Presented By:

De Leon, Henriette
Jolavar, Enrico
Lobato, Renzy Mayven
Loredo, Leslie
Montebon, Krysny Pearl
BSN2A
* is the art of motivating a group of people to act towards achieving
a common goal.
* In a business setting, this can mean directing workers and
colleagues with a strategy to meet the company's needs.
* It captures the essentials of being able to inspire others and
being prepared to do so.
* Effective leadership is based upon ideas (whether original or
borrowed), but won't happen unless those ideas can be
communicated to others in a way that engages them enough to
act as the leader wants them to act.
* The LEADER is the inspiration and director of the action.
- He or she is the person in the group that possesses the
combination of personality and leadership skills that makes others
want to follow his or her direction.
1. Democratic Leadership (Commonly Effective)
-the leader makes decisions based on the input of each team
member.
-allows members to exercise authority they'll need to use wisely in
future positions they might hold.
-leader might take the team member's thoughts and feedback into
consideration, or they might open this decision up to a vote.
2. Autocratic Leadership (Rarely
Effective)
-the inverse of democratic
leadership
-the leader makes decisions
without taking input from anyone
who reports to them
-members are expected to adhere 3. Laissez-Faire Leadership
to the decision at a time and pace (Sometimes Effective)
stipulated by the leader -least intrusive form of leadership
-French term "Let them do"
-put full trust into their members
while they focus on the overall
workings
-it can limit their development
and overlook critical team growth
opportunities.
4. Strategic Leadership
(Commonly Effective)
- He or she accepts the burden of
executive interests while ensuring
that current working conditions
remain stable for everyone else.
- desirable leadership style
- strategic thinking supports
multiple types of members at
once.
-can set a dangerous precedent
with respect to how many people
they can support at once.
5. Transformational Leadership
(Sometimes Effective)
- always "transforming" and
improving upon the company's
conventions.
- Members might have a basic set
of tasks and goals that they
complete weekly or monthly,
but the leader is constantly
pushing them outside of their
comfort zone.
- highly encouraged form of
leadership
- it motivates members to see
what they're capable of.
6. Transactional Leadership
(Sometimes Effective)
- fairly common today.
- reward their members for
precisely the work they do.
- helps establish roles and
responsibilities for each
members, but it can also
encourage bare
- minimum work if members
know how much their effort is
worth all the time.
7. Coach-Style Leadership
(Commonly Effective)
- focuses on identifying and
nurturing the individual
strengths of each member on
his or her team.
- focus on strategies that will
enable their team work better
together.
- strong similarities to strategic
and democratic leadership, but
puts more emphasis on the
growth and success of
individual employees..
8. Bureaucratic Leadership (Rarely Effective)
- go by the books.
- might listen and consider the input of employees (opposite to
autocratic leadership)
- the leader tends to reject a member's input if it conflicts with
policy or past practices.
- members under this leadership style might not feel as controlled as
they would under autocratic leadership, but there is still a lack of
freedom in how much people are able to do in their roles.
Teamwork motivates unity in the
workplace A teamwork
environment promotes an
atmosphere that fosters friendship
and loyalty. These close-knit
relationships motivate employees
in parallel and align them to work
harder, cooperate and be
supportive of one another.
Teamwork offers differing
perspectives and feedback Good
teamwork structures provide your
organization with a diversity of
thought, creativity, perspectives,
opportunities, and problem-solving
approaches. A proper team
environment allows individuals to
brainstorm collectively, which in
turn increases their success to
problem solve and arrive at
solutions more efficiently and
effectively.
Teamwork provides improved Teamwork provides great learning
efficiency and productivity When opportunities Working in a team
incorporating teamwork enables us to learn from one
strategies, you become more another’s mistakes. You are able to
efficient and productive. This is avoid future errors, gain insight
because it allows the workload to from differing perspectives, and
be shared, reducing the pressure learn new concepts from more
on individuals, and ensure tasks experienced colleagues.
are completed within a set time
frame. It also allows goals to be
more attainable, enhances the
optimization of performance,
improves job satisfaction and
increases work pace.
Teamwork promotes
workplace synergy Mutual
support shared goals,
cooperation and
encouragement provide
workplace synergy. With this,
team members are able to
feel a greater sense of
accomplishment, are
collectively responsible for
outcomes achieved and feed
individuals with the incentive
to perform at higher levels.
“Time management” is the process of organizing and planning how to
divide your time between specific activities. Good time management
enables you to work smarter – not harder – so that you get more done
in less time, even when time is tight and pressures are high. Failing
to manage your time damages your effectiveness and causes stress.
Time management skills are essential for effective leadership
 BENEFITS OF TIME MANAGEMENT
o Greater productivity and
efficiency.
o A better professional reputation.
o Less stress.
o Increased opportunities for
advancement.
o Greater opportunities to achieve
important life and career goals.
FAILING TO MANAGE YOUR TIME:
o Missed deadlines.
o Inefficient work flow.
o Poor work quality.
o A poor professional
reputation and a stalled
career.
o Higher stress levels.
 TIME WASTERS
o Procrastination – the biggest
enemy!
o Spending a lot of time in
meetings which are ineffective
and unproductive
o Being Indecisive (worrying about
something but putting it off)
o Poor prioritizing - focusing on the
wrong tasks first
o Making stupid, unnecessary
mistakes which then require
time to correct and do over
again
o Being unrealistic in time
estimates
TIME WASTERS
o Poor planning and lack of
contingency plans
o Having to deal with too many
interruptions or distractions
o Poor organization
o Micro-managing others in the
team
o Implementing things without
thinking it through and
analyzing the situation first for
the most efficient solution.
o Not learning to delegate
o Not having policies and
procedures in place to smooth
things along.
 TIME SAVERS
o Focus on doing only one task at
a time
o Establishing priorities, divided
into short-term and long-term
o De-cluttering
o Distinguishing between
personal deadlines and ones for
the whole organization
o Not engaging in time-wasting
activities with other people
(e.g.. unnecessary gossip)
o Keeping up-to-date and
accurate calendars and dairies
o Abiding by your calendars and
diaries
TIME SAVERS
o Tackling all correspondence in a
timely manner, with quick, short
responses and memos
o Focusing on managing the
decision-making process, as
opposed to just the decisions
o Keeping things simple
o Learning to empower other
members of your team by
delegating everything possible
o Having realistic estimates of the
time required for each
task/project
o Making ‘To-Do’ lists and
checklists
 Is the process of making  Having critical thinking skills
choices by identifying a allows one to ascertain the
decision, gathering problem and come up with a
information, and solution that is beneficial to
assessing alternative the organization
resolutions Every
decision making process  Often requires deliberate
produces a final choice. judgment
Inability to make decisions is one of the principal
reasons executives fail. Deficiency in decision making
ranks much higher than lack of specific knowledge or
technical know-how as an indicator of leadership
failure.—John C. Maxwell
 4 BASIC DECISION MAKING STYLES:

 COMMAND  COLLABORATIVE

 CONSENSUS  CONVENIENCE
Command
- Command decision-making
is where leaders make
Collaborative
decisions without consulting
- Collaborative decision-making is just
their teams. This is an
what it sounds like. Leaders gather
effective style, especially
their teams and request feedback and
when things are moving
insight. The leader still makes the final
quickly and the team is
call, but is armed with the proper data
looking for immediate
to make a more informed decision. This
guidance.
can also be referred to as evidence-
based decision-making. With this style,
and really in all business decisions,
avoid surrounding yourself with people
that always agree with you.
Consensus
- based decision-making is done more like a democratic vote. Leaders
gather their teams and everyone votes. Majority rules. This process
can work well when the outcome of the decision affects the entire
team, and generally won’t immediately affect the bottom line.
Convenience:
- When surrounded by trusted peers, sometimes the best decision a
leader can make is to not be the one to make a certain decision.
Complete delegation (convenience decision-making) has many benefits
including measuring the decision-making abilities of your managers,
empowering your team, and maintaining your own sanity! By handing
over some decision-making responsibilities, leaders are also building a
better management team and giving them the confidence they need as
their responsibilities increase. And, convenience-based decision-
making is a great way to avoid the decision trap of “we’ve always done
it this way.” New decision makers take fresh approaches to solving
problems.
 DEVELOPMENT TOOLS:

Widen Your Options: Reality-Test Your

encounter a choice. Assumptions: analyze
Narrow framing can your options.
make you miss options Confirmation bias can
(unduly limiting the lead you to gather self-
options considered). serving info
(information that
Attain Distance Before bolsters beliefs).
Deciding: make a
choice. Short-term Prepare to Be Wrong:
emotion can often live with it. You’ll often
tempt you to make the be over-confident about
wrong one (being how the future will
swayed by emotions unfold (too much faith
that will fade). in our predictions).