MARCH 22, 2019

MARY ANN M. ALIMPOOS

PIIAS – DOCTORS IN PUBLIC
ADMINISTRATION

Dr. Daniel D. Dial, Ed.S.,Ed.D

PIIAS Visiting Professor
LEADERSHIP

In today’s competitive world, leadership skills are crucial for both personal and

professional development. Leadership is an important function of management which

helps an individual or a business to maximize efficiency and to achieve goals. A leader

is one whose magnetic personality innervates people for some cause.

People requires good leadership skills at personal, professional and social

level. Personal leadership helps us to determine our desires, strengths and abilities. It

means Knowing what we want out of life; knowing what success is for us; what are our

goals and how to achieve those goals regardless of what other people think, say, or

do. Personal leadership helps us to make our present better and shape a good future.

A leader must have a strong communication towards the members of the

team, Passion & Commitment because your mission or project will get others excited

because they can see and feel your dedication. Positivity, Innovation and

Collaboration in order to successfully achieve their goals.

The Bible tells us that leaders are to lead with integrity and values that govern

the heart. “So he shepherded them according to the integrity of his heart, and guided

them with skillful hands.” (Psalm 78:72)

LEADERSHIP SKILLS

Authoritarian

Authoritarian leaders, also known as autocratic leaders, provide clear

expectations for what needs to be done when it should be done, and how it should

be done. This style of leadership is strongly focused on both command by the leader

and control of the followers. There is also a clear division between the leader and the

members. Authoritarian leaders make decisions independently with little or no input

from the rest of the group.

Participative

Participative leadership, also known as democratic leadership, is typically the

most effective leadership style. Democratic leaders offer guidance to group

members, but they also participate in the group and allow input from other group
members. Participative leaders encourage group members to participate but retain

the final say in the decision-making process. Group members feel engaged in the

process and are more motivated and creative. Democratic leaders tend to make

followers feel like they are an important part of the team, which helps foster

commitment to the goals of the group.

Delegative

Researchers found that children under delegative leadership, also known as

laissez-faire leadership, were the least productive of all three groups. The children in

this group also made more demands on the leader, showed little cooperation, and

were unable to work independently.

Delegative leaders offer little or no guidance to group members and leave

decision-making up to group members. While this style can be useful in situations

involving highly qualified experts, it often leads to poorly defined roles and a lack of

motivation.

GENDER DIFFERENCES IN LEADERSHIP

Both men and women should look at the range of qualities that can make for a

great leader, and decide which ones to nurture in themselves, depending on their

career goals and personal strengths.

1. Communication Styles

Women tend to have a more cooperative, participatory style of leading. Men

tend to have a more “command and control style,” according to the American

Psychological Association. They’re more task-oriented and directive, while women

are more democratic. That’s often the starkest leadership difference between male

and female bosses: Men provide direction for their employees, while women

encourage employees to find their own direction.

The cooperative style involves more conversation and listening, which often

takes more time but leads employees to feel more valued. Both styles are valuable in

different contexts. Being highly task-oriented can be highly beneficial where safety is

concerned, for example.

2. Reward Systems

Women often motivate their employees by helping them find self-worth and

satisfaction in their work, which serves as its own reward. This is a core part of the

philosophy of transformational leadership: Help employees find their identity in the

work that they do, so it’s more than just a job. Men are more likely to use the

transactional leadership approach of providing incentives for succeeding and

penalties for failing. Of course, either gender can learn to succeed in either of these

leadership styles.

Differences in leadership between male and female managers can work in

tandem, too, as transactional leaders can ensure accountability while

transformational leaders motivate and inspire.

Both men and women should look at the range of qualities that can make for a great

leader, and decide which ones to nurture in themselves, depending on their career

goals and personal strengths.

 Mary Ann M. Alimpoos

Dr. Daniel D. Dial, Ed.S.,Ed.D

Doctor in Public Administration

19 March 2019

“CONFLICT RESOLUTION IN PLACES OF ASSIGNMENT”

Handling and resolving conflicts that arise in the workplace is one of the biggest

challenges managers and employees face. Typically there are two responses to

conflict: run away (avoidance) or ‘battle it out’. In either case, we often feel

uncomfortable or dissatisfied with the results because no resolution has been

achieved. By learning to constructively resolve conflict, we can turn a potentially

destructive situation into an opportunity for creativity and enhanced performance.

Sources of Conflict

There are many causes or reasons for conflict in any work setting. Some of the

primary causes are:

 Poor Communication: different communication styles can lead to misunderstandings

between employees or between employee and manager. Lack of communication

drives conflict ‘underground’.

 Different Values: any workplace is made up of individuals who see the world

differently. Conflict occurs when there is a lack of acceptance and understanding of

these differences.

 Differing Interests: conflict occurs when individual workers ‘fight’ for their personal

goals, ignoring organizational goals and organizational well-being.

 Scarce Resources: too often, employees feel they have to compete for available

resources in order to do their job. In a resource scarce environment, this causes

conflicts – despite awareness of how scarce resources may be.

 Personality Clashes: all work environments are made up of differing personalities.

Unless colleagues understand and accept each other’s approach to work and

problem-solving, conflict will occur.

 Poor Performance: when one or more individuals within a work unit are not

performing - not working up to potential – and this is not addressed, conflict is

inevitable.

Addressing Conflict

There are a number of ways that can be utilized to address workplace conflict:

 Avoidance: ‘hiding our head in the sand’, hoping the conflict will go away.

 Collaboration: working together to find a mutually beneficial solution.

 Compromise: finding the middle ground whereby a ‘little is given and little is gotten’.

 Competing: ‘may the best person win’.

 Accommodation: surrendering our own needs and wishes to please the other

person.

It is generally believed that either collaboration or compromise are the most

productive forms of addressing conflict because there is not a winner or loser but

rather a working together for the best possible solution.

 Conflict Resolution

Arriving at a positive resolution of conflict is always the ultimate goal. In

resolving conflict, it is important to make sure you do the following:

 Clearly articulate the causes of the conflict – openly acknowledging there will be

differing perceptions of the problem(s).

 Make a clear statement of why you want the conflict resolved and reasons to work

on conflict.

 Communication of how you want the conflict resolved.

 Address the issues face-to-face (notes, email correspondence, memos are not a

productive way to resolve differences).

 Stick to the issues. In trying to resolve conflict, it is tempting to resort to name calling

or bring up issues from the past. It is important to address specific behaviors and

situations if change is to take place.

 Take time out if necessary. In the resolution of a conflict, our emotions may interfere

with arriving at a productive resolution. If this transpires, take a time-out and resume

resolving the conflict at another designated time.

REACTION:

This kind of leadership style is what I practice with my employees for

them to be able to participate and do their jobs more efficiently and effectively. This

kind of resolution towards my employees every conflict we have in our team is for me

the most effective that they could give all their attentions and realize their obligations

in terms of achieving our goals. As a leader, being transparent about my motives, I

want to let them know my intentions, and ofcourse be honest in terms of sharing my
goals for our team. I also don’t just welcome their feedback but I seek it out

personally and let them know that I really value their feedbacks against my

leadership. As a leader also, I don’t shame my employees in the center of many

audiences, instead I do a lot of praises in public and if I find something that is not

convenient for me, then I simply correct them in private. I want to gain the trust of my

employees so we could help each other towards achieving our goals.

Encourage Decision Making/Motivation/Allow Risk Taking

Many professionals avoid taking chances related to business, but that’s rarely

a path to success. Managers at a company that leads in a crowded marketplace

challenge themselves to think differently and aren't afraid of failure or even making

a department obsolete to position the organization for greater success.

In successful companies, it’s not just the decision-makers who are taking

risks. Employees throughout the whole organization are doing so. To create

a company that pushes its industry forward. The core values that encourage risk

taking should be visible everywhere and supported by examples of success.

Leaders, we're often asked to be tolerant of mistakes so that we create a

learning organization, rather than one that has a fear of failure, which can then

paralyzes growth.

But for me, this is the wrong emphasis!. It's not mistakes that lead us to

success, it's risk-taking, and as leaders, we need to be cultivating a culture of smart

risk-taking. A culture where people understand what risk taking is, what is a smart

risk and then feel comfortable in proposing or even taking risks. When we can build

this kind of culture, we will have an innovative organization which will push the limits

of possibility.

As a business owner, when crises arise, I always encourage my employees to

work hard, because it is not only for my own good but also for them. I motivate them

to find ways so they can also sustain their necessities.

 Since before I worked as a government employee, me and my husband

already started a passenger van business. Currently, we already have 3 passenger

vans. Two of them were maneuvered by our employees and the other one is

currently managed by my husband.

ORGANIZATIONAL CHART

Mary Ann M. Alimpoos

Proprietor

Ferdinand S. Alimpoos
Operator/Manager

Alvin S. Alimpoos Ronald Macaraong

Driver Driver
What are the Characteristics of the Great Leaders?

Researchers have identified the following characteristics of successful leaders.

Table of Characteristics of Successful Leaders:

Aside from chart, here are also other traits of a successful leader

Leadership Motivation:

The desire to lead and influence others especially towards the attainment of shared

goals. Leaders who demonstrate such personalized power motivation which to

dominant others and their desire to do so is often reflected in an excessive concern

with status. On the other hand leaders who evidence such socialized power

motivation cooperate with others develop networks and collision and general work

with subordinates rather than try to dominant and control them.

Flexibility:

Another special characteristics of the effective leaders is flexibility. That is they act

according to the situational variables.

Multiple Domains of Intelligence:

Scientists have acknowledge that leaders have to be smart in a variety of different

ways. In other words they have to demonstrate what is known as multiple domains of

intelligence.

Leaders have to be Intelligence in Special Ways:

(a) Cognitive Intelligence:

Leader must be capable of integrating and interpreting large amounts of information.

Traditionally this is the measure of ability.

(b) Emotionally Intelligence:

Refers to people’s abilities to be sensitive to their own or others emotion.

(c) Cultural Intelligence:

Most of the research on leadership has focus on culture within which leaders operate

and take decision.

Leader-Member Relations:

In a small group, especially, the interpersonal relationship between the leader and

the group members is the most important single factor in determining the influence of

the leader. The wholeheartedly endorsed leader has a favourable situation because

of the followers’ willingness to follow him or her. If relationships are strained or poor,

the leader is in a rather unfavourable situation. Group members must be urged and

influenced in the performance of task activities, hardly satisfactory for promoting

enthusiasm and involvement.

How to be an Effective Leader?

Determining Effectiveness:

One of the most important issues facing the apply behavioural science that are

human productivity—the quality and quantity of work. Productivity concerns both

effectiveness (the attainment of goals) and efficiency (resource cost including those

human resource cost affecting the quality of life).

Peter Drucker wrote “Effectiveness is the foundation and of success—efficiency is a

minimum condition after success has been achieved. Efficiency is concerned with

doing things right. Effectiveness is doing the right things”.

Leadership Effectiveness:

Leadership can be successful or unsuccessful in producing the desired response. A

basic responsibility of a leader in any type of organization is to get work done with

and through people, show their success is measured by the output and productivity

of the group they lead. Bernard M. Bass suggested a clear distinction between

successful and effective leadership.