NSTP 2
NATIONAL SERVICE TRAINING PROGRAM 2
FACILITATOR: ALMA B. CUEVAS
LEADERSHIP AND TEAM BUILDING
also means “doing the right things’
 It is a call to everyone….
 It is the process of influencing the activities
of a person or a group to
achieve a goal in a given situation.
 “any attempt to influence the behavior of
another individual or group”
according to Paul Hersey.
 “actual change in behavior is needed for
successful leadership
according to Bernard Bass.
Volunteerism
Volunteering allows you to connect to your community and
make it a better place. ... And volunteering is a two-way
street: It can benefit you and your family as much as the
cause you choose to help. Dedicating your time as a
volunteer helps you make new friends, expand your
network, and boost your social skills.
SERVANT LEADERSHIP
The following are ten characteristic of a
servant leader:
1. ONE WHO LISTENS – Communication and
decision-making skills of a leader
are enhanced by listening deeply to other.
2. ONE WHO CAN EMPATHIZE – People
need to be accepted and recognized for
special and unique spirits. Thus, servant
leaders strive to understand and
empathize with those they serve.
3. ONE WHO HEALS – Servant leaders need to recognize that they have an
opportunity to help make whole “the broken spirits of those with they come
contact with.
4. ONE WHO IS AWARE – General Awareness (particularly self- awareness) is
essential. It aids understanding issues of ethics and values.
5. ONE WHO CAN PERSUADE – Servant leaders use persuasion rather than
positional authority in making decision within an organization. Convincing, rather
coercing others, is the goal.
6. ONE WHO CAN CONCEPTUALIZE – Servant leaders nurture the ability to
“dream great dreams” and are able to think beyond day-to-day realities in
problem solving
7. ONE WHO HAS FORESIGHT - Foresight is a quality rooted in an intuitive mind.
Servant leaders understand the lessons of the past, the realities of the present,
and the likely consequences of decisions for the future.
8. ONE WHO CAN BE STEWARD – Servant leaders hold institutions in trust the
greater glory of society.
2
9. ONE WHO IS COMMITTED TO THE GROWTH OF PEOPLE – Servant leaders
nurture the personal, professional and spiritual growth of those around them.
10.ONE WHO CAN BUILD COMMUNITIES – Servant leaders recognize the
importance of community especially large institution, and strive to help foster
community development.
BRANDON SAWYER formulates these 10
commandments of Servant Leadership:
1. Thou shall not plug thy ears. Which means
communication and decision_x0002_making
may come from suggestions and participation
not by your instinct alone.
2. Thou shall not condescend. Means you
should accept and acknowledge the
other’s unique individuality they have the right
to be accepted or treated as
people.
3. Thou shall not deny treatment. You should
treat colleagues fairly and justly
after all they are also part of the organization
4. Thou shall not force compliance. Big
decisions are most effective when you
persuade others to believe in your position
and consensus within the group.
5. Thou shall not avert thy eyes. General
awareness, especially self- awareness,
strengthens your ethical understanding
enabling you to deal with complex issues
more effectively.
6. Thou shall not be shortsighted. You must
consider the past situation for it will
help you see the bright side of things and
eventually will help you see the
consequence in the future.
•
•
•
•
•
•
•
•
•
7. Thou shall not be thick. Nurture your ability to
dream great dreams, thinking
beyond day-to-day management realities.
8. Thou shall not thwart humanity. Be
committed to the true value of people
beyond their tangible contribution as workers.
9. Thou shall not plunder. Remember that you
hold your institution in trust for the
greater good of society, and along with
everyone else; you are a steward of the
organization.
10.Thou shall not divide and conquer. Develop
a greater sense of community
among all members of the organizations.
TEAMWORK
Teamwork – work done by several
associates with each doing a part but
all
subordinating personal prominence to
the efficiency of the whole group/team
to
achieve the common goal.
CHARACTERISTICS OF AN
EFFECTIVE TEAM
1. Clear purpose The vision, mission,
goal or task of the
team has been defined and is
nowaccepted by everyone. There is
an action plan.
TEAMWORK
2. Informality The climate tends to be informal,
comfortable, and relaxed. There are no
obvious tensions or signs of boredom.
3. Participation There is much discussion and everyone
is encouraged to participate.
4. Listening The members use effective listening
techniques such as questioning,
paraphrasing, and summarizing to get
out ideas.
5. Civilized disagreement There is disagreement, but the
team is
comfortable with this and shows no
signs of avoiding, smoothing over, or
suppressing conflict
6. Consensus decisions For important decisions, the goal is
substantial but not necessarily
unanimous agreement through open
discussion of everyone’s ideas,
avoidance of formal voting, or easy
compromises.
7. Open communication Team members feel free to express
their feelings on the tasks as well as on
the group’s operation. There are few
hidden agendas. Communication takes
place outside of meetings.
8. Clear roles and work There are clear expectations about the
roles played by each team member.
When action is taken, clear assignments
are made, accepted and carried out.
Work is fairly distributed among team
members.
9. Shared leadership assignments While the team has a formal leader,
leadership functions shift from time to
time depending on the circumstances,
the needs of the group, and the skills of
the members.
10. External relations The team spends time developing key
outside relationships, mobilizing resources, and building credibility with
important players in other parts of the organization.
11. Style diversity The team has a broad spectrum of team-player types
including members
who emphasize attention to tasks, goal setting, focus on process, and questions
about how each team is functioning.
12. Self-assessment Periodically, the team stops to examine how well it is
functioning and what may
be interfering with its effectiveness.
EFFECTIVE TEAMWORK THROUGH COOPERATION, TRUST, AND COHESIVENESS
Cooperation
Individuals are said to be cooperating when their efforts are systematically
integrated to achieve a collective objective. (The greater the integration, the
greater the degree of cooperation.) Cooperation can be encouraged by reward
systems that reinforce teamwork along with individual achievement.
Cooperation can be encouraged by literally tearing down walls, or not building
them in the first place.
Cooperation diminished as the health care became larger. Managers need to
restrict the size of work teams if they desire to facilitate cooperation
Trust
Trust is defined as reciprocal faith in others’ intentions and
behaviors. Trust involves a “cognitive leap” beyond the
expectations that reason and experience alone would
warrant.”
How to Build Trust
1. Communication. Keep team members and employees informed by explaining
policies and decisions and providing accurate feedback. Be candid about one’s
own problems.
2. Support. Be available and approachable. Provide help, advice, coaching, and
support for team members’ ideas.
3. Respect. Delegation, in the form of real decision-making authority, is the
most
important expression of managerial respect. Actively listening to the ideas of
others is a close second. (Empowerment is not possible without trust.)
4. Fairness. Be quick to give credit and recognition to those
who deserve it. Make sure all performance appraisals and
evaluations are objective and impartial.
5. Predictability. Be consistent and predictable in your daily
affairs. Keep both expressed and implied promises.
6. Competence. Enhance your credibility by demonstrating
good business sense, technical ability and professionalism
Cohesiveness
Cohesiveness is a process whereby “a sense of ‘we-ness’
emerges to transcend individual differences and motives.
Members of a cohesive group stick together and are
reluctant to leave the group because of the following
reasons: 1) they enjoy each other’s company or 2) they
need each other to accomplish a common goal.
TEAM BUILDING
Team building is a catch all term for a whole host of
techniques aimed at improving the internal functioning of
work groups. Team building workshops strive for
greater cooperation, better communication, and less
dysfunctional conflicts. Experiential learning techniques
such as interpersonal trust exercises, conflict-handling roleplay sessions, and interactive games are utilized.
EIGHT ATTRIBUTES OF HIGHT PERFOMANCE TEAMS
1. Participative leadership. Creating interdependence by
empowering, freeing up, and serving others.
2. Shared responsibility. Establishing an environment in which all
team members feel as responsible as the manager for the
performance of the work unit.
3. Aligned on purpose. Having a sense of common purpose about
why team exists and the function it serves.
4. High communication. Creating a climate of trust and
open, honest communication.
5. Future focused. Seeing change as an opportunity for
growth.
6. Focused on task. Keeping meetings focused on results.
7. Creative talents. Applying individual talents and creativity
8. Rapid response. Identifying and acting on opportunities.