1. Group 10
Agacita, Angelica
Amoin, Rubie
Bano, Rosemarie
Misa, Hansel
Monroid, Nelyn
Tabar, Chloe Marise

2. Leadership: Three Interdependent
Activities
Leadership is the process of transforming
organization’s from what they are to what the
leader would have them become
Leadership should be
 Proactive
 Goal-oriented
 Focused on the creation and implementation of a creative
vision

3. Leadership: Three Interdependent
Activities
Successful Determining Designing
a direction the
leaders must organization
recognize three Nurturing a
culture
interdependent dedicated to
excellence and
activities ethical behavior
 Determining a direction
 Designing the organization
 Nurturing a culture dedicated to excellence and ethical
behavior

4. Setting a Direction
Scan environment to develop
 Knowledge of all stakeholders
 Knowledge of all environmental trends and events
Integrate that knowledge into a vision of what
the organization could become
Required capacities
 Solve increasingly complex problems
 Be proactive in approach
 Develop visible strategic options

5. Designing the Organization
Difficulties in implementing the leader’s vision
and strategies
 Lack of responsibility and accountability among
managers
 Reward system that do not motivate individuals and
groups toward desired organizational goals
 Inadequate or inappropriate budgeting and control
systems
 Insufficient mechanisms to coordinate and integrate
activities across the organization

6. Nurturing a Culture
In nurturing a culture dedicated to excellence and
ethical behavior, mangers and top executive must
 Accept personal responsibility for developing and strengthening
ethical behavior
 Consistently demonstrate that such behavior is central to the vision
and mission
 Develop and reinforce
=Role models =Reward and evaluation system
=Corporate credos =Policies and procedures
=Codes of conduct

7. Overcoming Barriers to Change and
the Effective Use Of Power
Reasons why organizations and managers at
all levels are prone to inertia and slow to
learn, adapt, and change
*Vested interests in the status quo
*Systematic barriers
*Behavioral barriers
*Political barriers
*Personal time constraints

8. Emotional Intelligence: A Key
Leadership Trait
Successful traits
of leaders at the
highest level
Cognitive Emotional
Technical Skills
abilities Intelligence

9. Emotional Intelligence
Five components of emotional
intelligence
* Self awareness
*Self-regulation
*Motivation
*Empathy
*Social skill

10. Five Components of Emotional
Intelligence at Work
Self-management skills
 Self-awareness
 Self-regulation

11. Five Components of Emotional
Intelligence at Work
Self-management skills:
 Motivation
Managing relationships
 empathy
 social

12. Developing a Learning Organization
Successful learning organizations
*create a proactive, creative approach to the
unknown
*actively solicit the involvement of employees at
all levels
*enable all employees to use their intelligence
and apply their imagination

13. Developing a Learning Organization
Learning environment
*organization wide commitment to change
*an action orientation
*applicable tools and methods
*guiding philosophy
*inspired and motivated people with a purpose

14. Four Critical Process of Learning
Organizations
Empowering
1. Salient elements of empowerment employees at all
levels
 Start at the bottom by understanding
needs of employees
 Teach employees skills of self-management
 Build teams to encourage cooperative
behavior
 Encourage intelligence risk taking
 Trust people to perform

15. Four Critical Process of Learning
Organizations
2. “Open book” management
*Numbers on each employee’s work
performance and production costs generated
daily
*Information is aggregated once a week from
top level to bottom level
*Extensive training in how to use and interpret
the numbers-how to understand balance
sheets, cash flows and income statements

16. Four Critical Process of Learning
Organizations
3. Awareness of environmental trends and
events
*Internet accelerates the speed with which
useful information can be located
*Garden variety traditional success for
acquisition of external information
*Benchmarking
*Focus directly on customers for information

17. Four Critical Process of Learning
Organizations
4. Challenging the status quo
*create a sense of urgency
*establish a “culture of dissent’ – disagreement / opposition
*foster a culture that encourages risk taking
*cultivate culture of experimentation and curiosity

18. Creating An Ethical Organization
• Organizational ethics is a direct reflection
of its leadership
• Reflect the values, attitudes, and behavior
pattern
that define the organization’s operating culture
• Unethical business practices
• Involves tacit, if not explicit, cooperation of others

19. Creating An Ethical Organization
• Driving forces of ethical organization
• Ethical values
• Integrity
• Ethical values
• Shape the search for the opportunities
• Shape the design organizational systems
• Shape the decision-making process used by
individuals and groups
• Provide a common frame of reference, that serves
as unifying force

20. Key Elements of Highly Ethical Organizations
• These interrelated elements must be present
and constantly reinforced
• Role models
• Corporate credits and codes of conduct
• Reward and evaluation systems
• Policies and procedures