1. LEADERSHIP
PRINCIPLES
VERNA JOY S. EVANGELIO
MAED-SAS

2. LEADERSHIP
PRINCIPLES
 EFFECTIVE LEADERSHIP AND HUMAN
RELATIONS
 THE TEAM CONCEPT

3. How do you go about being an effective
leader?
• Be yourself.
• Figure out what you are good at
• Hire only good people who care
• Treat people the way you want to be treated
• Focus on one or two critical objectives
• Listen well

4. Drucker and Leadership
1. There may be “born leaders,” but these are few.
Effective leadership can be learned.
2. Without followers, there can be no leaders. Trust the
glue that binds the two.
3. Leadership is not rank, privilege, or title. Leadership
is a responsibility.
4. Popularity is not leadership; nor is it style or
personality. Leadership is results

5. WORK MORALE
• The importance of morale is recognized by all great
leaders
• Napoleon once wrote:
“An army’s success depends on its size, equipment,
experience, and more…and morale is worth more than
all of the other elements combined”

6. WORK MORALE
A person’s morale can be diagnosed by the percentage
of time spent on the job in three states:
• Work (drudgery)
• Play (enjoyable, uplifting activities)
• Hell (pain and torture)

7. WORK MORALE
• Less than 20% enjoyable:
Your interest, commitment and performance will go
down
• More than 20% hell:
Your attitude, performance, relationship and health
will be affected.
An acceptable work quotient depends on the work
ethic you have developed.

8. WORK MORALE
• The single best way to achieve high morale is to get
the right person into the right job in the first place.
• Career counseling can help

9. RAISING EMPLOYEE MORALE
Areas that will have positive effects on employee
satisfaction and job performance:
• Pay and reward system
• Job autonomy and discretion
• Support services
• Trainings

10. RAISING EMPLOYEE MORALE
Additional areas
• Organizational structure
• Technical and physical aspects
• Task assignments
• Information and feedback
• Interpersonal and group processes

11. THE MEASUREMENT OF
MORALE
High morale is described as:
• Having pride in what you do
• Enjoying the people you are working with
• Trusting people you work for
• Gaining economic rewards

12. EMPLOYEE MORALE AND THE
ROLE OF MANAGEMENT
• Managing morale is the task of management.
• Meeting this responsibility requires a willingness to
listen to employees and the ability to read between
the lines of what they say and do.
• The morale of each person should be considered
individually.

13. PRACTICAL LEADERSHIP TIPS
Leadership must manage morale by making sure that
people:
1. Feel they have the opportunity to do what they do
best everyday.
2. Believe that their opinions count.
3. Sense fellow employees are doing high quality work
4. Made a connection between their work and the
company’s mission.

14. PRACTICAL LEADERSHIP TIPS
• Be predictable
• Be understanding
• Be enthusiastic
• Set the example
• show support
• Get out of the office
• Keep promises
• Praise generously
• Hold your fire
• Always be fair

15. PSYCHOLOGICAL HEALTH
AND FLOW
FLOW is the confluence of challenge and skills
Term was coined by Mihaly Csikszentmihalyi at the
University of Chicago, after studying artists who could
spend hour after hour painting and sculpting with
enormous concentration. When challenged by
something we are good at, we become absorbed in
the activity and lose track of self and time. States of
anxiety, boredom, and apathy are avoided, and flow
is experienced

16. The
Experience of
Flow

17. DIMENSIONS OF FLOW
• Clear and present purpose distinctly known.
• Immediate feedback on how well one is doing
• Supreme concentration on the task at hand
• Sense of growth and of being part of some greater
endeavor
• Altered sense of time that seems to go faster

18. JOB DESIGN AND WORK
SATISFACTION
INTRINSIC FACTORS
• Variety and challenge
• Opportunity for decision making
• Feedback and learning
• Mutual support and respect
• Wholeness and meaning
• Room to grow

19. JOB DESIGN AND WORK
SATISFACTION
EXTRINSIC FACTORS
• Fair and adequate pay
• Job security
• Benefits
• Safety
• Health
• Due process

20. HUMAN RELATIONS IN THE
WORKPLACE
• First empirical evidence of the importance of human
relations in the workplace was the Hawthorne Plant
studies
• Purpose
to discover the effects of working conditions on employee
performance
• Result
demonstrated the role of human relations in performance
and job satisfaction

21. HUMAN RELATIONS IN THE
WORKPLACE
• The Hawthorne Studies followed a period that was marked
by:
 Massive industrialization
 Worker exploitation
 Scientific management to improve employee efficiency

22. FINDINGS OF THE
HAWTHORNE STUDIES
1. Productivity is affected by human relationships
2. A supportive leadership style and amount of attention
toward employees have positive influence on productivity
3. Workers tend to set their own standards or norms for
acceptable behavior and output

23. IMPORTANCE OF HUMAN
RELATION
1. More people are in service occupations, where success
depends on how well the customer is served
2. To build superior work teams, people need greater
competency in human relations skills
3. Modern workforce is composed of a varied mix of
personalities and cultures.

24. BASIC BELIEF ABOUT PEOPLE
Human Nature: people are viewed as good or evil
Positive view: misbehavior is a reactive response
Negative view: misbehavior is caused by something within
the person

25. BASIC BELIEF ABOUT PEOPLE
Human Value:
People are viewed as ends or means
Ends are allowed to set their own purposes and choose
for themselves (humanistic view)
Means have limited choices and are used primarily as
instruments for our own purpose

26. EFFECTIVE HUMAN
RELATIONSHIPS
1. Agree upon goals.
2. Be on the lookout for competitive behavior
3. Listen to understand
4. Avoid absolute statements
5. Admit mistakes
6. Involve people

27. EFFECTIVE HUMAN
RELATIONSHIPS
7. Use decision making by consensus
8. Live up to agreements
9. Draw a continuum line
10. Be alert to selling or winning strategies
11. Respect differences
12. Think positive

28. ABUSE AND PHYSICAL
VIOLENCE
Bullying behavior and physical violence has
become an important human relations issue:
Men commit nearly 75% of the incidents
Offenders often demonstrate clear warning signs
Employers often ignore, downplay, or misjudge the
seriousness of the threat

29. ABUSE AND PHYSICAL
VIOLENCE
Antisocial behavior can be influenced by the
behavior of co-workers
Work groups can condone harmful behaviors, such
as using profanity, sexual abuse, and bullying

30. ABUSE AND PHYSICAL
VIOLENCE
Ways to deal with inappropriate behavior:
Codes of conduct
Disciplinary action
Offender counseling
Supervisory training

31. ABUSE AND PHYSICAL
VIOLENCE
Role of the leader
Establish a civil work climate and a no-violence
code
Quickly and effectively discipline infractions
Be a model of restraint; avoid being a verbal or
physical aggressor

32. WHAT TO DO WHEN PEOPLE
COMPLAIN
 Keep cool, calm, and collected
 Listen patiently without interrupting
 Accept and acknowledge the person’s point of view
 Ask questions to fully understand the problem and to fully
understand what the person wants.
 Fully discuss possible solutions
 Reach closure
 Genuinely thank the person for speaking up
 Follow through

33. TRUST AND RESPECT IN
HUMAN RELATIONS
People have greater satisfaction and produce
more when:
They are involved in their work
They feel they are doing something important
Their work is appreciated

34. TRUST AND RESPECT IN
HUMAN RELATIONS
TRUST
an openness in sharing ideas and feelings
Respect
a willingness to listen to ideas and feelings

35. TRUST AND RESPECT IN
HUMAN RELATIONS
The rules for good relationships:
Show respect by listening in a responsive manner
Show trust by expressing oneself honestly and
openly

36. THE ART OF LISTENING
1. Capitalize on thought speed
2. Listen for ideas
3. Reduce emotional deaf spots
4. Find an area of interest
5. Judge content, not delivery

37. THE ART OF LISTENING
6. Hold your fire
7. Work at listening
8. Resist distractions
9. Hear what is said
10. Challenge yourself

38. LEADERSHIP
PRINCIPLES THE TEAM CONCEPT

39. WHAT IS A TEAM?
• A team is defined as a group of people who
perform interdependent tasks to work toward
accomplishing a common mission or specific
objective.

40. WHAT IS A TEAM?
• Some teams have a limited life: for example, a
design team developing a new product, or
a continuous process improvement team organized
to solve a particular problem. Others are ongoing,
such as a department team that meets regularly to
review goals, activities, and performance.

41. WHAT IS A TEAM?
• Some teams have a limited life: for example, a
design team developing a new product, or
a continuous process improvement team organized
to solve a particular problem. Others are ongoing,
such as a department team that meets regularly to
review goals, activities, and performance.

42. A few of
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43.  Name his/her special talent.
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 List something kind about your
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