Virtues as the Foundation of Leadership (Covey, 1991) PDF

Virtues as the Foundation of Leadership (Covey, 1991) 1. Virtue is defined as conformity to a standard of right and morality. It is a. beneficial quality or power of a thing, and thus, a commendable trait or habit. 2. The following virtues are considered the foun...

Virtues as the Foundation of Leadership (Covey, 1991) 1. Virtue is defined as conformity to a standard of right and morality. It is a. beneficial quality or power of a thing, and thus, a commendable trait or habit. 2. The following virtues are considered the foundation of leadership: a. Prudence-the habit which enables man to direct his actions to human life's goals, knowing the right thing to do and applying it b. Justice-the habit of giving each one his/her due with constant and perpetual will; gives stability that a person needs to work without fear and anxiety in search of happiness c. Fortitude-the habit of overcoming the difficulties and pressures of life in pursuit of goodness d. Temperance - the habit of bringing desires and natural inclinations of man under the control of reason e. Industry-the habit of working hard and working under pressure f. Loyalty-the habit of remaining true to your friends and to your principles (goals) in times of difficulty g. Responsibility-the habit of being accountable for one's actions, duties, and obligations; readiness to answer for the consequences of one's actions h. Cheerfulness-the habit of being optimistic; always seeing the bright side of things 1. Generosity-the habit of sharing the good that one has with other people; thinking first of the people around him/her and looking for ways he/she can help and serve them  j. Magnanimity-the habit of having great ideals and ambitions of doing good; being concerned with doing great deeds of service to others by devoting one's life to help one's country and people Traits of leadership True leadership is the art of changing a group from what it is into what it tough to be. Leadership is the ability to recognize a problem before it comes an emergency. Leadership and learning are indispensable to each other. Leadership is the ability to handle uncertainty. Leadership has nothing to do with ordering people around or directing their every move. Qualities of a Good leader A good leader inspire values of caring in such a caring community each person is valued. A good leader helps members develop a sense of security and trust not only in the leader but also in one another. A good leader is honest and trustworthy and has integrity. A good leader helps people feel a sense of unity. A good leader thinks of ways to help members develop a set of intentions outcomes, goals and direction. Characteristics of a leader (Wadsworth 1997) maintenan high moral among their people inspire commitment and teamwork are honest with themselves see opportunity and challenges do not blame others believe in themselves and their people Authoritarian leadership (Survival) A leader makes decision and announces it. -The leader presents a decision but attempts to "sell" it to team members. - A leader presents a decision and invites questions for qualifications Consultative Leadership (Security) - Leaders present tentative decisions open to change - They invite questions and discussion - Leaders may present a situation, get input, then make a decision - Sometimes, leaders call on members to make decisions but retain veto power Enabling Leadership (Participation) - Leaders define limits and call on members to make decisions - They share available resources (funds, time, etc.) and facilitate decision-making within set parameters - Leaders may ask members to identify limits, explore possibilities, and make decisions Developing Potential Leaders Developing potential leaders is the demanding work.It takes more attention and commitment than either nurturing or equipping. The following table shows the differences in emphases when it come to nurturing,equipping and developing potential leaders (Maxwell, 1995). TABLE 1: Nurturing,Equipping and Developing Potential Leaders. Nurturing Equipping Developing All Many Few Little or no growth Short term growth Long-term growth A desire A Science An art Care Training for work Training on personal Rational Transactional Growth Service Management Transformational Maintains Leadership Adds leadership leadership Establishing Releasing Multiplies leadership Helping Teaching Empowering Need Oriented Skills-Oriented Mentoring What they want What the organization Character oriented needs NATIONAL PLAN OF ACTION FOR PROMOTING THE GOOD CITIZENSHIP VALUES The first National Congress on Good Citizenship was held on 27-28 of October 2006 and its theme was "The Good Citizenship Values:Building Blocks of Development." It pave the way for the implementation of projects and programs for NSTP including the Organization for Plan Implementation:Special Task force areas of concern as follows: An education and training task force 1. Education and training,Capacity building,and Technical Assistance. 2. Advocacy and Information Dissemination Task force. Advocacy,awards,and recognation special events 3. Research and Materials Development Task Force. Planning,Research,and materials development 4. Social Engineering Task Force. Participating in Social Engineering Program and Projects. Thrust of the National Plan Strategies of the National Plan of Action by Sector A. ACADEME 1. Education and Training Integration of good citizenship value in academic priorities,progress,curricula,modules,and grading system 2. Advocacy and Information Dissemination 3. Special Events Incorporating the theme of sports events,family,days,school and barangay meetings 4. Planning Developing of various strategies on promoting programs 5. and Materials development 6. Capacity Building and Technical Assistance 7. Networking and Collaboration 8. Participation in Social Program and Projects 9. Expanding the Good Citizenship movement B.BUSINESS 1. Education and Training 2. Research and Materials Development 3. Capacity Building and Technical Assistance 4. Participation in Social Engineering Programs and Projects C.CIVIL SOCIETY 1. Advocacy and Information Dissemination 2. Networking and Collaboration Assessment of Current Leadership Qualities for a Potential Leader (Maxwell J.C., 1995) Directions: Answer the items by using the 0-4 rating scale, Encircle the number that corresponds to your answer. Legend: 0-never 1-seldon 2-sometimes 3-usually 4-always 1. The person has influence 01234 2. The person has self-discipline 01234 3. The person has a good track record 01234 4. The person has strong people skills 01234 5. The person has the ability to solve problems 01234 6. The person does not accept the status quo 01234 7. The person sees the big picture 01234 8. The person has the ability to handle stress 01234 9. The person displays a positive spirit 01234 10. The person understands people 01234  11. The person is free of personal problem 01234 12. The person is willing to take responsibility 01234 13. The person is free from anger 01234 14. The person is willing to make changes 01234 15. The person has integrity 01234 16. The person is growing closer to God 01234 17. The person has the ability to see what has 01234 to be done next 18. The person is accepted by us and other leaders 01234 19. The person has ability and desire to keep learning 01234 20. The person has a manner that draws people 01234 TOTAL POINTS: Grading scale and explanation description: 90-100 Great leader (mentors other good and great leaders) 80-89 Good leader (keeps on growing and mentoring others) 70-79 Emerging leader (focuses on growth and starts mentoring others)  60-69 Bursting with potential (the ideal person to be developed) People who score below 60 need growth (and may not be ready to be mentored as leaders). Category "below 60" is the most difficult to judge. People in the group will never/rarely become leaders. The better leader the evaluator is, the better will be his/her judgement of a person's leadership potential. Thank you