Carmina Mae V.

Mesias
MKA36
Leadership Competencies
1.Navigator
ohn Ansah, a young Navigator leader from Ghana, leads a vibrant collegiate ministry in the city
of Kumasi. More than 160 students are involved. Twenty-eight student leaders are training
underclassmen and leading outreach teams on seven high school campuses. John has a passionate
vision for working with high school students so they are able to become student leaders sooner in
their collegiate years.
2. Communicator
Consider the powerful example of President Abraham Lincoln as he delivered a historic twominute speech in 1863 at Gettysburg, Pennsylvania. In the midst of the Civil War, he stood where
many had died to consecrate their final resting places and to exhort all Americans to continue the
fight for the survival of representative democracy, that the government of the people, by the
people, for the people, shall not perish from the earth. He also reminded his audience of the
adopted principles established by the Founding Fathers of human equality and the overarching
need to preserve the Union. In a few brief moments, with dignity and wisdom, he spoke clearly
to the nation about its dark condition and its bright future. He invited all to stand together in the
great cause of humanity. Fortunately, we are the beneficiaries of an inspired leader who knew
how to communicate to his people.
3. Mentor
Mentorship is also appropriate for those undertaking further training and qualifications or
moving to new clinical specialties such as palliative care or perioperative nursing. It may also be
part of individual, leadership and team development programmes. Unlike student mentorship and
preceptorship for newly qualified nurses, where the mentor/preceptor is allocated, in this case,
nurses need to decide what skill they would like to develop and choose a mentor who they
respect or admire and who is more skilled or expert in the appropriate area. For example, a nurse
undergoing a leadership development programme may choose a local nurse leader to offer
mentorship on, for example, how to manage a team by motivating and inspiring.
4. Learner
Learning mentors help students and pupils deal with any difficulties they have with their
learning.
If you enjoy helping people overcome barriers and want to work in education, this could be an
ideal job for you.

To be a learning mentor, youll need good communication and listening skills along with a nonjudgemental approach.
Youll also need a good standard of general education and some experience of working with
young people.
5. Builder
When you actively connect today's tasks and toils to a better tomorrow, it translates into a sense
of purpose for employees. For example, Cheryl Johnson is a client and a corporate leader with
ULTA Beauty, a rapidly growing retailer of beauty products and services. During one particular
discussion, Cheryl was reflecting on one of her first jobs as a dishwasher in a hospital.
Interestingly, she didn't see her job as that of only a dishwasher. That's because, on the first day
of work, her boss told Cheryl that her job was "to help ensure a clean, healthy environment so
patients could heal as fast as possible and go home to their families." Wouldn't you be more
passionate about washing dishes if that was your purpose? Connecting a job to its higher purpose
can ignite a passion for people to go the extra mile.
6. Motivation
Motivation is one of those topics about which much is preached with little result. The reason is
simple: Leaders do not motivate-not directly, anyway. They do it indirectly. Motivation is an
intrinsic response; it comes from inside and cannot be imposed from the outside. Motivation
comes from wanting to do something of one's own free will. If you are free, you can choose to do
something. Take the Greeks under Xenophon. They chose him as their general. Why? Because
they believed that he had the right combination of skills and talents to lead them into battle and,
as circumstances would have it, out of battle, too. The same holds for the employees at Malden
Mills. While they had no say in the choice of Feuerstein as CEO, they did have a choice when it
came to negotiating for a pay raise. They chose to accept lower wages because they perceived
that it was in the company's best interests, as well as their own, to make a short-term sacrifice for
a long-term gain.