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INITAO COLLEGE
Initao, Misamis Oriental
Mindanao, Philippines 9022

Criminal Justice Education Program

CFLM2
Character Formation II
Leadership, Decision Making, Management and
Administration

PRELIM TERM HANDOUT

First Semester, S.Y. 2022-2023

(Use BLACK ballpoint pen only)

Name of Student : _____________________________________________

Year level and course : _____________________________________________

Home Address : _____________________________________________

Email address : _____________________________________________

Mobile numbers : _____________________________________________

Instructor’s Name : _____________________________________________

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LESSON I

Why is CFLM important in BS-CRIMINOLOGY?

The course is designed to meet the needs of the students in preparation for their profession as law enforcement officer
and the like; to help the students understand the system of management, leadership, and administration. It will also
make the students know the objectives and functions of management. Leadership, and administration.
Character Formation
Character formation is that deeply internalized pattern of values and attitudes and the consequent actions that are often
established in pre-cognitive times of life through the natural and normal educational patterns that are appropriate for
young children
Character Character refers to the sum of an individual’s qualities and characteristics which differentiate him/her from
others. An individual’s character is an amalgamation of his/her qualities which makes him unique and helps him stand
apart from the rest.
Character is a psychological notion that refers to all the habitual ways of feeling and reacting that distinguish one
individual from another.
Personality
Personality is the characteristic sets of behaviors, cognitions, and emotional patterns that evolve from biological and
environmental factors. While there is no generally agreed upon definition of personality, most theories focus on
motivation and psychological interactions with the environment one is surrounded by.

Personality Types:

1. The Duty Fulfiller - Such individuals take their roles and responsibilities seriously and perform whatever tasks are
assigned to them. Duty fulfillers are serious individuals and believe in honesty and a peaceful living. They never do
anything which is not good for themselves, their job, families or for the society. Such individuals are good and
responsible citizens who abide by the legal system and can’t even dream of breaking the law. People with such a
personality type are extremely hard working and often find it difficult to say NO to others, eventually becoming
overburdened at the end of the day. Such individuals adopt an organized approach towards work and are extremely
loyal and faithful. They also show a strong inclination towards creativity and aesthetics.
2. The Mechanic - As the name suggests such individuals are inclined towards machinery like aeroplane, motorcycling,
cars, races and so on. They are interested to know why and how certain things function. Theories do not interest them.
You would not be able to convince them unless and until they see the practical application themselves. Such individuals
are extremely adventurous and have a strong power of logical reasoning.
3. The Nurturer - Nurturers are individuals with a large heart. For them, the happiness of others is more important than
their own interests. Such individuals actually live for others. They do not look at the darker sides of life and believe in
extracting the best out of people around. They have a positive approach in life and want to believe only the best of
people.
4. The Artist - Artists have an eye for natural beauty and creativity. Rather than worrying about future, they believe in
living for the moment. Such individuals are extremely cool headed and do not get into unnecessary fights and troubles.
They do not blindly copy others and aspire to create a style of their own.
5. The Protector - You would find such a personality type in very few people, making it a very rare personality type.
Protectors are systematic individuals who want the best system to get things done. They often think irrationally. They
are pessimists who find a problem in every situation. Such individuals do not trust others and only believe in themselves.
6. The Idealist - Such people have strong set of values and ethics. They find happiness in helping others. They consider
themselves lucky if they get an opportunity to help others.
7. The Scientist - Such individuals believe in careful and strategic planning. They are good observers who believe in
constantly gathering information and upgrade their existing knowledge. Scientists are extremely intelligent people who
have a very sharp analytical mind.
8. The Doer - Individuals with such a personality type are the ones who believe in quick actions and immediate results.
They enjoy taking risks in life and fulfill tasks assigned to them in the shortest span possible.
9. The Guardian - Such individuals are perfectionists who ensure that everything everywhere is going on smoothly. They
are mature individuals who have a clear set of standards.
10. The Performer - Performers strive hard to grab attention of others and love being the centre of attention. They are fun
loving individuals who enjoy fun and excitement in life.
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11. The Inspirer - Inspirers are talented individuals and often act as a role model for others. They have great people skills.
12. The Giver - Individuals with “The Giver” personality type enjoy the company of others and do not prefer staying alone.
13. The Executive - Such individuals are born to lead and make very good leaders. They love taking charge and are good
decision makers.

Aristotle on Character Formation

Aristotle claims that character develops over time as one acquires habits from parents and community, first through reward
and punishment. One acquires a good character much as one may learn to play a musical instrument: initially, one may be
under some pressure to practice, but eventually, one enjoys playing with skill and understanding. Aristotle claims that one is
partly responsible for one’s character, but he thereby raises the question whether one freely chooses one’s character. A
person of good character does choose freely, however, and is able to frame complex situations accurately. The full
development of character requires rational reflection: Aristotle argues that dialectic, to which Rawls’s reflective equilibrium
bears some resemblance, generates principles that can guide us, though they do not serve as unexceptionable rules. A
business ethics course, and in particular the case study method, may increase students’ understanding of ethical principles
and of the ways in which environmental influences may undermine ethical thought and language

LESSON II

CHAPTER I: Understanding Self-Leadership

At the end of this module, students will be able to:
• Understand and discuss the idea of self-leadership and appreciate the important role it plays in the success of
an organization.
"Self-leadership is the practice of intentionally influencing your thinking, feeling and actions towards your objective/s"
(Bryant and Kazan 2012, Self-Leadership - How to Become a More Effective, and Efficient Leader from the Inside Out).
Charles Manz was the first to use the term 'Self-leadership' in 1983 and defined it as; “a comprehensive self-influence
perspective that concerns leading oneself".
Peter Drucker (2010) said that being a Self-leader is to serve as chief, captain, or CEO of one's own life.
Self-leadership (a.k.a Personal Mastery) is the answer to how do we develop ourselves to survive and thrive in a Volatile,
Uncertain, Complex, and Ambiguous world.
Self-leadership is the Critical Success Factor for individual and organizational success.
Self-Leadership and the essential role that it plays in an organization’s performance will be discussed here. It is said
that anyone can become a leader and make an impact. It actually takes a tremendous amount of commitment and
willingness to develop every day. Leadership does not represent a one-time commitment. As a human it starts and ends at
you. Also, if you are born with natural leadership traits, much work and preparation is required.

“Personal leadership is not a singular experience. It is, rather, the ongoing process of keeping your vision and values
before you and aligning your life to be congruent with those most important things.”
Stephen Covey
“Good government is no substitute for self-government.”
Mahatma Gandhi
“First we make our habits then our habits make us.”
Charles Noble
Most leadership professors and experts in their leadership lectures often quote “leadership is self-governance,”
which simply means an individual must lead himself first before he can lead others. He must have the ability to
deliberately control his own thoughts and actions to attain his personal goals or the goals of the organization he leads.
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When he has foresight, he makes the right decisions and choices on his own and shows commitment to achieving
his goals, then he has skills in self-leadership. Apart from setting goals, self-awareness is another aspect helping to make
people great self-leaders.
SIGNIFICANCE OF SELF-LEADERSHIP
Self-leadership is the first stage, or leadership level. Self-leadership is of great importance to the staff, whether
managers or ordinary subordinates.
1. Self-leadership allows leaders or senior officers, who undergo very little or no supervision, to prepare and set
targets on their own, as well as to control their own self to execute such plans.

2. For lower-level employees or subordinates, who cannot always be sure of the kind of governance or leaders they
may face in their careers, self-management enables them to become effective and efficient workers under any
leadership they may encounter, be it laissez faire, free-rule, democratic or autocratic.

3. Self-leadership helps make individual decision-makers proactive, focused, and autonomous. People who do not
have a strong sense of self-leadership tend to feel that they are not in control of themselves, frequently lose
concentration and easily get frustrated.
Thus, the effectiveness of organizational objectives accomplishment depends on the self-leadership of both superiors and
subordinates.
DEVELOPMENT OF SELF-LEADERSHIP
As mentioned earlier, everybody is a future leader. Leadership is therefore not an inborn trait, but it is developed
to become a leader through learning and training people with sincere interest.
The following are the ways of developing self-leadership:
1. Clarity of Purpose- each entity must have a vision and be able to set it up. Being you own leader; your purpose or vision
will be the foundation upon which you will build self- leadership. Without clearly planned expectations or intent for your
life, you will be at risk, attempting to fulfill wishes or ideas of people for your life and you will end up lost in the middle
of nowhere.

2. Aim at Success and take Reasonable Risks- Risk-taking is a necessary part of life. Challenge yourself to take on
challenging assignments. Do not deter yourself or others from past failures rather concentrate on success. However,
risks which are applicable to your intent should be fairly measured.

3. Spend time to reflect on your life- Reflections can also mean letting others make an objective evaluation of you. Taking
some time off to think about life. Compare experience of current and present to hopes of the future. You can never
notice those small defects until you pause to examine yourself.

4. Don’t tolerate just anything- You should be intolerant to any suggestions or ideas that do not suit your vision. This
intolerance is not just toward you. It involves not tolerating negative factors such as laziness, anxiety and many others
in your future.

CONCEPT OF LEADERSHIP
Leadership is the practice of driving people to achieve goals. This plays an important role in success and
efficiency of subordinates. Leaders do this by providing many means of shaping the actions of subordinates. It's a process
whereby an individual influences other and guides the organization in a manner that makes it more cohesive and
coherent.
While leadership is learned, a leader's skills and knowledge can be influenced by his or her attributes or traits,
such as beliefs, values, ethics, and character. Knowledge and skills contribute directly to the process of leadership, while
the other attributes give the leader certain characteristics that make him or her unique. A leader might have learned the
skills in counseling others, but her traits will often play a great role in determining how he counsels.
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FOUR PRIMARY FACTORS OF LEADERSHIP
(U.S. Army, 1983)
1. Leader
An individual appointed as a leader must understand himself honestly, what he knows and what he can do. Take
note that it is the followers that decide whether the leader is successful, not the leader or anyone else. If they don't trust
their leader, or lack confidence, they'll be uninspired. To be successful you have to persuade your followers that you are
worthy of being followed, not yourself or your superiors.
2. Followers
Different people expect different leadership styles. A newly-employed deserves more supervision than an
accomplished subordinate does. An individual without motivation needs a different approach than one with a high
motivation level. You have to know your people, as a leader. The basic starting point is to have a clear understanding of
human nature such as needs, feelings and motivation. You have to come to learn the be, know and do qualities of your
people.
3. Communication
Being a leader, you lead by bidirectional communication. A great deal of that is nonverbal. For example, when
you "set an example, that shows your people you wouldn't ask them to do something you wouldn’t it want to do. What
and how you interact either strengthens or destroys your relationship with your followers.
4. Situation
Every situation is different. Everything you do in one situation isn't automatically going to work in another. You
have to use your discretion to determine the best course of action and the style of leadership needed for each situation.
You may need to face subordinate for inappropriate behavior, for example, but if the confrontation is too late or too
early, too harsh or too mild, then the outcomes may prove ineffective.
Take note also that the disorder typically affects a leader's actions more than its characteristics. This is because
while traits can be impressively stable over a period of time, they have little consistency in situations (Mischel, 1968).

LESSON III

THEORIES OF LEADERSHIP
The theories below explain how people turn themselves into leaders. The first two demonstrate to small number of
people the nature of leadership, while the third is the dominant theory today.
1. Trait Theory
Some personality traits may lead people naturally into leadership roles.
2. Great Events Theory
A crisis or important event can cause a person to rise to the occasion, putting forth extraordinary qualities of
leadership in an ordinary person.
3. Transformational or Process Leadership Theory
Today, it is the widely accepted theory. People can opt for leadership. People can learn the ability to take
leadership.
THE LEADER AND ITS ROLES
A leader sets the company or organization a specific vision, motivates employees, guides workers through the
cycle of work, and creates morale. They're made good leaders, not born. You will become a successful leader if you have
the will and the willpower. Good leaders grow through a cycle of self-study, education, training, and experience that
never ends (Jago, 1982).
There are many things you have to be, learn and do to inspire your workers or subordinates into higher do to
inspire your workers or subordinates into higher levels of teamwork. These also do not come easily but are gained
through ongoing research and study. Good leaders work and study constantly to develop their leadership skills; they do
not rely on their past achievements.
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BOSS OR LEADER?
Although your role as a manager or supervisor gives you the authority to accomplish certain tasks and objectives
within the organization (Assigned Leadership), a leader, this power does not make you a leader, it simply makes you a
boss. Leadership differs in that it makes the followers want to achieve high goals (Emerging Leadership), rather than
simply ordering people around (Rowe, 2007). Thus, by your position, you get Assigned Leadership and you display
Emergent Leadership by influencing people to do great things.
MOST IMPORTANT KEYS TO EFFECTIVE LEADERSHIP (Lamb, Mckee, 2004)
1. Trust and Confidence
2. Effective Communication
• Helping employees understand the overall business strategy of the organization.
• Helping workers understand how they help achieve the organizational goals.
• Sharing information with workers on how the organization is doing and how its own group of employees is
doing.
So leaders need to be trustworthy and be able to convey a vision of where the organization needs to go.

THE SIX POINTS OF LEADERSHIP POWER

Power refers to the ability a person has to control another's actions such that he or she behaves according to his
or her wishes. Such power is a capacity or potential as it means a potential that does not need to be realized in order to
be effective. That is, there may be a power but it doesn't need to be used to be successful.
The strength of leadership is much more than the use of force. Leadership encourages others to genuinely WANT
to attain a goal, while dominance drives others to attain a target. À superior police officer, for example, has certain
powers over enlisted personnel, but that power does not need to be used to be successful. The mere knowledge that an
enlisted person has of the power of an officer has some control over him or her.
Below are French, Raven's (1959), Six Points of Leader Power. These power points will help you to assess the
impact you and others have on achieving full negotiating skills.
1. Coercive Power - Power that is based on fear. A person with coercive power can make things hard for humans. These
are the people you wish to avoid being angry with. Employees who work under a coercive boss are unlikely to commit
themselves, and are more likely to resist the manager.
2. Reward Power - Compliance achieved on the basis of the ability to distribute rewards which others find important.
Might give people special benefits Or incentives. Trading favors with him or her might seem beneficial.

3. Legitimate Power - The power a person receives in an organization's formal hierarchy as a consequence of his or her
role. The person has the right to expect you to comply with valid demands, given his or her status and your job
responsibilities.

4. Expert Power - Influence based on special skills or knowledge. Experience and knowledge give the person respect.
Expert influence is the most firmly and regularly connected to productive output of subordinates.

5. Referent Power - Influence based on individual or desirable possession of wealth or personal traits. Sometimes this is
seen as beauty, elegance, or appreciation. You like the individual and you want to do things for him or her.

6. Informational Power - Providing information to others which leads to thinking or acting in a new way.
LEADERSHIP TRAITS
“ A leader is one who knows the way, goes the way, and shows the way. “
1. honesty and Integrity 6. Decision-Making capabilities
2. Confidence 7. Accountability
3. Inspire others 8. Delegation and Empowerment
4. Commitment and Passion 9. Creativity and Innovation
5. Good Communicator 10. Empathy
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LESSON IV LEADERSHIP STYLES

Below are the leadership styles Lewin, K. has defined. et al.
1. TRANSACTIONAL LEADERSHIP
This strategy is strongly disciplinary, and is often called a leadership style of "telling." The leader gives
instructions to the members of his team and then uses various incentives and punishments to either appreciate or
punish what they do in response. Leaders give praise for a job well done or for a group member to perform a
department-wide mission hated because they missed a deadline.
If you often use the threat of having to stay late when you need to inspire your team and you are continually
brainstorming clever ways to acknowledge solid work, you might be a transactional leader.
2. TRANSFORMATIONAL LEADERSHIP
With this style of leadership, by empowering their workers to change, leaders are trying to enhance or
transform the individual or group into which they lead. Such leaders are working at making changes and finding
new ways to get things done. And as a result, by their ideas or insights into how something should be improved or
adjusted for their own work, they encourage and motivate others. Under transformational leaders, people have
plenty of flexibility, as well as plenty of breathing space to innovate and think outside the box.
When you look at every single existing process with a discerning eye and a strong sense that it might be
better, you could be a transformational leader. You also encourage other people to get out of their comfort zones
and reach their own boundaries. You will burst with pride whenever you see a member of a team achieve
something previously thought impossible.
3. SERVANT LEADERSHIP
"Leaders are the ones who are willing to give up something of their own for us. Their time, their energy,
their money, maybe even the food off their plate. When it matters, leaders choose to eat last.” Simon Sinek
Servant leaders work with this traditional motto: "Serve first and lead." Instead of thinking about how to
inspire people to follow their lead, they channel most of their energies into seeking ways to help others.
They make other people's needs a priority over their own. Besides being natural leaders, those who follow
the paradigm of servant leadership don't try to hold a white-knuckle grip of their own rank or strength. instead,
they focus on the advancement and growth of the people who follow them.
You might be a chief servant if you're known to say, "What can I do to help?" So you attach great
importance to avoiding roadblocks so helping others get things done. When you are asked you never think twice
about helping out, because you know that when you return, your own to - do list will still be there.
4. DEMOCRATIC LEADERSHIP
You could also hear this style of leadership referred to as "participatory leadership. Members manage
organizations and programs as well, a democracy. Even though these leaders on the organizational hierarchy are
statistically higher, they prioritize working together and actively engaging their colleagues in the decision-making
process. Democratic leaders respect other people's ideas and feedback, and encourage discussion of those inputs.
We don't carry on orders from above, but take a much more inclusive approach to doing things.
If you think the best meetings are the ones where everyone has a fair chance to weigh in, you might be a
democratic leader. You could not remember the last time you made an important decision without at least one
other person getting input.
5. AUTOCRATIC LEADERSHIP
On the contrary to democratic leadership there is autocratic leadership. You might think of that as an
alternative to "my way or the highway. Autocratic leaders see themselves as having absolute power and making
decisions on their subordinates' behalf. They decide not just what needs to be done, but how to accomplish certain
tasks too.
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You may be an autocratic leader if you think that group meetings and brainstorming just slow things down,
so it’s easier if you make important decisions on your own and if you hate them when workers challenge your
decisions. That's final when you've said something.
6. BUREAUCRATIC LEADERSHIP
To put it another way, bureaucratic leadership goes "by the book. " With this style of leadership, there is a
specified collection of boxes to check to be a true leader. Bureaucratic officials, for example, possess hierarchical
authority. A power comes from a formal position title rather than from the unique Or characteristics or
characteristics they hold. They also have a set list of duties, as well as clear rules and procedures for how they will
handle and make decisions for others. They just have to follow the path set out for them.
You may be a bureaucratic leader if you often find yourself questioning how your predecessor has treated
those situations that you want to make sure you follow the agreed protocol. You also seek assurance that whenever
you are charged with something different, you are doing things right.
7. LAISSEZ-FAIRE LEADERSHIP
This is a French word that translates to "leave it be" which sums up this hands-off leadership approach
accurately. Micromanagement is just the opposite. Laissez-faire leaders have the tools and services required to do
so. But then they step back and let their team members make decisions, solve problems and get their work done
without having to worry about their every move being obsessively watched by the leader.
You could be a laissez-faire leader if in project status update meetings you hardly do any of the
conversations. Alternatively, members of your team are the ones who fill you in where things are. You're really
only focused on two key points in most events and projects: the beginning and the end.
8. CHARISMATIC LEADERSHIP
Charismatic leaders have charismatic personalities, and a great deal of determination to achieve their
goals. Such leaders use eloquent communication and persuasion to unite a team around a cause, instead of
promoting actions by strict instructions. You will spell out their dream clearly and get other people excited about
the same target.
You could be a charismatic leader if you're known to give outstanding styles of presentations of "rally the
troops.