCEPTUAL SKILLS
CONCEPTUAL SKILL - THE ABILITY TO DO THE MENTAL WORK OF
SHAPING MEANING OF ORGANIZATIONAL POLICY OR ISSUES (WHAT
COMPANY STANDS FOR AND WHERE IT’S GOING)
WORKS EASILY WITH ABSTRACTION AND HYPOTHETICAL NOTIONS
CENTRAL TO CREATING AND ARTICULATING A VISION AND
STRATEGIC PLAN FOR AN ORGANIZATION
 21ST CENTURY SKILLS OF AN EFFECTIVE LEADER

CRITICAL THINKING TECHNOLOGY LITERACY

CREATIVITY FLEXIBILITY
COLLABORATION LEADERSHIP
COMMUNICATION INITIATIVE
INFORMATION LITERACY PRODUCTIVITY
MEDIA LITERACY SOCIAL SKILLS
CONCEPTUAL SKILLS INVOLVE THE THINKING OR
COGNITIVE ASPECTS OF LEADERSHIP, SUCH AS
CONCEPTS AND IDEAS.
DIVIDED INTO THREE SPECIFIC SKILL SETS:
PROBLEM SOLVING
STRATEGIC PLANNING CREATING VISION
 IMPLEMENTATION
PROBLEM SOLVING
PROBLEM SOLVING SKILLS ARE A LEADER’S
COGNITIVE ABILITY TO TAKE CORRECTIVE ACTION IN
A PROBLEM SITUATION TO MEET DESIRED OBJECTIVES.
SKILLS INCLUDE THE FOLLOWING:
IDENTIFYING THE PROBLEM
 GENERATING ALTERNATIVE SOLUTIONS
 SELECTING THE BEST SOLUTION FROM AMONG THE
ALTERNATIVES
 IMPLEMENTING THAT SOLUTION
STRATEGIC PLANNING
STRATEGIC PLANNING REQUIRES DEVELOPING
CAREFUL PLANS OF ACTION BASED ON
AVAILABLE RESOURCES & PERSONNEL TO
ACHIEVE A GOAL
BOAL & HOOIJBERG (2000) SUGGEST THAT STRATEGIC
LEADERS NEED TO HAVE:
THE ABILITY TO LEARN—CAPACITY TO ABSORB NEW
INFORMATION AND APPLY IT TOWARDS NEW GOALS
THE CAPACITY TO ADAPT—BEING ABLE TO RESPOND
QUICKLY TO CHANGES IN THE ENVIRONMENT
MANAGERIAL WISDOM—A DEEP UNDERSTANDING OF
PEOPLE AND THE ENVIRONMENT IN WHICH THEY WORK
ENVIRONMENTAL INFLUENCE
• FACTORS IN A LEADER’S SITUATION THAT LIE OUTSIDE OF HIS
OR HER COMPETENCIES, CHARACTERISTICS, AND
EXPERIENCES
• INTERNAL ENVIRONMENTAL INFLUENCES – EX. OUTDATED
TECHNOLOGY, SKILL LEVEL OF EMPLOYEES
• EXTERNAL ENVIRONMENTAL INFLUENCES – EX.
ECONOMIC, POLITICAL OR SOCIAL ISSUES, NATURAL
DISASTERS
 SUMMARY

• ADMINISTRATIVE, • THROUGH PRACTICE &

HARD WORK, WE CAN ALL
INTERPERSONAL, &
BECOME BETTER LEADERS
CONCEPTUAL SKILLS BY IMPROVING OUR
PLAY A MAJOR ROLE IN SKILLS IN EACH OF THESE
EFFECTIVE LEADERSHIP. AREAS.
“Ako ang dalan…
Ang kamatuuran…
Ug ang kinbuhi.”
JC
 JUNN CANBATINGAN (JC), JR.
EPS, SGOD

CP: 09478322025

EMAIL ADD: CABATINGANJR@YAHOO.COM(IN SMALL

LETTERS)