Management
cum
Conflict Management
lets Recall . . .
FASCISM
It is not Fascism when we do it
Not made
Film Showing
Successful leadership is
based on definable,
learnable behaviour
***Considerations:
Leaders may be
concerned for their
PEOPLE and they
also have some
concern for the
WORK to be done.
The question is, how
much attention should
they pay to one or the
other?
Country Club
Management
Management
LOW
Relationship
Orientation
Team
Management
Authority/Compliance
Management
Situational Contingency
Leadership style is
determined by its
context.
THE SITUATIONALCONTIGENCY
THEORY
Situational Contingency
Leadership style is
determined by its
context.
(THE SITUATIONALCONTIGENCY
THEORY)
Contingency Theory
(Fiedler 2000)
Relational/Reciprocal Theory
Influence
Transactional Leadership
Seeks to motivate followers
by appealing to their own
self- interest
Its principle are to motivate
by the exchange process.
-Business owner exchange status and
wages for the work effort of the employee
***Transformational Theory
1. Developing vision
2. Selling the vision: in order to have followers,
creating trust and personal integrity are critical;
in effect, leaders are selling themselves as well
as the vision
3. Finding the way forward focus on team and task
4. Leading the change: remain visible and central
during the action; leader seeks to infect and reinfect their followers with a high level of
commitment to the vision.
Is charisma
necessary in
the exercise of
leadership?
. . . seen as
necessary but . . .
not sufficient!!!
Transformational Theory
Two key charismatic
effects that
transformational leaders
achieve is to evoke strong
emotions and to cause
identification of the
followers with the leader.
Use ceremonies, rituals,
slogans and other cultural
symbolism to evoke strong
sentiments
***Transformational
Leadership
(By Briones, ADMu)
As inextricably linked
with higher order
values in the
realm of morality and
ethics
As a moral, and attributed
transformational skills to people
success
Ignatian/Jesuit
spirituality,
heroic
leadership is
anchored on
4 core
leadership
pillars . . .
Servant Leadership
Great leaders serve
Adaptive Leadership
Leadership is an activity,
not a set of personality
characteristics
The activity of leadership is
defined as the mobilization
of the resources of a people
or of an organization to
make progress on the
difficult problems it faces.
(Heifetz 2000)
Resonant
Leader
by Goleman Framework
Mastery of Purpose and Vision
Self-Awareness and Control
Empathy
Social Expertness
Personal Influences
Inward
Inward
Outward
Relationship Management
13. Inspirational Leadership
14. Influence
15. Developing competencies
16. Change catalyst
17. Conflict Management
18. Teamwork and Collaboration
Resonant Leader
Social Awareness
10. Empathy
11. Organizational Awareness
12 Service
Self-Management
4. emotional self control
5. transparency
6. adaptability
7. achievement
8. Initiative
9. Optimism
Self Awareness:
1. Emotional self-awareness
2. Accurate self-assessment
3. Self-confidence
Anger Management
(The Film)
Research has shown that stress can lower the bodys ability to do each of those things,
according to Dr. Lorenzo Cohen, Ph.D., assistant professor of behavioral sciences at the
University of Texas, M.D. Anderson Cancer Center."
SUPERVISORS/
PRINCIPALS
LEARNERS
PARENTS
ASAWA
O
BIYENAN
CO-TEACHERS
DISAPPOINTMENT (PAGKABIGO)
KAIPOKRITOHAN (HYPOCRISY)
- Hindi pagkakaroon ng
- KATOTOHANAN!
ang RESULTA:
- Kaplastikan;
- taperweyr;
- orocan
- Pagkukunwari,
pagbabalatkayo
- Kasinungalingan
(Lost of Truth)
- Pagkakaroon ng takot
- Pagmamaliit sa sarili
Maaaring ito ay bunga ng mga ss:
- pinagmanahan
- kaawa-awang karanasan
- pagkawala ng modelo o kulang sa
paghikayat
Pagka-GALIT (Anger)
- Dahil dito,
- nagiging sanhi ito ng
ating pagkalugi sa mga
bagay na dapat ay
makabubuti sa atin
- nasisira ang ating
pisikal na buhay
Pagka-Perpektiyonista
(Perfectionism)
- Kawalan ng kontrol sa
pangangailangang
sekswal
- Pagdinig sa tawag ng
pita o laman
HIGH WILL
HIGH SKILL
HIGH WILL
LOW SKILL
(KONSIYENSIYA AT KASANAYAN)
LOW WILL
LOW SKILL
LOW WILL
HIGH SKILL
LEADERSHIP STYLE
Leadership
What are things that would help you to solve the PROBLEM?
Remember . . .
THE ORGANIZATION
CO OWNERSHIP
1. Failing to
provide
appropriate
feedback (praise,
redirection)
2. Failing to
listen to or
involve others
in the process
Habijan 2015
4. Failing to
set clear
goals and
objectives
Principle
Dont hear ATTACK.
LISTEN for what is behind the
words.
Philosophy:
What do we choose to listen for in a conflict and how do we hear what is said?
Listen to the sound of silence. Issue vs. Personal
Walang Personalan, pero kapag trabaho ang usapan, dapat personalan!
Principle
Philosophy:
Refusing to engage in cycles of attack and counterattack can seem foolish, possibly
dangerous, and maybe even impossible in a conflict situation.
OFFENSIVE VS. DEFFENSIVE (HUWAG KANG PIKON! MAY IBANG GILID ANG PISO!)
Principle
Talk to other persons
best self
Philosophy:
Because attack and defense give rise to more attack and defense and because people
tend to the level on which we engage them, talk to the other persons best self.
MAS MAGANDANG MAALALA KA SA PAGIGING MAAMONG ANGHEL
KAYSA SA MASUNGIT AT MATAPANG NA ANGHEL.
Principle
Differentiate needs,
interests, and strategies.
Philosophy:
We all have the same basic needs, have different interests arising from those needs.
Choose different strategies to meet those needs and interests.
Matrix Revolution: Need vs. Want vs. Know.
Principle
Acknowledge emotions.
See them as signals.
Philosophy:
Emotions are not optional. It is usually counterproductive to consider a conflict
w/o considering the emotions involved.
Bantayan mo ang iyong Emosyon. Mararating mo ang dapat marating at di ka dapat
maapektuhan ng GALIT na emosyon. Huwag kang emosyonal.
Principle
Assume acknowledgement.
Dont acknowledge.
Differentiate between
acknowledge and agreement
Philosophy:
People have a much easier time listening and moving ahead if they feel
that they have been heard.
Makinig ka Para Pakinggan ka. Ito ang umpisa ng pagkakaunawaan. Sa mga taong di
marunong makinig, di nito alam ang KATWIRAN.
Thank you
very much!