Prepared By: CESAR IAN B.

ABILA
 MODULE 1
Leadership and its Essence

Preliminaries: Gospel Reading for the Good Shepherd

John 10: 1-21

“I am the good shepherd. The good shepherd lays down his life for the sheep. 12 The hired hand is not the shepherd
and does not own the sheep. So when he sees the wolf coming, he abandons the sheep and runs away. Then the
wolf attacks the flock and scatters it. 13 The man runs away because he is a hired hand and cares nothing for the
sheep.

14
“I am the good shepherd; I know my sheep and my sheep know me— 15 just as the Father knows me and I know
the Father—and I lay down my life for the sheep. 16 I have other sheep that are not of this sheep pen. I must bring
them also. They too will listen to my voice, and there shall be one flock and one shepherd. 17 The reason my
Father loves me is that I lay down my life—only to take it up again. 18 No one takes it from me, but I lay it down
of my own accord. I have authority to lay it down and authority to take it up again. This command I received from
my Father.”

19
The Jews who heard these words were again divided. 20 Many of them said, “He is demon-possessed and raving
mad. Why listen to him?”

21
But others said, “These are not the sayings of a man possessed by a demon. Can a demon open the eyes of the
blind?”

Topic 1: Leadership
Objectives: a) The participants will define leadership at the end of the session.
b) The participants will elaborate characteristic of an effective leader.

Activity 1: Community Observation

Instruction:
Try to remember some leaders in your community, classroom, City, or anyone that you encounter.
1. What Characteristics does that leader has that you like the most?
2. What makes him/her different from the others?
What is Leadership?
There are a number of definitions of leadership. We are using the following working
definition for our purpose:
“Leadership is fundamentally the art of persuasion. Aristotle teaches that basically the means available to
the speaker or potential leader are three: his speech or arguments (logos), the emotional disposition of his
listeners (pathos) and the character (ethos) that he projects.” - (Aristotle)

Are leaders born or acquired?

Although it is true that some people are born with greater natural gifts than others,
the ability to lead is really a collection of skills, nearly all of which can be learned
and improved, but that process doesn’t happen overnight.
In a study of ninety top leaders from a variety of fields, leadership experts’ warren
Bennis and Bure Nanus made a discovery about the relationship between growth
and leadership. “It is the capacity to develop and improve their skills that
distinguishes leaders from their followers”. Successful leaders are learners.
Moreover, the learning process is ongoing, a result of sect discipline and
perseverance. The goal each day must be to get a little better, to build on the
previous day’s progress.
Characteristics of an effective leader
1. Wants improvement: They are never satisfied with the status quo, but
believe that with a bit of effort things could be much better. Given this belief,
leaders are the ones who have ideas or dreams about ways to improve a
situation. (Jesus did not come to earth to abolish the law of mosses but
instead, to improve it, Indeed he is a good shepherd)
2. Experiment and take risks: A leader is not afraid of failure, believing that
failure is never the end of the road, but merely a stepping-stone to eventual
success. During an interview with Thomas Edison, a young reporter asked
the inventor how many experiments he had to conduct before he finally
invented a light bulb that worked. (Just like how shepherds take the risk in
their job from wild animals in the field)
3. Envision the future: A leader always has a future orientation, an eye for
what might be.
This is not an empty, wishful thinking for things to be better. The leader agrees
with the saying: “If wishes were horses, beggars would ride.” A leader does not
just wish for a better future. Instead, he/she forms a vision of what that better
future could be and has a general idea of how to get there. (Just as how
sheperds predict the coming storms and bad weather that may harm the sheep)
4. Enlist others to follow: An individual can be a leader only if he/she has
people who are ready to follow his/her lead. Therefore, to be a leader, one
has not only to form a vision of a better future, but has to persuade others to
come along on the march to that future. (Just us how the shepherd took care
of the flock and find the lost sheep)
This means that a leader has to be a salesperson. is not enough for the leader
to build a better mousetrap (i.e., vision of the future); he/she has to convince
others that the envisioned future is better than the present and worth working
for. 7
5. Foster collaboration: A leader cannot make the envisioned future real by
him/herself. The leader negotiates with the followers over what steps they
should all take to make it happen. No leader brings about a better future on
his/her own. Fostering team work: A leader realizes that a group of
individuals, each doing their own thing, doesn’t succeed like a team of
individuals working together. Instead, the leader tries to create a cooperative
atmosphere in which followers collaborate (work together) to build the
future.
(Jesus as a good Shepherd establish a collaboration between the 12 chosen
apostle, He choose not to be alone in doing the ministry, just us how the
sheep and shepherd build a strong connection )

6. Empower Members: A leader knows that people who never lift a finger to
help themselves do not appreciate what others do for them. However, worse,
those who do not help themselves eventually make themselves incapable of
helping themselves. We all seem to agree with the wisdom: “Give a person a
fish and you have fed him/her for a day. 'Teach an individual to fish, and you
have empowered that person to feed him/herself for a life time.” (Jesus as a
good shepherd touches different life that empowers them to be a good
disciple, He gave challenges and wisdom to the apostles)

7. Lead by doing: A leader must practice what he/she preaches; he/she walks
his/her talk. A leader realizes that followers will do as he/she does, not just,
what he/she says. Build commitment to action: A leader knows that there are
three aspects in human behavior: the cognitive, the emotional, and the
conative. The cognitive aspect refers to thoughts, opinions, beliefs, and
information. The emotional aspect refers to one’s feelings, attitudes, and
values. These too shape human behavior. We will do those things we like,
avoid those we dislike, and expend energy for something that we value. The
conative aspect refers to the will to act, to resolve, to commitment. Without
the presence of this aspect, our behavior is quickly broken or never
activated. The leader knows that if he/she wants to change things, he/she
must make sure that followers have a commitment to the proposed change.
(It’s the same with how shepherds guided the flock the safest way to take,
and how Jesus showed himself as an example)

8. Recognize contributions: A leader knows that to motivate his/her

followers, he/she must reward the efforts of his/her followers. This reward
need not be monetary. Several 8 psychological studies have shown that
people respond more often and strongly to public recognition than to
monetary awards. The leader knows that it is important to recognize any and
all efforts that are in the direction of the desired behavior. If a leader only
rewards success, he/she runs the risk of making people wary of ever taking
 on a task unless it is a “sure bet.” On the other hand, a leader does not
punish failure, because he/she knows that that can stop followers from ever
volunteering for something at which they might not succeed. The leader
focuses more on efforts than results. ( Just the same how Jesus console the
apostle by saying )
9. Celebrate accomplishments: Tom Peters (In Search of Excellence) reports
that those organizations that he found to be “excellent” always take time out
to recognize staff contributions and to celebrate accomplishments.
Obviously, a leader knows that he/she must be sincere in doing this; people
know when your actions are just “window dressing.” People seem to respond
positively to certificates, plaques, and photo displays of themselves as
“Employee of the Month.”

10. Foster Conflict Resolutions (win-win) - Effectively handles

disagreements and conflicts. Settles disputes by focusing on solving the
problems, without offending egos. Leader Provides support and expertise to
other leaders with respect to managing people. (Just as how Jesus resolved the
conflict among apostles about the who can sit in his right hand in the Kingdom)

Acyivity 2: Akong misyon sa Ministriya (Catholic Youth Ministry)

1.

2.

3.

4.

5.

Synthesis: “Jesus set the barometer of good leadership having shepherd as

an example.”
 Topic 2: Three Styles of Leadership
Objective: a) At the end of the activity the participants will identify different leadership
styles

Activity 1: Magnify the difference

1. Try to choose three leaders. Differentiate its leadership styles without naming
them.
Leader 1 Leader 2 Leader 3

Q 1. What are the strength and weaknesses of each leadership style they possess?

If you think about leaders and how decisions are made, there really are about
three distinct styles with many variations in-between. At one extreme we have the
autocratic leader that makes almost a unilateral decision on how to proceed. At the
other extreme we have a laissez faire leader that allows the followers or
employees to make all the decisions. In the middle of these two extremes, we have
democratic leaders which allow for more participation in the decision making
process. Kurt Lewin and colleagues did leadership decision experiments in 1939
and identified three different styles of leadership, in particular around decision-
making.
(1) Authoritarian (Autocratic)
This type is used when the leader tells his/her group what he/she wants to be done
and how he/she wants it to be done, without getting the advice of his/her people.
They retain most of the authority for themselves. They make decisions confidently
and assume that group members will comply; they are concerned with group
members’ attitudes toward decisions. They are considered task-oriented because
they place heavy emphasis on getting tasks accomplished.
Typical autocratic behaviors include telling people what to do, asserting
themselves, and serving as models for team members. Leader tells his employees
what he wants done and how he wants it done, without getting the advice of his
people. Leader dominates followers and he/she lack confidence in others. He/she
decides by himself without consultation. He/she exercises one way of
communication. He/she does not exercise delegation. Followers expect continual
direction is expected from a leader.
Some of the appropriate conditions to use authoritarian leadership are when you
have all the information to solve the problem, when you are short on time, and
when your group is well motivated. Some people think that this style includes
yelling, using demeaning language, and leading by threats and abuse of power.
This is not the authoritarian style; it is an abusive, Unprofessional style of
leadership.
(2) Democratic (Participative)
Participative leaders share decision making with group members. This style
involves the leader including one or more group members in determining what to
do and how to do it. It encompasses so many behaviors that it can be divided into
three subtypes: consultative, consensus, and democratic.
Consultative leaders confer with group members before making a decision.
However, the leader maintains the final decision-making authority. This is not a
sign of weakness; it is a sign of strength that your group will respect. Consensus
leaders are called that because they strive for consensus. They encourage group
discussion about an issue and then make a decision that reflects general
agreement and will be supported by group members. All workers who will be
involved in the consequences of a decision have an opportunity to provide an
input. A decision is not considered final until all parties involved agree with the
decision.
(3) Delegative (Free rein)
In this style, the leader allows the team (or individual) to make the decision. Free-
rein leaders turn over virtually all authority and control to the group. Leadership is
provided to the group indirectly rather than directly. Group members are
presented a task to perform and are given free rein to figure out how to perform it
best. The leader does not get involved unless requested. Team members are
allowed all the freedom they want as
long as they do not violate policy. In short, the free rein leader delegates
completely. However, the leader is still responsible for the decisions that are
made. This style sometimes works effectively with well-motivated and experienced
employees. These people are self-sufficient and may not need help or emotional
support from the manager. A problem with free-rein leadership, however, is that
group members perceive the free-rein leader as uninvolved and indifferent. Yet,
free-rein leaders believe they are helping subordinates develop self-sufficiency.
Activity 2. Situational.
The Facilitators will give 5 scenarios of conflicts and problems and the participants
will identify what leadership style is more appropriate to use (Authocratic,
democratic, delegative)
Activity 3: Think, Pair, and Share
Instructions: Choose a Partner and share your thoughts based on the guide
question below.
Guide Questions:
1. Which leadership style do you prefer to use?
2. Who are the leaders that you wanted to be like? You can choose world known
leaders or local leaders.
Synthesis: “The lesson? Christian leaders must centre their characters on a Christ-like servant
heart, not serving themselves with the benefits of position, power and status, emulating leaders in
the world. On the contrary, Jesus calls us, as his leaders, to grow a servant heart. He calls us to
follow his example with humility, serving those whom we lead; enabling them to achieve the
purpose to which God calls them is our goal. Why? Because in the context of the Kingdom of God,
they are not our tools but together, we collaboratively serve God and His purposes. This is Jesus’
leadership style.”

Topic 3: Transactional and Transformational Leadership

Preliminaries: Introduction Acts 22:1-21

“This divine encounter of Paul represents a unique and transitional period in his life. Like Bridges acknowledged
in his book “Managing Transitions,” Paul on the road to Damascus encountered an ending of a ferocious way of
life and began an uneasy transitional journey into a new way of life as a pioneer of new work after his
conversion experience. Paul did go through the three-transition process that Bridges outlined in his book, which
is the ending phase, the neutral zone period which represents many persecutions and difficulties Paul himself
went through from his countrymen and fellow Christians alike. The Christians at Damascus initially found it very
difficult to accept him, as Christ-follower in their midst because of his unparalleled record of persecution of the
Church. They feared and insinuated that perhaps, his participation in the mission activities was a camouflage.
Finally, Paul experienced a new beginning by pioneering a great deal of mission work in the Gentile world.”

(Luke 12: 49-53)

49
“I have come to bring fire on the earth, and how I wish it were already kindled! 50 But I have a baptism
to undergo, and what constraint I am under until it is completed! 51 Do you think I came to bring peace
on earth? No, I tell you, but division. 52 From now on there will be five in one family divided against
each other, three against two and two against three. 53 They will be divided, father against son and son
against father, mother against daughter and daughter against mother, mother-in-law against daughter-in-
law and daughter-in-law against mother-in-law.”
Objective:
a) At the end of the activity the youth will differentiate transactional and transformational leadership.

ACTIVITY 1: Brain Storming

1. Group the participants wherein each group is composed of at least five person.
2. Choose a facilitator, a secretary, and a reporters.
3. Let them have a sharing period base on the guide questions below.

Q1. Why do you think that Jesus came for division and not for peace?
Q2. What are the few things you want to transform in your chapel? How can you contribute for it?

Transactional Leader
Transactional leadership, as its name implies, views leadership as based on
transactions between leader and followers. The leader sees human relations as a
series of transactions. Thus, rewards, punishments, reciprocity, exchanges
(economic, emotional, and physical) and other such "transactions" are the basis of
leadership. In simplest terms, the attitude is: “I lead this organization by paying
you and telling you what you need to do; you respond by doing what you need to
do efficiently and well, and the organization will prosper”
Transformational Leader
Transformational leadership looks at leadership differently. It sees a true leader as
one who can distill the values, hopes, and needs of followers into a vision, and then
encourage and empower followers to pursue that vision. A transactional leader
thinks of improvement or development as doing the same thing better: an
organization that reaches more people, a company that makes more money. A
transformational leader thinks about changing the world, even if only on a small
scale.
Activity 2: Portrait of Leadership
Instruction:
1. Divide the group into 2 and assigned each of them to portray transactional
and transformational leadership.
2. Give them 3mins to prepare and 3 mins to perform.

Activity 3: Youth Action Plan

Schedule Solutions/ Activity/Program Budget Person
to implement Outsourci Involved
 ng

SYNTHESIS: “Base on the Gospel, Jesus did not mean to promote divisions among
Families but his statement is to emphasize that one has to go against the wrong
culture, and the usual. Just like how he corrected the wrong decisions and
teachings of the hypocrites and preach to the people the truth and the right which
then creates division between his followers and Pharisees nor his followers versus
their families”

MODULE 2
Leadership as Modeling
Servant Leadership

MARK 10: 37-45

Then James and John, the sons of Zebedee, came to him. “Teacher,” they said, “we want you to do for
us whatever we ask.”
36
“What do you want me to do for you?” he asked.
37
They replied, “Let one of us sit at your right and the other at your left in your glory.”
38
“You don’t know what you are asking,” Jesus said. “Can you drink the cup I drink or be baptized with
the baptism I am baptized with?”
39
“We can,” they answered.

Jesus said to them, “You will drink the cup I drink and be baptized with the baptism I am baptized with,
40
but to sit at my right or left is not for me to grant. These places belong to those for whom they have
been prepared.”
41
When the ten heard about this, they became indignant with James and John. 42 Jesus called them
together and said, “You know that those who are regarded as rulers of the Gentiles lord it over them, and
their high officials exercise authority over them. 43 Not so with you. Instead, whoever wants to become
great among you must be your servant, 44 and whoever wants to be first must be slave of all. 45 For even
the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many.”
Objective:
a.) At the end of the session the participants will understanding the kind of leadership set by Jesus
himself.

Questioning : Q1. What kind of leadership that God wanted us to possess?

Q2. When was the last time that you make selfless decisions or actions.
Q2. How do you feel every time you sacrifice for the sake of others?

Servant leaders are people who use leadership as a means to help others, instead
of as a way to gain personal power. These people come to leadership because they
want to serve others better. Robert Greenleaf, in his essay ‘The Servant as Leader’,
puts it this way: "It begins with the natural feeling that one wants to serve, to
serve first. Then conscious choice brings one to aspire to lead. The difference
manifests itself in the care taken by the servant--first to make sure that other
people's highest priority needs are being served."
Servant leaders, in their service, believe that they can do the most good by
accepting the responsibilities and possibilities of leadership. The people who
become leaders out of a desire to serve more effectively are called servant
leaders.
Qualities of the servant leader
 The servant leader believes her/himself "first among equals." This
idea is at the very core of servant leadership.
 A servant leader does not consider her/himself above those he
leads. Rather, he is primus inter pares from Latin, meaning "first among
equals." That is, he sees those he leads as peers to teach and to learn from.
He is willing to lead others in order to reach an agreed upon goal, but he
doesn't believe that being the leader makes him better than others.
 The servant leader is a team builder. She/he will draw on the strengths
of followers, and be a follower herself/himself when appropriate. Such a
leader doesn't lead by decree or dictate. Instead, he or she leads by allowing
everyone to do what he or she does well. The style of guidance of servant
leader--where people, as equals, are able to voice their concerns and work to
their potential--is not a heavy weight on followers. Instead, the servant
leader shares burdens and benefits equally with these peers. Everyone
involved benefits.
 The servant leader uses power honestly. A servant leader uses
leadership and power legitimately, for the good of the people he or she
serves.
 The leader sees leadership as a means to obtain the general good,
not as a desired personal end. For those of us watching people in power, the
difference is very clear. We don't look up to the lone leader who uses his
muscle and brags of his brawn, nor to the politician who uses polished talk
 and brags of his skill. to the ‘Mother Theresa's’ and the Nelson Mandela's of
the world: they are servant leaders who have filled their positions with
integrity. The servant leader understands the importance of day-to-day
details. A servant leader is not a person of "The Great Talk." only. Great
speeches make up a very small portion of leadership, and their need is even
smaller for a servant leader. Being a servant leader is more about the one-
on-one discussions and in taking care of the everyday details.
 The servant leader is not closed-minded. She/he listens and learns from
her/his constituents. She/he is open to improvement. Therefore, if she/he is
convinced that the other is right, he will gracefully accede to the other's
suggestion. Listening is innate to the servant leader--caring about others is a
part of who they are. They can use that skill and learn from their followers;
they aren't only teachers. The servant leader involves others and helps
people get what they want.
 The servant leader cares about people; and so she/he will naturally find
out what they want, and help them to get it. A servant leader knows--and
uses--the language of his constituents. The servant leader stretches his or
her constituents. While, the servant leader starts where people are, he
doesn't stop there. Instead, the servant leader helps others see the potential
that exists.

Gospel READING: Washing of the Feet (Jn. 13: 2-17)

The evening meal was in progress, and the devil had already prompted Judas, the son of Simon
Iscariot, to betray Jesus. 3 Jesus knew that the Father had put all things under his power, and that he
had come from God and was returning to God; 4 so he got up from the meal, took off his outer
clothing, and wrapped a towel around his waist. 5 After that, he poured water into a basin and began
to wash his disciples’ feet, drying them with the towel that was wrapped around him.
6
He came to Simon Peter, who said to him, “Lord, are you going to wash my feet?”
7
Jesus replied, “You do not realize now what I am doing, but later you will understand.”
8
“No,” said Peter, “you shall never wash my feet.”

Jesus answered, “Unless I wash you, you have no part with me.”
9
“Then, Lord,” Simon Peter replied, “not just my feet but my hands and my head as well!”
10
Jesus answered, “Those who have had a bath need only to wash their feet; their whole body is
clean. And you are clean, though not every one of you.” 11 For he knew who was going to betray
him, and that was why he said not everyone was clean.
 12
When he had finished washing their feet, he put on his clothes and returned to his place. “Do you
understand what I have done for you?” he asked them. 13 “You call me ‘Teacher’ and ‘Lord,’ and
rightly so, for that is what I am. 14 Now that I, your Lord and Teacher, have washed your feet, you
also should wash one another’s feet. 15 I have set you an example that you should do as I have done
for you. 16 Very truly I tell you, no servant is greater than his master, nor is a messenger greater than
the one who sent him. 17 Now that you know these things, you will be blessed if you do them.

Activity 2. Think Pair and Share

1. Write your reflection from the topic and Bible readings.

2. Share it to your chosen buddy.

Synthesis and Recap.

In Mark 10: 37-45, Jesus emphasizes servant leadership, teaching that greatness comes from serving
others. This aligns with John 13: 2-17, where Jesus exemplifies humility by washing his disciples
feet. Both passages underscore that transformative power of selfless service in spiritual growth and
communal bonds, emphasizing the essence of humility and sacrificial love in Christian Teaching. In
other words, God wanted us to be Servant Leaders.

Ethics in leadership

Bible Reading: Hebrew 13: 7-9

7
Remember your leaders, those who spoke to you the word of God. Consider the outcome of their way of life,
and imitate their faith. 8 Jesus Christ is the same yesterday and today and forever. 9 Do not be led away by
diverse and strange teachings, for it is good for the heart to be strengthened by grace, not by foods, which have
not benefited those devoted to them. 1

We know that leadership in general is about many things – such as, vision,
principle and integrity. Leadership is especially about the power to motivate others
through words and deeds. In addition, ethical leadership is about ethically
motivating others in ethical directions. Obviously, ethical leadership is a complex
matter and difficult to give straight answer which can satisfy to all stakeholders.
Ethical leadership is knowing your core values and having the courage to live them
in all parts of your life in service of the common good. Ethical leader is a person
who acts with integrity. Below are some reflections questions to ask on your
personal journey toward ethical leadership:
• Will you be the same person at work? At home? In the community?
• Will you have the courage to live out your values when there is pressure to
compromise or rationalize?
• How do your values contribute to the common good?
9.1 Characteristics of an ethical leader
Question: How to become an Ethical Leader?
Articulate and embody the purpose and values of the organization.
It is important for leaders to tell a compelling and morally rich story, but ethical
leaders must also embody and live the story. This is a difficult task in today’s
business.
Focus on organizational success rather than on personal ego.
Ethical leaders understand their place within the larger network. It is not about the
leader as an individual, it is about something bigger—the goals and dreams of the
organization. Ethical leaders also recognize that value is in the success of people in
the organization.
Find the best people and develop them.
This task is fairly standard in different models of leadership. Ethical leaders pay
special attention to finding and developing the best people precisely because they
see it as a moral imperative—helping them to lead better lives that create more
value for themselves and for others. Finding the best people involves taking ethics
and character into account in the selection process.
Create a living conversation about ethics, values and the creation of
value for stakeholders.
Too often business executives think that having a laminated “values card” in their
wallet or having a purely compliance approach to ethics has solved the “ethics
problem.” Suffice it to say that Enron and other troubled companies had these
systems in place. What they didn’t have was a conversation across all levels of the
business where the basics of value creation, stakeholder principles and societal
expectations were routinely discussed and debated. There is a fallacy that values
and ethics are the “soft, squishy” part of management. Nothing could be further
from the truth.
In organizations that have a live conversation about ethics and values, people hold
each other responsible and accountable about whether they are really living the
values. In addition, they expect the leaders of the organization to do the same.
Bringing such a conversation to life means that people must have knowledge of
alternatives, must choose every day to stay with the organization and its purpose
because it is important and inspires them. Making a strong commitment to
bringing this conversation to life is essential to do if one is to lead ethically.
Take a charitable understanding of others’ values.
Ethical leaders can understand why different people make different choices, but
still have a strong grasp on what they would do and why. Following twenty-seven
years in South African prisons, Nelson Mandela was still able to see the good in his
jailers. After one particularly vicious jailer was being transferred away from
Robbins Island because of Mandela’s protest and push back, the jailer turned to
Mandela and stated “I just want to wish you people good luck.” Mandela
interpreted this statement charitably as a sign that all people had some good
within them, even those caught up in an evil system. Mandela felt that it was his
responsibility to see this good in people and to try and bring it out. One CEO
suggested that instead of seeing ethical leadership as preventing people from
doing the wrong thing, we need to view it as enabling people to do the right thing.
Make tough calls while being imaginative.
Ethical leaders inevitably have to make a lot of difficult decisions, from reorienting
the organizations strategy and basic value proposition to making individual
personnel decisions such as working with employees exiting the organization.
Ethical leaders do not attempt to avoid difficult decisions by using an excuse of
“I’m doing this for the organization.” The ethical leader consistently unites “doing
the right thing” and “doing the right thing for the organization.”
Women in Bangladesh to start businesses has helped millions of them to be able to
feed themselves. Know the limits of the values and ethical principles they live. All
values have limits, particular spheres in which they do not work as well as others.
The limits for certain values, for instance, may be related to the context or the
audience in which they are being used. Ethical leaders have an acute sense of the
limits of the values they live and are prepared with solid reasons to defend their
chosen course of action. Problems can arise when managers do not understand the
limits of certain values.
Ethics is no different from any other part of our lives: there is no substitute for
good judgment, sound advice, practical sense, and conversations with those
affected by our actions.
Frame actions in ethical terms.
Ethical leaders see their leadership as a fully ethical task. This entails taking
seriously the rights claims of others, considering the effects of one’s actions on
others (stakeholders), and understanding how acting or leading in a certain way
will have effects on one’s character and the character of others. There is nothing
amoral about ethical leaders, and they recognize that their own values may
sometimes turn out to be a poor guidepost.
The ethical leader takes responsibility for using sound moral judgment.
Nevertheless, there is a caution here, it is easy to frame actions in ethical terms
and be perceived as “righteous.” Many have the view that ethics is about
universal, inviolable principles that are carved into stone. We need to start with
principles and values, and then work hard to figure out how they can be applied in
today’s complex global business environment.

Principles, values, cultures, and individual differences often conflict. Ethical

leadership requires an attitude of humility rather than righteousness: a
commitment to one’s own principles, and at the same time, openness to learning
and to having conversations with others who may have a different way of seeing
the world. Ethics is best viewed as an open conversation about those values and
issues that are most important to us and to our business. It is a continual discovery
and reaffirmation of our own principles and values, and a realization that we can
improve through encountering new ideas.
Components of Ethical Leadership
Ethical leadership begins with the way leaders perceive and conceptualize the
world around them. Ethical leadership, organizational ethics, and social
responsibility are inseparable concepts. They are developing concepts, to be sure,
but inseparable. How ethical leaders relate to and come to understand the world
around them involves judgment and action. These can be developed. In sum, the
leader's role is to guide the human potential of the organization's stakeholders to
achieve organizational aspirations in ways that liberate rather constrain their
imaginations and judgment.
4 Components of Ethical Leadership
Ethical leadership must, then, be effective, efficient, and excellent if it is not to
waste human potential. It is not enough to be ethical in one's individual actions to
be an ethical leader. To be effective, efficient, and excellent, four components of
ethical leadership must be understood and developed: purpose, knowledge,
authority, and trust. The relationship between these four components can be
visualized as interrelated components, as described in the figure opposite.
Attention to any one component alone is incomplete and misleading.
• Purpose-The ethical leader reasons and acts with organizational purposes firmly
in mind. This provides focus and consistency.
• Knowledge-The ethical leader has the knowledge to judge and act prudently.
This
knowledge is found throughout the organization and its environment, but must be
shared by those who hold it.
• Authority-The ethical leader has the power to make decisions and act, but also
recognizes that all those involved and affected must have the authority to
contribute what they have toward shared purposes.
• Trust-The ethical leader inspires-and is the beneficiary of-trust throughout the
organization and its environment. Without trust and knowledge, people are afraid
to exercise their authority.
Activity 2: Social Analysis
Identify the unethical behavior of the Youth today, and identify the possible
solutions to ensure that all members are in march to modeling type of leadership
in our community.
Unethical Behaviors Possible Solutions

Synthesis:
Leading by example is the best method to achieve the goals. In the community of
Dapitan, youre actions do matter than your words.

TEAM WORK & TEAM BUILDING

.”

3. 1 Corinthians 12:17-20

If the whole body were an eye, where would the sense of hearing be? If the whole body were an ear,
where would the sense of smell be? But in fact God has placed the parts in the body, every one of
them, just as he wanted them to be. If they were all one part, where would the body be? As it is,
there are many parts, but one body.

The best teams do not have people with similar skills – they combine the diverse talents and
backgrounds from a pool of diverse individuals and appreciate the gifts that each one brings to
contribute. Great teams have people that know their role and appreciate others as well.
In Genesis 2:18, the Bible says, “And the Lord God said, It is not good that the man should be alone; I
will make him a helper suitable for him.

Why teams sometimes fail?

Teams do not always work well. Some companies underestimate the difficulties of
moving to a team based approach. Teams require training, empowerment, and
well managed transition to make them work. Groups may fail to become effective
teams unless managers and team members commit to the idea, understand what
makes teams work, and implement appropriate practices.

Characteristics Of Effective Team Work

Effective teams have their own characteristics which distinguish them from
unsuccessful ones. The followings are some of the major characteristics:
1. Clear objectives and agreed goals
Group that share common goals are likely to be more cohesive than those that do
not. There is no success unless a group knows what to achieve. Therefore,
organizational objectives or task objectives should be discussed and agreed upon
by members of the team; otherwise there will be a gap between teams and
personal objectives. Therefore, an effective team has to narrow the gap. How
cooperatively and democratically the goals have been set influences how cohesive
the group will become. The more the group cooperates and participates in setting
goals, the higher the group cohesiveness.
2. Openness and confrontation
To be effective members of team individuals need to be able to:
- State their views
- State their differences of opinion
- State their interests and problems without fear; because no team really works
effectively if there is a total dictatorship, Effective team do not avoid delicate or
unpleasant issues but they confront them honestly and fairly. Therefore, to
improve openness and confrontation managers must improve communication and
timely feedback as well as properly manage conflict for their constructive uses.

3. Support and Trust

In any team work if there is a support there is a trust. With trust people can talk
freely about their fears and problems and receive from others the help which they
need to be more efficient. However, there are problems in achieving support,
because people have different backgrounds, values, expectations and perceptions.
They are defensive of their responsibilities and they inhibit agreements, and there
is a low level of trust.

3. Co-operation and Conflict

Co-operation among team members should exist for a smooth functioning of their
activities. Where there is co-operation, a degree of conflict is there as a necessary
and useful part of organizational life. Conflict should be there, otherwise people will
be lazy and it is a score of new ideas.
4. Appropriate Leadership
To be a leader, one needs to have determination. It means to be resolute inside
and outside with oneself and with others. The first responsibility of a team leader is
to define the objective of the task. Accomplishing the objectives is the ultimate
test of leadership. Some team leaders rule by fear, get results by shouting,
ordering, and threatening; but some are nice and friendly. Anyhow, team leaders’
responsibility is to keep team's health, observe, diagnose and treat dissatisfaction,
disunity or de-motivation. Therefore, for the effectiveness of the team, the team
leader should lead rather than drive.
5. Regular Review
A good team understands not only the team's character and its role in the
organization, but it looks at the way team works, how it makes decisions deal with
conflicts, etc. Therefore, regular review allows the team to learn from experience
and consciously improve team-work.
6. Individual Development
One obvious fact about team is that their effectiveness must in part be a function
of individual ability. Individuals are creative; they see opportunities, seize them
and make them practical for the benefit of the organization. As a result members
of a team have to learn from such individuals for their own skill development and
use it for their organizations; mangers should also perform the following:
- Arrange for skill development
- Give positive and timely feedback so that team members learn from their
mistakes and failures
- Give open and constructive criticisms
- Encourage them to face challenges
- Use feelings and positive forces
7. Sound Inter-group Relations
No matter how well a team exhibits the above characteristics of effective
teamwork; its members will be hindered if it lacks good relationships with other
groups or individuals. Inter-group relations is important, because positive relations
generate more help, easy flow of information and problem solving, resulting less
anxiety and ore happiness, and makes working place more enjoyable.
8. Participative Decision making
Teams’ functions well when there is participatory and all-inclusive decision making
are in place. The leader should play significant role in this regard to make sure
team member’s participation in decision making process.
9. Positive perception of disagreement
Conflicts of ideas is a fact of life and frequently happen in any team what matters
most is perceiving the disagreement as positive to the team to come up with a
more feasible solution. Personalizing critics and considering disagreement of
members as negative is the major causes of team failure.

CLOSING ACTIVITY
COMMITMENT CHAIN MAKING