leadership and teamwork essay tagalog

Teamwork and Leadership Essay

Various factors need to be considered when creating an effective and successful team. From diversity to team hierarchy, many factors influence the eventual output of the team, affecting the leader, team members’ performance, and client’s satisfaction. The paper aims to evaluate what factors need to be considered to create an effective team.

Factors to Consider

First, respect and communication are the primary factors that indicate the potential level of success the team is going to reach. If every team member is capable of providing clear feedback, engage in open communication, and review their own ideas and those of others, it is likely that the teamwork will also result in excellent outcomes. Thus, the leader’s first aim is to evaluate the openness of the communication between team members.

Second, the decision-making in the team also needs the leader’s attention. It is important to avoid recruiting professionals who tend to have an authoritarian approach toward leadership and might try to build a hierarchy with them on the top. A hierarchy is important but should not undermine the team’s effectiveness and cooperation. The leader also has to observe how ideas are used in the team and whether they are all equally reviewed, criticized and accepted (if appropriate).

Third, flexibility is one of the most critical team qualities nowadays because the continually changing business environment requires from professionals to understand how they can adapt to new needs or wishes of their client. If new directions are sent, the team’s responsibility is to respond adequately and efficiently, ensuring that all team members are ready to defend their opinions and are aware of their strengths and weaknesses. It should be noted that both the inability to accept a new point of view and a too-fast readiness to abandon it are bad signs and can undermine teamwork, especially in stressful conditions.

Braun, Peus, Weisweiler, and Frey (2013) examine transformational leadership and its influence on teamwork. An individualized approach toward team members expressed by a transformational leader is often supported by followers because “each individual follower is able to voice concerns through intellectually stimulating behaviour” (Braun et al., 2013, p. 271). Thus, the type of leadership that I as a leader am going to use is of utter importance because of its influence on followers’ morale, performance, and job satisfaction.

Team diversity is another factor that is often emphasized by leaders and in leadership research. Pieterse, Van Knippenberg, and Van Dierendonck (2013) point out that goal orientation is vital for diverse teams because it helps avoid issues related to discrimination and stereotyping in such teams, as well as other task-irrelevant behaviors. Although Pieterse et al. (2013) argue that diversity is a double-edged sword, remarkable results can be achieved if it is handled correctly.

Knowledge and coordination are factors that do not only influence teamwork but also can undermine its effectiveness if they are underrated by the team leader and members. As Reagans, Miron-Spektor, & Argote (2016) point out, teams that are excellent at coordination but low at knowledge will not be highly effective because they are more likely to opt for a more or less satisfactory solution rather than one that considers each team member’s skills and suggestions. Knowledge utilization will affect a team more positively if this team is capable of coordinating activities within it.

Support and trust are qualities that are equally important in private and professional life. For a business team, trust between team members is essential during any process, including product design, review, and launch. Trust is important because it supports knowledge sharing among team members, as well as assistance and commitment. To create an effective team, it is important for me as a leader to evaluate what level of trust there will be between team members and whether it can be elevated.

The readiness to acknowledge one’s mistakes is a feature of active and open leaders and followers who display a critical approach toward themselves and others. Too much critique can negatively affect teamwork, especially if this critique is off point but generally the capability of self-reflection results in more efficient problem-solving. Leaders need to be self-reflective to avoid bias during decision-making; followers need to be self-reflective to understand how their actions will affect not only them but their team too. Stubbornness is difficult to combine with flexibility, and therefore team members need to know when to abandon an idea if it is not beneficial for the team.

Team roles are sometimes omitted but essential for good results. Depending on the person and their responsibility in the team, their role might vary from coordination (a manager of dynamics) to mediation (a team member who builds up and supports relationships among other team members). It is crucial to pick professionals in accordance with team’s goals and roles prepared for it.

Teamwork is a complex and dynamic process that emphasizes the importance of equal contribution from the leader and followers. Various factors such as communication, trust, diversity, openness, leadership style, etc. need to be considered to create a successful team. Flexibility might be seen as one of the major factors that affect team performance.

Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly , 24 (1), 270-283.

Pieterse, A. N., Van Knippenberg, D., & Van Dierendonck, D. (2013). Cultural diversity and team performance: The role of team member goal orientation. Academy of Management Journal , 56 (3), 782-804.

Reagans, R., Miron-Spektor, E., & Argote, L. (2016). Knowledge utilization, coordination, and team performance. Organization Science, 27 (5), 1108-1124.

• Chicago (A-D)
• Chicago (N-B)

IvyPanda. (2021, May 28). Teamwork and Leadership. https://ivypanda.com/essays/teamwork-and-leadership/

"Teamwork and Leadership." IvyPanda , 28 May 2021, ivypanda.com/essays/teamwork-and-leadership/.

IvyPanda . (2021) 'Teamwork and Leadership'. 28 May.

IvyPanda . 2021. "Teamwork and Leadership." May 28, 2021. https://ivypanda.com/essays/teamwork-and-leadership/.

1. IvyPanda . "Teamwork and Leadership." May 28, 2021. https://ivypanda.com/essays/teamwork-and-leadership/.

Bibliography

IvyPanda . "Teamwork and Leadership." May 28, 2021. https://ivypanda.com/essays/teamwork-and-leadership/.

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Bagong Pananaw sa Kahalagahan ng Pagtutulungan | 2024 Na-update

Pagtatanghal

Astrid Tran • 21 March, 2024 • 18 basahin

Ano ang kahalagahan ng pagtutulungan ng magkakasama para sa iyo? Upang maging matagumpay sa trabaho, hindi sapat ang mga kasanayang nagbibigay-malay; Ang mga non-cognitive skills sa kasalukuyan ay higit na kailangan ng mga employer. Ang mga kasanayang ito ay unti-unting nagiging bagong sukatan ng pagganap sa trabaho. Ang sikreto ng isang high-performance team ay teamwork.

Maaari kang bumuo mga kasanayan sa pagtutulungan ng magkakasama mula sa unang bahagi ng paaralan kapag nakikipagtulungan ka sa mga kaklase upang makumpleto ang mga takdang-aralin. At kapag ikaw ay nasa lugar ng trabaho, ang epektibong pagtutulungan ng magkakasama ay nagiging mas kritikal, na bumubuo ng hindi bababa sa 50% ng tagumpay ng proyekto. Kailangang mapagtanto ng mga empleyado ang kahalagahan ng pagtutulungan ng magkakasama sa kumpanya at ang pananatiling epektibong pakikipagtulungan ay mahalaga para sa pagpapabuti ng pagiging produktibo.

Kaya, ang pag-unawa sa kakanyahan ng pagtutulungan ng magkakasama, ang kahalagahan nito, at ang parehong positibo at negatibong mga halimbawa ay makakatulong sa negosyo na harapin ang masasamang empleyado ng pagtutulungan ng magkakasama at pagbutihin ang pakikipagtulungan sa kanilang negosyo.

Talaan ng nilalaman

Pangkalahatang-ideya, ang kahalagahan ng pagtutulungan: 5 mga benepisyo ng epektibong pagtutulungan.

• Masamang Teamwork na Dapat Mong Iwasan: 6 na Halimbawa
• Mga Tip para Pahusayin ang Mga Kasanayan sa Pagtutulungan
• 8 Mga Kasanayan sa Pagtutulungan ng Magkasama upang Master

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Bakit mahalaga ang pagtutulungan ng magkakasama sa lugar ng trabaho? Ang mahusay na pagtutulungan ng magkakasama ay maaaring magdala ng maraming benepisyo sa parehong mga indibidwal at organisasyon. Ito rin ang dahilan kung bakit sinusubukan ng mga negosyo na pagbutihin ang mga kasanayan sa pagtutulungan sa loob ng mga koponan at kumpanya.

# 1. Bawasan ang Conflict sa Trabaho – Ang kahalagahan ng pagtutulungan ng magkakasama

Ang mga salungatan ay madalas na nangyayari sa isang hindi malusog na mapagkumpitensyang lugar ng trabaho, dahil ang mga kasamahan sa koponan ay tumatanggap ng hindi pantay na pagtrato at interes. Sa lugar ng trabaho, karaniwang makikita ang mga salungatan sa gawain, salungatan sa relasyon, at salungatan sa halaga. Sa partikular, ang mga salungatan sa gawain ay tumutukoy sa hindi pagkakasundo sa mga opinyon at aksyon kapag ang iba't ibang miyembro ng koponan ay may iba't ibang pananaw at background. Kapag gumagawa ng mahusay na pagtutulungan ng magkakasama, maaari silang manatiling magkasama upang malutas ang mga problema, makahanap ng mga epektibong solusyon para sa mga salungatan, at makipag-ugnayan muli sa mga miyembro ng koponan. Forbes  ay nagpapahiwatig na ang pagpigil sa lahat ng mga salungatan ay makakatulong sa mga koponan na mabilis na lumago at maabot ang kanilang buong potensyal.

#2. Hikayatin ang Innovation at Creativity – Ang kahalagahan ng pagtutulungan ng magkakasama

Kapag gumagawa ng teamwork brainstorming at team bonding activities, mas madaling ma-inspire ang mga empleyado. Dahil handang makinig at sumuporta sa mga opinyon at kaisipan ng iba ang ibang mga kasamahan sa koponan, maaari silang maging malaya na mag-isip nang wala sa kahon at magsalita ng kanilang mga ideya. Kapag may ideya ang isang indibidwal, maaaring ipakita ng isa pang miyembro ng team ang kanilang tuwid at makatwirang pagpuna at payo habang nagtutulungan upang bigyang-buhay ang mga ideyang ito, na nagtutulak ng mga inobasyon at tagumpay.

# 3. Panatilihin ang Positibong Lugar ng Trabaho – Ang kahalagahan ng pagtutulungan ng magkakasama

Ang pagtutulungan ng magkakasama ay mahalaga dahil ang mahusay na pagtutulungan ng magkakasama ay nagpapasaya sa mga empleyado at nananatiling positibong kapaligiran sa trabaho sa lahat ng oras. Ang pagtutulungan ng magkakasama ay maaaring maiwasan ang mga libreng sakay, hindi pagkakaunawaan, at hindi kinakailangang mga argumento. Kahit na pagkatapos ng matinding away, mas nagkakaintindihan ang mga miyembro. Ang isang mabuting miyembro ng koponan ay maaaring ibahagi ang kanilang pagpayag na tumulong sa pag-cover ng trabaho o magbigay ng pagtuturo sa ibang mga kasamahan sa koponan kapag sila ay walang karanasan sa mga bagong sitwasyon o kailangang harapin ang mga personal na emerhensiya.

# 4. Palakasin ang Personal at Organisasyong paglago – Ang kahalagahan ng pagtutulungan ng magkakasama

Sa isang team na may mataas na pagganap, gagawa ka ng mga pagkakataong matuto mula sa mga eksperto o nakaranas ng mga nakatatanda. Kapag mayroong isang tao sa iyong pangkat na may disiplina sa sarili, mahusay na pamamahala ng oras, at atensyon sa detalye, matututuhan mo ang mga ito. mahusay na mga kasanayan sa manlalaro ng koponan at makabisado ang mga ito at tulungan kang mapabuti ang iyong kaalaman, magkaroon ng mas mataas na pagganap sa trabaho, mas mahusay na mga desisyon, at magresulta sa mas mataas na promosyon. Ang isang kumpanya na may maraming mga koponan na may mataas na pagganap ay isang umuunlad na kumpanya, sila ang pangunahing salik na nagdudulot ng tagumpay ng kumpanya sa merkado, na nakakakuha ng mas mahusay na reputasyon at nakakaakit ng mas maraming talento.

# 5. Bawasan ang Pagkabalisa at Burnout – Ang kahalagahan ng pagtutulungan ng magkakasama

Bakit mahalaga ang pagtutulungan ng magkakasama sa lugar ng trabaho? Ang mga benepisyo ng pagtutulungan ng magkakasama ay ipinapakita din sa pagbabawas ng pagkabalisa at pagkasunog sa mga empleyado. Ang pagiging epektibo ng pagtutulungan ng magkakasama ay nangangahulugan na karaniwan nilang natutugunan ang huling araw, bumubuo ng pinakamahusay na mga resulta, at maiwasan ang mga pagkakamali at pagkakamali. Ang lahat ng koponan ay may pananagutan at may pananagutan sa kanilang tungkulin, kaya mas malamang na hindi sila mapagod sa trabaho, o magkaroon ng mga libreng sakay. Maaari silang maging mas kaunting kaba at pagkabigo kapag alam nilang makakakuha sila ng buong backup mula sa iyong maaasahang team kapag sila ay nasa isang mahirap na sitwasyon.

Masamang Pagtutulungang Pangkatang Dapat Iwasan: 6 na Halimbawa

Naisip mo na ba kung bakit hindi gumagana ang iyong koponan? Marami kang talento sa iyong mga koponan, ngunit pagdating sa pagtutulungan ng magkakasama, tila nag-aatubili silang makipagtulungan sa iba o mas mahusay na magtrabaho nang nakapag-iisa. Maaaring may mga dahilan na nasa likod nila. Narito ang 5 halimbawa ng masamang pagtutulungan ng magkakasama na maaaring makatulong sa iyo na suriin ang antas ng iyong pakikipagtulungan sa iyong koponan:

• Nakatuon Sa Mga Resulta Lamang

Maraming mga pinuno ang hindi nakakaalam ng kahalagahan ng pagtutulungan ng magkakasama. Malamang na itinuon nila ang kanilang mga mata sa mga resulta at balewalain kung paano nagtutulungan ang kanilang koponan upang makabuo ng mga resulta. Mabuti para sa isang koponan na magtakda ng isang layunin ngunit walang pakialam kung paano gumaganap ang iyong koponan ng isang gawain, hindi patas na paghahati ng workload, at hindi matatag na mga regulasyon at kultura ng koponan ang ilan sa mga dahilan na humahantong sa mga salungatan sa koponan at hindi pagkakaugnay-ugnay ng koponan.

• Kulang sa tiwala

Isa sa mga tipikal na halimbawa ng mahinang pagtutulungan ng magkakasama ay ang kawalan ng tiwala. Ang isang pangkat na walang tiwala ay hindi isang magandang koponan. Kapag nawalan ng tiwala ang mga manlalaro sa koponan sa sinuman sa kanilang koponan ay isang kasawian ng koponan at organisasyon. Ang kawalan ng paniniwala ay tumutukoy sa kalagayan ng mga empleyado na nananatiling may pag-aalinlangan tungkol sa negosyo o sa kanilang mga katrabaho at hindi nakakahanap ng sinumang sapat na maaasahan upang magawa ang mga gawain nang magkasama. Sila ay mas malamang na makakuha ng pag-igting at pagka-burnout kapag sinubukan nilang kumagat ng higit pa kaysa sa kanilang ngumunguya. At sa mahabang panahon, maaari itong humantong sa mataas pagpapanatili ng tauhan at mababang mga rate ng turnover ng kawani.

• Kakulangan ng Pananagutan

Ang libreng pagsakay ay nangyayari sa lahat ng oras kahit na ang pinakaepektibong koponan ay may libreng sakay. Sila ay mga empleyado na kakaunti ang kontribusyon sa pangkatang gawain. Ang magagawa ng isang pinuno ay subukang pigilan ang mga taong may kakulangan sa pananagutan at pananagutan sa kanilang pangkat. Ang mga produktibong empleyado ay maaapektuhan at mawawalan ng inspirasyon at motibasyon na magtrabaho nang husto at pagbutihin ang kanilang mga sarili habang nakikita nila ang iba pang libreng sakay na may katulad na gantimpala tulad nila.

• Negatibong kompetisyon

Sa marami mga dahilan na maaaring makasira sa iyong koponan , maaaring isaalang-alang ng isang pinuno ang pagpigil sa mapaminsalang kompetisyon. Ang kumpetisyon ay mabuti upang mapabuti ang mga tao. Ang bawat miyembro ng koponan ay susubukan ang kanilang makakaya upang makakuha ng pagkilala at mga gantimpala para sa o sa kanilang mahusay na pagganap. Ngunit kapag ito ay lumampas na, maraming mga empleyado ang sumusubok na maglagay ng mga maruruming trick para saktan ang ibang mga empleyado o ipakita ang kanilang kaalaman at mga talento nang walang pagsasaalang-alang ay maaaring maalis ang isang pakiramdam ng pagtutulungan ng magkakasama at pagkakaisa ng koponan.

Kapag binabalewala ng mga empleyado ang kahalagahan ng pagtutulungan ng magkakasama, tila inuuna nila ang kanilang mga ego at malamang na matigas ang ulo na makinig sa payo ng iba. Naniniwala sila sa kanilang sarili at hindi gaanong handang matuto ng mga bagong bagay. Hindi nila nais na makipag-usap sa kanilang koponan at tumuon na lamang sa pagpilit sa iba na sundan sila. Kasabay nito, may mga partikular na manlalaro ng koponan na patuloy na sinisisi ang iba. Isa ito sa mga pinakamahirap na halimbawa ng pagtutulungan ng magkakasama at maaaring mainis at mairita ang ibang mga kasamahan sa koponan.

• Mahinang komunikasyon

Ang isang karaniwang kababalaghan sa pagtutulungan ng magkakasama kamakailan ay ang mahinang komunikasyon, lalo na tungkol sa mga virtual na koponan. Parami nang parami ang mga taong tamad makipag-usap at makipag-ugnayan sa kanilang mga kasamahan. Ang kakulangan ng epektibong komunikasyon ay maaaring magdulot ng iba't ibang problema tulad ng mga nakalimutang gawain, dobleng trabaho, mga pagkakamali, pagtaas ng tensyon, hindi nasagot na mga deadline, maling pagpapalagay, at higit pa.

Mga Tip para Pagbutihin ang Mga Kasanayan sa Pagtutulungan – Ang Kahalagahan ng Pagtutulungan

Kung narinig mo ang tungkol sa limang C ng pagtutulungan ng magkakasama, na kumakatawan sa komunikasyon, pakikipagkaibigan, pangako, kumpiyansa, at kakayahang magturo, maaaring makatulong ito sa proseso ng pagpaplano ng isang epektibong diskarte sa pagtutulungan ng magkakasama. Maaari mong pagsamahin ang mga konseptong ito at ang mga sumusunod na tip upang mapabuti ang pagtutulungan ng magkakasama sa loob ng iyong koponan at lugar ng trabaho.

• Linawin ang mga tuntunin ng pangkat at mga personal na tungkulin

Mahalaga para sa isang team na mag-set up ng malinaw na mga panuntunan ng team, at mga patakaran bago magsimulang magtrabaho sa isa't isa. Ang mga panimulang pagpupulong ay maaaring maging isang magandang ideya para sa mga bagong tatag na koponan o para sa mga bagong dating upang sa lalong madaling panahon ay maiayon sila sa mga layunin ng koponan at maging responsable para sa kanilang mga tungkulin. Kapag ang bawat isa ay umaangkop sa pakikipagtulungan sa iba, maaari silang malayang magbahagi ng kanilang mga ideya at mangako sa koponan at organisasyon sa mahabang panahon.

• Dagdagan Mga aktibidad sa pagbuo ng pangkat

Kaya ano ang pinakamahusay na mga aktibidad sa pagbuo ng koponan upang mabatid ng mga tao ang kahalagahan ng pagtutulungan ng magkakasama? Pagdating sa pag-set up ng mga aktibidad sa pagbuo ng team, mayroong 5 pangunahing uri na kinasasangkutan ng meeting kickoff, komunikasyon, paglutas ng problema, brainstorming, at bonding ng empleyado. Depende sa setting ng layunin ng bawat kaganapan, maaari kang magdisenyo ng mga naaangkop na aktibidad. Maaari mong isipin ang pagho-host ng mga icebreaker at live na botohan upang magsimula ng isang pulong. Maaari mong i-customize ang isang trivia quiz para hamunin kung gaano karami ang alam ng bawat miyembro ng team tungkol sa isa pa. O magpatakbo ng isang insentibong paglalakbay sa isang sikat na beach o camping area upang gantimpalaan ang iyong koponan, kasabay nito ay nagbibigay sa kanila ng pagkakataong makipag-ugnayan at bumuo ng bonding sa kanilang mga kasamahan sa koponan.

• Mag-apply ng mga high-tech na tool

Sa digital era, huwag kalimutang i-upgrade ang iyong team gamit ang high-tech na software para mapahusay ang pagiging produktibo at bawasan ang workload ng mga empleyado. Sa ngayon, mas maraming organisasyon ang mas gusto ang mga hybrid na modelo ng trabaho, at ang paggamit ng angkop na virtual conference platform at presentation tool ay kapaki-pakinabang. AhaSlides isang perpektong tool para sa iyo upang i-customize ang isang matagumpay at nakakaengganyo na pagtatanghal. Mabilis mong mai-edit ang mga live na poll, interactive na pagsusulit, at mga laro nang real-time upang sorpresahin ang iyong koponan at organisasyon. Halimbawa, maaari kang mag-set up ng Spinner Wheel upang random na tawagin ang mga pangalan ng kalahok sa iyong laro ng Get-to-know your team trivia quiz.

8 Mga Kakayahan sa Pagtutulungan ng Magkasama upang Mabisado – Ang Kahalagahan ng Pagtutulungan

#1 – komunikasyon.

Maging ito ay isang silid-aralan o silid-aralan – ang epektibong komunikasyon ay ang susi sa tagumpay. Dapat kang makipag-usap at maihatid ang kinakailangang impormasyon, kaya walang puwang para sa pagdududa, kung ito man ay personal, sa pamamagitan ng mga meeting workspace, o sa pamamagitan ng mga email at telepono.

Kasama sa komunikasyon ang pareho ukol sa pandiwa at non-verbal mga pahiwatig. Kasama sa komunikasyong pandiwang ang iyong pananaw, ang iyong mga salita at ang kumpiyansa at kalinawan kung saan mo ginagamit ang mga salitang iyon, at ang tono ng boses na iyong ginagamit upang maipahayag ang iyong punto.

Ang non-verbal na komunikasyon ay ang iyong reaksyon kapag nagsasalita ang iba. Ang iyong wika ng katawan, mga ekspresyon ng mukha (ang pag-ikot ng mata, ang malalim na buntong-hininga), antas ng atensyon (kabilang dito ang iyong tagal ng atensyon o ang mga oras kung kailan ka naka-zone out), at pakikipag-ugnay sa mata (kung ikaw ay lumilipat, pinapanatili ang normal na eye contact, o naglalaro isang staring game) ay lahat ng mga halimbawa ng di-berbal na komunikasyon.

#2 – Pakikipagtulungan

Kasanayan sa pagtutulungan ng magkakasama

Ang mga kasanayan sa pakikipagtulungan ay nagbibigay ng kakayahan para sa mga tao at mga koponan na magtrabaho nang maayos sa isa't isa upang makamit ang isang karaniwang layunin. Sa kasalukuyang senaryo, nangangahulugan ito, kasama ng mahusay na mga kasanayan sa komunikasyon, kailangan mong maging isang aktibong tagapakinig, maging responsable, maunawaan ang mga gawain at hakbang na kasangkot, maging empatiya, at kilalanin ang mga personal na layunin, hamon, at pagkakaiba-iba ng iyong mga kasamahan.

Halimbawa, payagan ang mga miyembro ng iyong team na ipakita ang kanilang POV para sa isang positibong collaborative na kapaligiran. Kung hindi mo naiintindihan, humingi ng paglilinaw, at ibuod ito upang ipakita na ikaw ay nasa parehong pahina bago sumulong. Tingnan kung ang isang miyembro ng koponan ay magagalitin o tahimik at hindi nagpapakita ng kanilang karaniwang sarili; baka kailangan nila ng kausap. Sa mga taong nagmumula sa iba't ibang background, maaaring may mga pagkakataon kung saan ang isang kasamahan ay patuloy na hindi pinapansin o pinag-uusapan sa mga pulong.

Gumawa ng sadyang pagsisikap na ibalik ang talakayan sa taong iyon at lumikha ng isang bukas na kapaligiran. Ito ay ilan lamang sa mga paraan upang magamit ang iyong mga kasanayan sa pakikipagtulungan at maging matagumpay na koponan.

#3 – Aktibong Pakikinig

Bagama't ang aktibong pakikinig ay bahagi ng di-berbal na komunikasyon, isa ito sa pinakamahalagang kasanayan sa pagtutulungan ng magkakasama, at nararapat itong espesyal na pagbanggit ng sarili nitong. Kung ikaw ay isang bihasang aktibong tagapakinig, hindi mo lamang bibigyan ng pansin ang sinasabi ng nagsasalita nang malakas; ngunit magagawa mo rin maunawaan ang hindi sinabing mensahe . Bilang aktibong tagapakinig, nakikinig ka nang walang paghuhusga at nauunawaan kung saan nagmumula ang iyong mga kasamahan sa koponan habang ibinabahagi nila ang kanilang mga ideya, pananaw, at damdamin sa isang partikular na paksa.

Halimbawa, habang nagtatrabaho sa isang proyekto, maaaring sumang-ayon ang karamihan sa koponan sa isang itinakdang bilang ng mga milestone ng proyekto. Ang ilang hindi sumasang-ayon na boses ay maaaring may wastong alalahanin, ngunit sila ay isinara. Ikaw, bilang isang team leader, o kahit na isang supportive na kasamahan, ay maaaring ibalik ang usapan kung saan ang kanilang mga POV ay hinihikayat at tinatalakay nang may bukas at hindi mapanghusgang pag-iisip.

#4 – Kamalayan

Sa pagtutulungan ng magkakasama, kailangan mong maging palagi mulat sa dynamics ng koponan . Ang kamalayan na ito ay nagmumula sa pag-alam sa mga personalidad ng mga miyembro ng iyong koponan, na hindi palaging isang bagay na makukuha mo kaagad, ngunit isang bagay na nabubuo sa paglipas ng panahon.

Kapag nalaman mo na kung sino ang nasa team, mas madaling i-navigate kung paano at kailan mo sasabihin ang iyong sarili o tutulungan ang iba na ipahayag ang kanilang sarili.

Halimbawa, ipagpalagay na alam mo na ang isang miyembro ng koponan ay mahiyain at nagkaroon ng mga ideya na binago noon. Sa kasong iyon, malamang na makakatagpo ka ng mga sitwasyon kung saan hindi sila komportable sa paglalahad ng kanilang mga ideya sa publiko. Huwag kalimutan ang mga ito. Maaari mong hilingin sa kanila na isumite ang kanilang mga ideya nang pribado sa iyo, na maaari mong ipangako sa kanila na mangyayari nang walang paghuhusga.

Ang isa pang paraan ay ang paggamit interactive na software ng pakikipag-ugnayan . Mga libreng platform tulad ng AhaSlides maaaring payagan ang lahat na isumite ang kanilang mga ideya nang hindi nagpapakilala mula sa kahit saan, ibig sabihin, mas nahihikayat silang ibahagi ang kanilang mga iniisip.

Subukan ang AhaSlides nang libre! – Mahalaga sa Pangkatang Gawain

#5 – Pamamahala ng Salungatan

Tanggapin natin, ang mga salungatan sa loob ng mga koponan ay karaniwan at hindi maiiwasan. Ngunit kung ano ang susunod na mangyayari ay maaaring gumawa o masira ang isang koponan, at sa pamamagitan ng extension, ang organisasyon. Iyon ang dahilan kung bakit, ang mga ekspertong kasanayan sa pamamahala ng kontrahan ay palaging in demand .

Ang isang pangkat ay binubuo ng magkakaibang mga tao. Mga taong may iba't ibang background, pag-uugali, karanasan sa buhay, personalidad, etos, at propesyonal at personal na mga layunin. Dahil dito, karaniwan para sa mga tao na hindi magbahagi ng katulad na pananaw sa lahat ng yugto ng kampanya o proyekto.

Responsibilidad ng pinuno na sumisid nang malalim sa kanilang mga kasanayan sa pamamahala ng salungatan at bumuo ng isang pinagkasunduan sa lahat. Kailangan mong gampanan ang papel ng negotiator, magbigay ng nakabubuo na feedback at lutasin ang mga pagkakaiba sa pagitan ng iyong mga kasamahan sa koponan. At sa huli, dapat nilang tanggapin ang desisyon ng koponan nang may masayang puso.

# 6 - Pananagutan

Ikaw man ay isang pinuno ng pangkat o isang miyembro ng koponan, dapat kang managot sa iyong mga aksyon at desisyon. Dapat ay maaasahan at responsable ka para ganoon mapagkakatiwalaan ka ng iyong mga kasamahan – maging ito sa kanilang personal na impormasyon, o anumang sensitibong impormasyong nauugnay sa kumpanya.

Maaaring may mga pagkakataon kung saan kailangan mong gumawa ng mga mabilisang pagpapasya upang malutas ang mga kumplikadong isyu, tulad ng hindi inaasahang mga hadlang na maaaring maantala ang iyong proyekto, o pakikitungo sa isang katrabaho para sa paghila sa kanilang koponan. Ito ay mga hindi gustong sitwasyon kung saan ikaw, bilang isang koponan, ay dapat na hanapin ang pinagmulan ng mga isyung ito, maunawaan ang 'bakit' at 'paano' ng mga pagkaantala na ito, at kumilos nang naaayon. Ang iyong pakiramdam ng responsibilidad at pananagutan ay maghihikayat sa iyong koponan na magsikap at magtulungan tungo sa isang mataas na pamantayan ng kalidad ng trabaho at etika sa trabaho.

#7 – Paniniwala

Hindi tama na umasa na ang isang koponan o isang organisasyon ay palaging magkakaroon ng magagandang araw. Magkakaroon ng mga pag-urong, pagtanggi, hindi inaasahang mga hadlang sa kalsada, pagkaantala ng proyekto, at maging ang mga personal na pagkalugi na maaaring makahadlang sa paglago ng isang kumpanya. Sa mga panahong ito, dapat kang magkaroon ng paninindigan at lapitan ang mahihirap na panahon nang may pag-unlad na pag-iisip. Sa madaling salita, kailangan mong palakasin ang paniniwala na 'magagawa mo ito' sa loob ng iyong koponan at sumulong nang may pagsusumikap at pagtitiyaga.

Unawain na mayroon kang pagpipilian upang hayaan ang pag-urong na ito na tukuyin ka o tumuon sa pag-aaral at paghahanap ng mga bagong paraan upang malutas ang mga hamon. Halimbawa, kung ang iyong bagong website ay hindi nakatanggap ng palakpakan na iyong inaasahan, suriin ang mga bahid nito. Alamin kung ano ang mali dito, matuto mula dito, at bumuo ng mas bagong pinabuting bersyon nito. O, kung napagtanto mo na ang diskarte sa pag-hire ay hindi gumagana ayon sa kasiyahan ng iyong kumpanya, huwag hayaang maimpluwensyahan ka pa ng diskarteng iyon habang gumagawa ka ng isa pang diskarte mula sa simula.

Ang pakikiramay ay marahil ang pinaka-underrated na hanay ng kasanayan ng isang miyembro ng koponan. Gayunpaman, sa kasalukuyang sitwasyong pang-ekonomiya, ito ay ang pinakamataas na pagdaragdag ng halaga sa isang organisasyon. Ang pakikiramay ay nagbibigay-daan sa iyo na tumingin sa kabila ng panlabas na anyo. Binubuksan ka nito sa isang mas mahusay na pag-unawa sa mga motibo at damdamin ng iyong mga kasamahan at nag-uudyok sa iyo na gumawa ng may layuning pagkilos.

Sa katunayan, ang pakikiramay ay isang hakbang na higit pa kaysa sa empatiya, kung saan hindi mo lamang nararamdaman ang nararamdaman ng ibang tao ngunit gumagawa ka rin ng mga hakbang upang bawasan ang negatibong puwersa ng emosyon. Nakikinig ka sa kanila, nauunawaan kung saan sila nanggaling, ilagay ang iyong sarili sa kanilang posisyon, at lumikha ng angkop na tugon para sa sitwasyon. Maaaring kailanganin mong maging mahabagin kahit saan – sa mga sesyon ng koponan, isa-sa-isang panayam, virtual session, o email.

Sa sandaling mailipat mo na ang kasanayang ito sa bawat miyembro ng koponan, makakagawa ito ng mga kababalaghan para sa kanilang kumpiyansa at kung paano sila tumutugon sa mga katulad na sitwasyon sa bandang huli ng buhay. Ang nabanggit na mga kasanayan sa pagtutulungan ng magkakasama ay hindi lamang para sa lugar ng trabaho. Maaari mong gamitin ang mga ito sa silid-aralan, habang mga brainstorming ng grupo , at maging sa teatro. Ang susi ay ang patuloy na pagsasanay. Panoorin kung paano sila gumawa ng pagbabago sa susunod na isama mo sila sa iyong mga pang-araw-araw na session.

Ang kapangyarihan ng pagtutulungan ng magkakasama ay hindi maikakaila, dahil makikita mo ang kahalagahan ng pagtutulungan ng magkakasama. Ngayong naiintindihan mo na ang kahalagahan ng pagtutulungan ng magkakasama, ang susi sa pag-unlock ng mga koponan na may mataas na pagganap sa anumang trabaho sa anumang industriya.

Tandaan na ang mga team ngayon ay iba sa mga team noon, ang mga ito ay mas magkakaibang, dynamic, mataas ang demand, at tech-savvy. Huwag silang pabayaan ng maliliit na pagkakamali sa pamumuno at pagtutulungan ng magkakasama.

Magbukas ng kandado AhaSlides mga feature nang libre para tuklasin ang isang marangal na paraan para mapabuti ang pagtutulungan ng magkakasama at pagsasama-sama ng koponan.

Frequently Asked Questions:

Ano ang pinakamahalagang bagay sa pagtutulungan ng magkakasama.

Ang komunikasyon ay ang pinakamahalagang elemento ng pagtutulungan ng magkakasama, dahil tinutulungan nito ang mga miyembro ng koponan na i-update ang mga proseso ng iba, gumawa ng epektibong diskarte nang magkasama at maiwasan ang hindi pagkakaunawaan habang nagtatrabaho.

Bakit mahalaga ang pagtutulungan ng magkakasama?

Ang isang malakas na pakiramdam ng pagtutulungan ng magkakasama ay maaaring mag-alok sa mga indibidwal ng mga pagkakataon na ibahagi ang kanilang mga ideya nang may kumpiyansa, maging handa na makipagtulungan at pahusayin ang mga positibong relasyon sa koponan. Samakatuwid, maaaring mabilis na makamit ng iyong koponan ang mga nakabahaging layunin.

Ano ang mga pakinabang ng pagtutulungan ng magkakasama?

Mayroong 5 pangunahing benepisyo ng pagtutulungan ng magkakasama: 1. Bawasan ang salungatan sa lugar ng trabaho 2. Hikayatin ang pagbabago at pagkamalikhain 3. Panatilihin ang isang positibong lugar ng trabaho 4. Palakasin ang personal at organisasyonal na paglago 5. Bawasan ang pagkabalisa at pagka-burnout

Ref: Pagsusuri ng Negosyo sa Havard

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Developing effective Filipino work teams

Many of us have at one point been part of a work team. If lucky, we’ve been part of at least one team where extraordinary results were achieved through individual contribution and collective effort.

Is it possible to replicate that experience with a different set of people, a new environment and totally new objectives?

There are more than a hundred Western models of team effectiveness that tell us how to replicate a great team experience. Despite the recognition that national culture shapes corporate culture and management practices, there is little known research in the area of team effectiveness in Philippine organizations.

As such, the Ateneo Center for Organization Research and Development (CORD) embarked on a study to explore the Filipino workers’ understanding of team effectiveness and its antecedent factors.

The study, done in two phases, involved organizations from various sectors. Phase one included interviews and focus group discussions with six high-performing work teams to understand their dynamics, and identify key factors that led to their success. Phase two involved a team effectiveness survey among 418 employees, representing 85 work teams, to validate the factors determined in the first phase.

Results showed that for the typical Filipino worker—apart from clear goals and a collaborative attitude—effective Filipino teams are unique in their emphasis on relationships and mutual concern.

First, the team meets or surpasses their goals, but only when individual team members understand the interconnectivity of their tasks, and are able to accomplish these together.

Second, members uphold a positive attitude toward work. High regard is placed on flexibility—finding creative ways to get a tough job done and willingness to engage in a collective response to colleague’s problem.

Third, dignified work relationships are maintained: Where there is trust, respect and open communication even amid work-related differences and challenges.

While on the surface these are similar to Western models, the underlying force is the collectivist culture and relational aspect. Filipinos put importance on inter-relationships and genuine concern for each other.

There are four key ingredients that lead to the effectiveness of Filipino teams.

Effective Filipino teams have highly competent members, receive more leadership support, have more efficient systems and processes, and have good social relations.

Effective team

An effective team is not just about having all the positions filled—high-performing teams result from the right combination of competent people.

Organizations should hire people who complement technical capabilities and personal characteristics already present in the team, and can work productively and harmoniously with others.

Learning and development programs also need to be put in place to further strengthen desired competencies and attitudes.

High-performing teams don’t function within a vacuum—they are provided with consistent and strong leadership support. Effective teams are often observed in environments where leaders take an active role in supporting both the team and its members.

When leaders are seen as exercising good judgment, coaching employees and providing required resources, teams are more motivated and engaged.  Members appreciate it when they are consulted on matters concerning them.

And, while effective teams often work independently, leaders are expected to regularly monitor team’s directions, performance and work systems, and intervene or provide recognition when necessary.

Effective teams don’t necessarily work harder—they work smarter.

A clear and shared understanding of team purpose, a robust strategy and execution plan and an effective system for prioritization and delegation of tasks are the fundamentals in creating efficient work systems and processes.

Planning sessions

With tools like regular planning sessions, coordination meetings and brainstorming discussions, teams are able to improve the way they work and the quality of their output.

When teams work well together, it often feels like play. The fourth essential is good social relations: People enjoy working together, helping each other, listening to and learning from each other, and treating each other with respect.

Social relations are built over time, and can be nourished through structured and unstructured ways such as targeted learning programs, team-building workshops, and shared experiences.

As individuals learn more about their team members beyond work, “malasakit,” or genuine concern and empathy for one other, is created.

As a result, effective Filipino teams genuinely like each other and feel like they belong to a family.

In the end, it’s all about balance!

The findings validate the importance of understanding cultural nuances in managing work teams.

In the context of the highly relational and collectivist Philippine culture, a key for leaders (as well as team members) to create a great team is balance: Focus on task achievement, sensitivity to people’s individual needs, and the team’s collective need for dignified social relationships.

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(For further information on this study, Ateneo CORD will be hosting “Trendwatcher Series 21: Developing Effective Filipino Work Teams” on June 20, 1:30 p.m. to 4:30 p.m. at the Ateneo Rockwell. To know more about the upcoming event, visit its website at www.ateneocord.org.ph or call 4266065.)

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Your Wealthy Mind

Because Ideas Change Lives

20 Leadership Quotes Para sa Mga Baguhang Leaders

February 27, 2018 by Ray L. Leave a Comment

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English Version (Click Here)

Sabi nila kapag pangarap mong makamit ang isang kahanga-hangang bagay, kakailanganin mo ang tulong ng ibang tao. Ibig sabihin noon, kapag pangarap mong magtagumpay sa isang dakilang gawain, kailangan mong matutunan kung paano mamuno at mag-inspire ng mga tao, kasama na rito ang iyong sarili. Narito ang 20 leadership quotes na makakatulong sa iyong umasenso sa iyong career!

1. “Good is the enemy of the great.” — Jim Collins (Ang sapat lang ay kalaban ng kahanga-hanga.)

2. “Whatever you are, be a good one.” — Abraham Lincoln (Anong klaseng tao ka man, kailangan mabuti o dalubhasa ka.)

3. “Be a first-rate version of yourself, not a second-rate version of someone else.” — Judy Garland (Maging magaling kang bersyon ng iyong sarili, hindi mahinang kopya ng iba.)

4. “You may succeed when others do not believe in you, when everybody else denounces you even, but never when you do not believe in yourself.” — Orison Swett Marden (Pwede kang magtagumpay kahit walang ibang nagtitiwala sa kakayahan mo, kahit batikusin ka man ng lahat, pero hindi ka magtatagumpay kapag hindi ka nagtitiwala sa iyong sarili. )

5. “Don’t worry about what other people think, there will always be people who want to see you fail, because they can’t succeed.” — Source Unknown (Huwag mong alalahanin ang iniisip ng iba, may mga taong gusto kang makitang mabigo dahil hindi nila kayang magtagumpay.)

6. “If it’s never our fault, we can’t take responsibility for it. If we can’t take responsibility for it, we’ll always be its victim.” — Richard Bach (Kung hindi natin ito kasalanan, hindi natin kayang kuhanin ang responsibilidad para dito. Kapag hindi natin makuha ang responsibilidad para dito, tayo’y palaging magiging biktima lang.)

7. “More people would learn from their mistakes if they weren’t so busy denying them.” — Harold J. Smith (Mas-maraming tao ang matututo mula sa kanilang mga pagkakamali kung hindi sila abala sa pagtanggo dito.)

8. “Alone we can do so little; together we can do so much.” — Helen Keller (Kapag nag-iisa lang tayo kakaunti lang ang ating nagagawa; kapag nagkaisa tayo napakarami tayong makakamit.)

9. “Your life works to the degree you keep your agreements.” — Werner Erhard (Ang buhay mo ay aayos ayon sa kakayahan mong tuparin ang iyong mga pinapangako.)

10. “No man will make a great leader who wants to do it all himself, or to get all the credit for doing it.” — Andrew Carnegie (Walang taong mamumuno nang mabuti kapag siya’y gustong gawin lahat, o makuha ang dangal para sa lahat ng kanyang mga gawain.)

11. “Leaders keep their eyes on the horizon, not just on the bottom line.” — Warren Bennis (Ang mga leader ay nakatanaw palagi sa himpapawid o posibilidad, hindi lang sa trabaho o karaniwang gawain.)

12. “Do what is right, not what is easy nor what is popular.” ― Roy T. Bennett (Gawin mo ang nararapat, hindi ang madali o popular.)

13. “Management is doing things right; leadership is doing the right things.” — Peter F. Drucker (Ang management ay para sa tamang paggawa; ang leadership ay para sa paggawa ng tama.)

14. “To lead people, walk beside them. As for the best leaders, the people do not notice their existence… When the best leader’s work is done, the people say, ‘We did it ourselves!’” – Lao Tzu (Para mamuno ng mga tao, kailangan mo silang samahan. Para sa pinakamabubuting namumuno, hindi sila napapansin ng mga tao… kapag natapos na ang trabaho ng pinakamagaling na pamuno, sasabihin ng mga tao ‘Kami ang may gawa nito!'”)

15. “Never tell people how to do things. Tell them what to do, and they will surprise you with their ingenuity.” — George Patton (Huwag mong sabihin sa mga tao kung paano sila dapat magtrabaho. Sabihin mo kung ano ang kailangang gawin at gugulatin ka nila ng kanilang katalinuhan.)

16. “Any fool can criticize, condemn, and complain—and most fools do.” — Dale Carnegie (Ang kahit sinong hangal ay marunong pumuna, bumatikos, at magreklamo—at ito nga ang ginagawa ng maraming hangal.)

17. “High achievement always takes place in the framework of high expectations.” — Charles Kettering (Ang mataas na tagumpay ay palaging nagmumula sa mataas na pag-aasa o pag-asam.)

18. “Nobody rises to low expectations.” ―Calvin Lloyd (Walang sumisikat ng dahil sa mababang paghahangad.)

19. “There is more hunger for love and appreciation in this world than for bread.” — Mother Teresa (Sa mundong ito, mas maraming mas nangangailangan ng pag-ibig at pagpapahalaga kumpara sa tinapay o pagkain.)

20. “You can have everything in life you want, if you will just help other people get what they want.” — Zig Ziglar (Makakamit mo ang lahat ng pangarap mo sa buhay, kapag tinutulungan mo ang iba na makamit ang kanikanilang mga pangarap.)

Sana nagustuhan mo ang aral dito sa article na ito! Kung nais mong makapagbasa pa ng iba, i-click mo lang ang “Like” button sa YourWealthyMind Facebook Fanpage sa ibaba!

About Ray L.

Ray is the main writer behind YourWealthyMind.com. He is a proponent of self-improvement and self-education, and he believes that anyone can achieve their goals once they learn the knowledge and skills they need to attain them. He considers it his mission to enrich lives and end poverty by teaching people lessons they may need to succeed.

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Home > Schools & Departments > HE > School of Social Sciences > Psychology Dept. > Faculty Publications > 81

Psychology Department Faculty Publications

A model for filipino work team effectiveness.

Cristina A. Alafriz , Ateneo de Manila University Follow Mendiola Teng-Calleja , Ateneo de Manila University Follow Ma. Regina Hechanova , Ateneo de Manila University Follow Ivan Jacob A. Pesigan , University of Macau

Document Type

Publication date.

This study utilized a sequential mixed method approach in developing a model for team effectiveness in Philippine organizations. In the first phase, qualitative data were gathered to elicit the factors that were deemed important to creating effective teams. In the second phase, a survey composed of three factors identified in the first phase: team member competencies, quality of relations, and leadership, was administered to 418 employees from 85 Filipino work teams from various sectors and industries. Results revealed that the three significant predictors accounted for 60% of the variance in perceived team effectiveness. The proposed model of input-process-output was partially supported. Results showed that quality of relations partially mediated the relationship of leadership and team member competence on perceived team effectiveness. The study highlights the importance of social relations especially in the Philippine context and underscores the value of understanding team effectiveness from a cultural perspective.

Recommended Citation

Alafriz, C. A., Teng-Calleja, M., Hechanova, M. R. M., & Pesigan, I. J. A. (2014). A Model for Filipino Work Team Effectiveness. PHILIPPINE JOURNAL OF PSYCHOLOGY, 47(2), 99-124.

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Take the Lead: Exploring Leadership Skills of Filipino Student Organization Officers

This study determined the leadership skills of student organization officers at Batangas State University-JPLPC Campus for Academic Year 2017-2018. Specifically, it described the leadership skills as to Communication and Literary Skills, Information Technology Skills and Social Skills of the respondents. Descriptive type of research was used by the researcher and a self-made questionnaire was utilized to gather the information needed from the 76 student organization officers as their respondents. After the careful tabulation, statistical treatment, analysis and interpretation of data, the researchers found that the respondents assessed their leadership skills as Very Satisfactory This served as basis in drafting suggestions for the Student Organizations and Activities Office.

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It is generally believed that Academic environment provides avenue through which Leadership skills are acquired. The process of acquiring leadership skills does not involve only formal teaching, but other factors which may not be part of curricula of the schools. However, it is not known which other factors help in building students' Leadership skills. Therefore, this study is designed to explore the major factors that contribute to leadership skills development among SEGI university students.The study used a sample of 200 respondents which were drawn from SEGI University students, Malaysia using simple random sampling technique. Structured questionnaire was used to collect data from the respondents. Data were analysed using factor analysis. The result of the factor analysis after varimax rotation produced a total of seven factors. These included Team Work, Ability to influence others, Accountability, Conflict management ability, Role model, Interpersonal skill and Mentoring. These factors account for 63.8% of leadership skills development among the students. Based on the findings, the study concludes that academic institutions provide a good avenue for grooming future leaders. It was also recommended that similar research should be carried out in African countries for comparative purpose.

Australian International Academic Centre PTY. LTD. (AIAC PTY.LTD.)

IJELS AIAC , Lucy Muthoni Murage , Njoka Johannes Njagi

The need to prevent eruption of unrests among students in universities continues to exercise the minds of higher education managers and policy makers in the world. Innovative approaches in the management of higher education designed to preclude students’ riots continue to face immense challenges and ineffectiveness in universities in Kenya. One of the widely adopted approaches is that of involving democratically elected student leaders in the management of students’ affairs in universities in Kenya. Despite the involvement of student leaders in the management of students’ affairs in public universities, students’ protests and riots continue to characterize higher education in Kenya. Consequently, there is need to examine the leadership skills that student leaders are expected to possess in order to perform their functions effectively so as to avert upsurge of strikes. This study sought to assess the student leaders’ skills that are critical in managing student affairs in selected public universities in Kenya. The study adopted the descriptive survey research design. Stratified random sampling was used to select student leaders from four public universities. The sample comprised 19 members of student governing councils, 50 class representatives and 79 clubs and society leaders, making a total of 142 respondents. Data was collected using questionnaires. Data was analysed using both descriptive and inferential statistics. The results revealed that 66.3% of student leaders had leadership competence to organize welfare activities to address students’ concerns in their institutions while 33.7% lacked capability. Further, the study established that leadership skills significantly contributed to effective provision of student affairs services. It is concluded that institutions of higher learning have not fully empowered student leaders to effectively perform their leadership tasks. The study recommends that student leaders should be exposed to regular leadership trainings during their tenure designed to equip them with necessary leadership competencies which would promote their effectiveness in enhancing university stability, peace and mutually accepted governance.

Dr. Emmanuel Alex A . Bercero

This study attempted to determine the administrative and instructional leadership practices of the school administrators in community colleges of Northern Mindanao. A total of 23 school administrators and 110 teachers who rated the administrative and instructional leadership performance of school administrators participated in the study. A qualitative-quantitative research methods were used in the study. Research questionnaires and interview were used to determine the administrative and instructional leadership performance of school administrators. The statistical treatment used were mean values and percentages, analysis of variance and correlation analysis to determine the significant difference and relationship between administrative performance and instructional leadership practices of school administrators. The findings revealed that school administrators in community colleges of Northern Mindanao always performed their administrative functions such as planning, organizing, dire...

The Journal of Higher Education

Dr. Garima Mathur

In today&#39;s business world, effective leadership is gaining precedence over effective management. If effective management principles alone were once considered as the essentials of organizational and business success, today the success of organizations and businesses are equally or perhaps more dependent on effective and futuristic leadership. Leadership is a crucial factor affecting many educational organizational outputs. This paper examines the relationship between leadership and higher learning organizational effectiveness. It proves ability regarding leadership and organizational effectiveness for the employees working in higher learning institutes. Data was collected by using primary data collection tool i.e. questionnaire. Data was analyzed by applying various statistical tools. Item to total correlation and reliability was applied for standardizing the questionnaire and to find out the relationship between both variables linear regression was applied. The result of the st...

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Defining Filipino Leadership

What kind of leadership do we need to bring us to the realization of this dream? Many have gone on the journey towards understanding and shaping Filipino leadership. The essays in this volume give us insights that can help us define it. They are also reflective of a defining leadership characterized by excellence with purpose, meaningful change, systematic social development, and depth. They honor Fr. Bienvenido F. Nebres--Jesuit, Filipino, and Catholic leader who has led with vision, heart and spirit.

Published in 2011. Finalist, 2011 Cardinal Sin Book Awards, for Ministry Category.

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Home » Blog » Pinoy Leadership Style: Filipinos in the Workplace and School

Pinoy Leadership Style: Filipinos in the Workplace and School

Writers: Alvin Joseph Mapoy, Allana Marie Manguerra, Angelica Jane Evangelista, Marie Nicole Ingrid Lusterio, and Nel Fortes Translation: Tobey Fhar Isaac Calayo (Filipino) Researchers: Nel Fortes and Angelica Jane Evangelista Editor: Alvin Joseph Mapoy (English), Richardson Mojica (Filipino)  Graphics: Krystle Mae Labio, Klein Xavier Boiser, Jacklyn Moral Tweet Chat Moderators: Richardson Mojica, Tobey Fhar Isaac Calayo, Gie Leanna Dela Peña , Patricia Mckenzie Sevilla,  Jasmin Cyrille Tecson, Allyssa Jane Fincale Documentation:  Marie Nicole Ingrid, Beatriz Joan Rufo Spaces Moderators: Richardson Mojica, Alvin Joseph Mapoy, Azie Marie Libanan, Roy Dahildahil, Kamille Huelgas

School and the workplace became the second home for students and employees. It served as the residence of knowledge and source of income of individuals. From this found home, the school and the workplace may shape who we will be in the future. The role of an effective leader is crucial for this to happen. 

An effective leader cultivates an environment that protects mental health. The Department of Labor and Employment mandates workplaces to implement mental health policies and programs following the Mental Health Act [1] . Likewise, the Department of Education launched a series of mental health and psychosocial programs this year to support learners, parents, and school personnel [2] . 

Leaders, managers, and supervisors in organizations affect the mental health of their employees [3] . It is important to look at how Filipinos leadership impacts our mental health. 

Filipino Leadership 

Classic leadership literature abounds with examples of leaders’ aim to predict, categorize, classify, and control within organizations for every possible variable. The majority of research academe defines leadership as a behavior, a relationship, and in various cases, activity [4] . 

Filipino leadership and Filipino management may appear to be misleading because Filipino culture is based on deeply ingrained indigenous core values. Filipino culture focuses on kinship, family, and social acceptance. Thus, Filipinos’ distinct leadership styles may include pakiramdam, takutan, kulit, and patsamba-tsamba, among others. Filipino leadership styles have a significant effect in the workplace setting, as well as in schools [5] , and may significantly affect one’s mental health. For example, leaders who use takutan as their leadership style may cause stress and anxiety among employees. These leaders have been taught earlier on that the best results are achieved by those who are toughest, driven, and demanding [6] . 

Franco (1982), in his study, identified the different Pinoy management styles that are distinctly Filipino. 

• Management-by-Kayod and the Realist Manager. Kayod means working hard like an ant. These are the types of leaders who work day in and day out. Work is their pleasure in life. The characteristics of a manager like this include: when there is a problem, he immediately reacts to it, is an autocrat, and yields experience to ensure the organization’s success [7] .
• Management-by-Libro and the Idealist Manager. Libro means book. Leaders who follow this management style prefer American management styles with technical jargon. They are characterized by reflecting on the problem first before acting on them, a technocrat relying on the authority of facts and statistics. He tends to be process-oriented [7] .
• Management-by-Lusot and the Opportunist Manager. Lusot means shortcut, bribery, and rule-breaking. These are the types of managers and leaders who often pay off problems and take shortcuts in tasks. They are characterized by having no definite philosophy or commitment in tasks, without conscience, and a maker of deals as if everything is a game [7] .
• Management-by-Suyod and the Reconsider Manager. Suyod means to take away lice from the hair precisely and neatly. A reconsider manager looks at the problem at all angles until everything is precise and neat. The characteristics of leaders like this include having balance in terms of work. They are also accepting, and work hard to integrate the idealist and realist manager and have a contingency management style. They are disciples of knowing the strengths and limitations of the project and the members he is working with [7] .

While most leadership and management theories are Western, it is also interesting to explore the comparisons between American Management system to the Pinoy Management system [7] :

Problems in Workplace and School

In applying Filipino leadership styles, leaders must consider their approach to leadership and make sure how their strategy will reach their members. The ability to relate to members requires a complete understanding of specific groups’ historical context, norms, and dynamics.

Father of Filipino psychology Virgilio Enriquez explains that Filipino relationships are formed through the core concept of kapwa [8] . Indigenous values such as kapwa were passed on through generations and are rooted in having a strong, shared identity within an organization and gives importance to present leaders’ relationships to their followers. It emphasizes harmony. Good relations are needed to be maintained or else a person is described as walang pakikisama, walang hiya, and walang utang ng loob. Torres (2019) [9] has found values such as kapwa to be present in both the school setting and workplace. A study by Ng & Rivera (2018) [10] noted the prevalence of this value in the workplace and how transformational leaders should contextualize member and leader exchange to push for a more successful organization.

Moreover, leadership in the school setting is still traditionally principal-centered [11] . Principal-centered approaches to leadership rely on a single authority figure to spearhead instructional and administrative tasks, with teachers only acting as support to the principal. The principals’ perspective on the local dynamics of educational leadership is based on a mixture of cultural, organizational, and political factors [12] . In this dynamic type, coordination between various sector leaders and their members primarily focuses on kinship or pakikipagkapwa, social norms, and power dynamics. An example of this is forming good relations with the government to gain funding in public schools and pass policies that would improve education. However, prioritization of kinship, while beneficial, may also foster tolerance in situations where there is an exploitation of power [12] . Kinship and establishing patron-client relationships like in school and government relationships result in debts of gratitude or utang ng loob. Utang na loob is formed out of acts of favors offered by the requesting client to the patron [11] . 

In following the principal-centered approach, student leaders have limited control over school governance and decision-making processes. There is difficulty promoting systemic change using this approach, for ideas are enforced by a single person or governing body. 

Last 2020, the Department of Health (DOH) called for a unified response towards mental health as part of the year’s theme. It brought to light the students’ difficulties and allowed them to have a voice during countless crises [13][14] . In those times, petitions for a call to action from the government and the students’ respective schools were made in response to the growing mental health concerns. Though schools created mental health programs, it was found that there is a considerable gap in the mental health policies and strategies made by schools because of a lack of reference in creating said policies and strategies [14] . There is also an added challenge when DepEd cannot maintain the current administrative setup as principals are being transferred to other jurisdictions [11] . This factor and other factors lead to failure in making organizational changes [15] . Organizational change, when done repeatedly, will affect the psychosocial environment and health of the organization’s members [16] . Crises, such as the COVID-9 pandemic, should be considered when reflecting on leadership and organizational management [17] .

Changing existing systems to fit the current school and workplace environment is determined by explicit and hidden dynamics. It requires a deep examination of the organization’s situations and knowing how to utilize relationships and distinct leadership styles. In the event of a crisis, learning all these things can strengthen the foundation of organizations and can provide change and improvement on the welfare of its members. The need for leaders who are responsive to the mental health concerns of their members while making necessary decisions that could benefit the organization as a whole makes one a great leader and promoter of mental health.

Improving Filipino Leadership

With the current COVID-19 situation, a study conducted by MindNation finds out that 2 out of 25 employees are at risk for mental health problems also brought by the COVID-19 anxiety followed by a personal matter, financial pressure, work performance, etc. It revealed that employees experiencing mental health difficulties have a hard time talking about these issues with their managers. The study recommended three steps that a leader could do to address mental health problems [18] .

• Make mental health services available to the employees [18] .
• Create mental health policy in the company to reduce the stigma about mental health and create a safe space for mental health conversations in the workplace [18] .
• Create virtual social activities to ease the loneliness of the employees [18] .

The COVID-19 crisis tested the leaders on how well they could handle their people during these uncertain times. A study was conducted by graduate students from Ateneo De Manila University to explore what Filipinos expect their leaders to be and to do in different settings. The qualitative study utilized interviews of 48 individuals from different sectors and socioeconomic classes. Participants included executives, supervisors, professionals, support staff, and informal sector workers such as tricycle drivers and market vendors. The result shows that Filipinos want an authoritarian leader to enforce strict obedience to authority [19] .

The study also shows two distinct meanings of the term firm leader. The first meaning indicates a firm leader as an individual with an iron fist or a strict leader who can ruthlessly use power, while the other firm leader shows a leader who has the courage and can stand with their convictions. The preferred leader demonstrates both qualities [19] .

We all have differences in leadership style. Despite this, a transformational leadership style fits the criteria of effective leadership. This style of leading utilizes the fullest potential of every follower to have improvement for their performances. An effective leader must need the behavior of fellowship (kapwa), charisma, empathy (individualized consideration, intellectual stimulation, inspirational, motivational, and idealized influence). A transformational leader constructs an environment that aims to make a difference and foster success [10] . 

Being an effective leader, embodying the Filipino leadership qualities, is still vulnerable to health dilemmas, especially in this pandemic. Working on a remote set-up became challenging as people are used to working with interactions face to face. 

“With great power comes great responsibility.” This famous line from the Spiderman movie reminds us that being a leader, the source of power is enclosed with the responsibility not just the duty to take over the people to achieve objectives, but also the responsibility to take care of the self both physically and mentally. With this, mental health plays a vital role for an individual to function effectively. Here are some pieces of advice for coping up that a leader and even a follower must consider when experiencing stress [20] :

• Make the team. Be a family. Being alone is not bad, but it makes us more susceptible to sadness, worrying, etc. Having companions helps us relieve our stress and sentiments in our life, as these people who are close and similar can feel the same thing and can relate to us. 
• Move around, take some steps. It is important not to stay in our working area all the time. There should be time to stand up and move around to have fresh air and take steps for good posture. Enjoy walking away from the busy place for a while.
• Exercise. The benefits of exercise are indeed incontestable.  It is a well-proven approach that exercise can help us to improve our mood and stabilize our health.
• Me time, my time. Choose to have a schedule for rest, a movie marathon, and any enjoyable recreational activities. Leaders and followers deserve that time to rest. 
• Help, I am yelp. It is about ending the stereotype that a leader must be strong all the time. It is okay to seek help from our family members, workmates, schoolmates, guidance counselor, employee assistance such as the human resource department. Your well-being is essential above anything else. This supporting-care system is essential in an environment for being able to achieve goals and be someone’s source of comfort and peace.  

Every individual must ensure that leaders are empathic, perceptive, and responsive to maintain a productive and healthy working environment. The school and workplace are homes of comfort, understanding, and family. Let’s cultivate a place for an individual’s training ground for improvement and betterment by being a good leader and a good follower.

Let’s talk about leadership styles and mental health this November 10 at 7:00 pm on #UsapTayo’s tweetchat and Twitter spaces. Tara #UsapTayo with your regular #Usapkada!

Guide Questions:

• What are the characteristics of a good leader for you?
• How does good leadership at work and school affect your mental health?
• How can we be a leader that protects others’ mental health? 

References:

[1] Department of Labor and Employment. (2020, February 19). DOLE mandates mental health program in workplaces. https://www.dole.gov.ph/news/dole-mandates-mental-health-program-in-workplaces/

[2] Department of Education. (2021). DepEd to roll out mental health and psychosocial support programs for 2021. Https://Www.Deped.Gov.Ph/2021/02/09/Deped-to-Roll-out-Mental-Health-and-Psychosocial-Support-Programs-for-2021/. Retrieved November 7, 2021, from https://www.deped.gov.ph/2021/02/09/deped-to-roll-out-mental-health-and-psychosocial-support-programs-for-2021/

[3] Arnold, K., Hancock, A., & Dimoff, J. (2020, August 19). Mental health impact of COVID-19 affects leadership in the workplace. QUOi Media. Retrieved November 7, 2021, from https://quoimedia.com/mental-health-impact-of-covid-19-affects-leadership-in-the-workplace/

[4] Cimene, F. T. A., & Aladano, A. N. (2013). Leadership perspective from the Philippines: Its implications for theory, research and practice. Culture and Gender in Leadership. Published. https://link.springer.com/chapter/10.1057/9781137311573_4

[5] Ki. (2019). Filipino leadership styles – what are the four distinctive Filipino leadership styles. Https://Philnews.Ph/2019/09/18/Filipino-Leadership-Styles-What-Are-the-Four-Distinctive-Filipino-Leadership-Styles/. Retrieved November 7, 2021, from https://philnews.ph/2019/09/18/filipino-leadership-styles-what-are-the-four-distinctive-filipino-leadership-styles/

[6] Girling, N. (n.d.). Leadership, mental health, well-being and culture. Engage for Success. https://engageforsuccess.org/wellbeing/wellbeing-and-culture/

[7] Franco, E. A. (1982). Management, Pinoy style. Sikolohiyang Pilipino: Teorya, Metodo at Gamit. Published.

[8] Pe-pua, R., & Protacio-Marcelino, E. (2000). Sikolohiyang Pilipino (Filipino psychology): A legacy of Virgilio G. Enriquez*. Asian Journal of Social Psychology , 3, 49–71. https://www.indigenouspsych.org/Members/Pe-Pua,%20Rogelia/PePua_Marcelino_2000.pdf

[9] Torres, P. A. (2019). Finding Indigenous Values Behind Filipino Leadership. Depedbataan.Com Publications . Published. http://www.depedbataan.com/resources/4/finding_indigenous_values_behind_filipino_leadership.pdf

[10] Ng, L. T., & Rivera, J. P. (2018). Exploring transformational leadership and fellowship in a cultural context: The case of the Philippines. Asia-Pacific Social Science Review, 17 (3). http://apssr.com/wp-content/uploads/2018/03/ExploringTransformationalLeadershipandFellowshipinaCulturalContext3ATheCaseofthePhilippines.pdf

[11] Alegado, J. P. (2018). The challenges of teacher leadership in the Philippines as experienced and perceived by teachers. International Journal of Education and Research , 6(6), 291–302. https://www.researchgate.net/publication/326776435_The_challenges_of_teacher_leadership_in_the_Philippines_as_experienced_and_perceived_by_teachers

[12] Brooks, J. S., & Sutherland, I. E. (2014). Educational Leadership in the Philippines: Principals’ Perspectives on Problems and Possibilities for Change. Planning and Changing , 45(3–4), 339–355. 

[13] San Juan, A. D. (2020, August 15). Colleges, universities not required to delay school opening — CHED . Manila Bulletin. https://mb.com.ph/2020/08/15/colleges-universities-not-required-to-delay-school-opening-ched/

[14] Mata, M. (2020, November 28). After series of disasters, students unite to call for nationwide academic break. Rappler. Retrieved November 6, 2021, from https://www.rappler.com/moveph/after-series-disasters-students-unite-call-nationwide-academic-break  

[15] Beycioglu, K., & Kondakci, Y. (2020). Organizational Change in Schools. ECNU Review of Education , 209653112093217. https://doi.org/10.1177/2096531120932177  

[16] Flovik, L., Knardahl, S., & Christensen, J. O. (2019). The Effect of Organizational Changes on the Psychosocial Work Environment: Changes in Psychological and Social Working Conditions Following Organizational Changes. Front. Psychol. Published. https://doi.org/10.3389/fpsyg.2019.02845TheEffectofOrganizationalChan

[17] Rameshan, P. (2021). Crisis Leadership of Covid-19 Fightback: Exploratory Anecdotal Evidence on Selected World Leaders. IIM Kozhikode Society & Management Review, 1–24. https://doi.org/10.1177/2277975220986274

[18] Lago. (2021, September 22). Study paints a grim picture of some Filipino employees’ state of mental health . Rappler. 

[19] Franco. (2020, April 13). The Preferred Filipino Leader: How do our current leaders measure up? Ateneo Center for Organization Research and Development. https://www.ateneo.edu/cord/news/preferred-filipino-leader-how-do-our-current-leaders-measure

[20] Brearley, B. (2019). Why good mental health is a leader’s best friend. Thoughtful Leader. Retrieved November 7, 2021, from https://www.thoughtfulleader.com/why-good-mental-health-is-a-leaders-best-friend/

Rivera, J. P., & Ng, L. (2018). Exploring Transformational Leadership and Fellowship in a Cultural Context: The Case of the Philippines. Asia Pacific Social Science Review , 17(3), 136–141. https://www.academia.edu/36152267/Exploring_Transformational_Leadership_and_Fellowship_in_a_Cultural_Context_The_Case_of_the_Philippines?from=cover_page

Sutherland, I. E., & Brooks, J. S. (2013). School leadership in the Philippines: Historical, cultural, and policy dynamics. Advances in Educational Administration , 199–213. https://doi.org/10.1108/s1479-3660(2013)0000020011

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19.5 Teamwork and Leadership

Learning objectives.

• Define teamwork and explain how to overcome various challenges to group success.
• Describe the process of leader development.
• Describe several different leadership styles and their likely influence on followers.

Two important aspects of group communication—especially in the business environment—are teamwork and leadership. You will work in a team and at some point may be called on to lead. You may emerge to that role as the group recognizes your specific skill set in relation to the task, or you may be appointed to a position of responsibility for yourself and others. Your communication skills will be your foundation for success as a member and as a leader. Listen and seek to understand both the task and your group members as you become involved with the new effort. Have confidence in yourself and inspire the trust of others. Know that leading and following are both integral aspects of effective teamwork.

Teamwork is a compound word, combining team and work. Teams are a form of group normally dedicated to production or problem solving. That leaves us with the work. This is where our previous example on problem solving can serve us well. Each member of the team has skills, talents, experience, and education. Each is expected to contribute. Work is the activity, and while it may be fun or engaging, it also requires effort and commitment, as there is a schedule for production with individual and group responsibilities. Each member must fulfill his or her own obligations for the team to succeed, and the team, like a chain, is only as strong as its weakest member. In this context we don’t measure strength or weakness at the gym, but in terms of productivity.

Teams can often achieve higher levels of performance than individuals because of the combined energies and talents of the members. Collaboration can produce motivation and creativity that may not be present in single-contractor projects. Individuals also have a sense of belonging to the group, and the range of views and diversity can energize the process, helping address creative blocks and stalemates. By involving members of the team in decision-making, and calling up on each member’s area of contribution, teams can produce positive results.

Teamwork is not without its challenges. The work itself may prove a challenge as members juggle competing assignments and personal commitments. The work may also be compromised if team members are expected to conform and pressured to go along with a procedure, plan, or product that they themselves have not developed. Groupthink Tendency to accept the group’s ideas and actions in spite of individual concerns. , or the tendency to accept the group’s ideas and actions in spite of individual concerns, can also compromise the process and reduce efficiency. Personalities and competition can play a role in a team’s failure to produce.

We can recognize that people want to belong to a successful team, and celebrating incremental gain can focus the attention on the project and its goals. Members will be more willing to express thoughts and opinions, and follow through with actions, when they perceive that they are an important part of the team. By failing to include all the team members, valuable insights may be lost in the rush to judgment or production. Making time for planning, and giving each member time to study, reflect, and contribute can allow them to gain valuable insights from each other, and may make them more likely to contribute information that challenges the status quo. Unconventional or “devil’s advocate” thinking may prove insightful and serve to challenge the process in a positive way, improving the production of the team. Respect for divergent views can encourage open discussion.

John Thill and Courtland Bovee Thill, J. V., & Bovee, C. L. (2002). Essentials of business communication . Upper Saddle River, NJ: Prentice Hall. provide a valuable list to consider when setting up a team, which we have adapted here for our discussion:

• Select team members wisely
• Select a responsible leader
• Promote cooperation
• Clarify goals
• Elicit commitment
• Clarify responsibilities
• Instill prompt action
• Apply technology
• Ensure technological compatibility
• Provide prompt feedback

Group dynamics involve the interactions and processes of a team and influence the degree to which members feel a part of the goal and mission. A team with a strong identity can prove to be a powerful force, but it requires time and commitment. A team that exerts too much control over individual members can run the risk or reducing creative interactions and encourage tunnel vision. A team that exerts too little control, with attention to process and areas of specific responsibility, may not be productive. The balance between motivation and encouragement, and control and influence, is challenging as team members represent diverse viewpoints and approaches to the problem. A skilled business communicator creates a positive team by first selecting members based on their areas of skill and expertise, but attention to their style of communication is also warranted. Individuals that typically work alone or tend to be introverted may need additional encouragement to participate. Extroverts may need to be encouraged to listen to others and not dominate the conversation. Teamwork involves teams and work, and group dynamics play an integral role in their function and production.

Whether or not there is a “natural leader,” born with a combination of talents and traits that enable a person to lead others, has been a subject of debate across time. In a modern context, we have come to recognize that leadership comes in many form and representations. Once it was thought that someone with presence of mind, innate intelligence, and an engaging personality was destined for leadership, but modern research and experience shows us otherwise. Just as a successful heart surgeon has a series of skill sets, so does a dynamic leader. A television producer must both direct and provide space for talent to create, balancing control with confidence and trust. This awareness of various leadership styles serves our discussion as groups and teams often have leaders, and they may not always be the person who holds the title, status, or role.

Leaders take on the role because they are appointed, elected, or emerge into the role. The group members play an important role in this process. An appointed leader Individual designated by an authority to serve in the leadership capacity. is designated by an authority to serve in that capacity, irrespective of the thoughts or wishes of the group. They may serve as the leader and accomplish all the designated tasks, but if the group does not accept their role as leader, it can prove to be a challenge. As Bruce Tuckman Tuckman, B. (1965). Developmental sequence in small groups. Psychological Bulletin, 63 , 384–399. notes, “storming” occurs as group members come to know each other and communicate more freely, and an appointed leader who lacks the endorsement of the group may experience challenges to his or her authority.

A democratic leader Individual elected by a group to serve as its leader. is elected or chosen by the group, but may also face serious challenges. If individual group members or constituent groups feel neglected or ignored, they may assert that the democratic leader does not represent their interests. The democratic leader involves the group in the decision-making process, and insures group ownership of the resulting decisions and actions as a result. Open and free discussions are representative of this process, and the democratic leader acknowledges this diversity of opinion.

An emergent leader Individual who grows into the leadership role, often out of necessity. contrasts the first two paths to the role by growing into the role, often out of necessity. The appointed leader may know little about the topic or content, and group members will naturally look to the senior member with the most experience for leadership. If the democratic leader fails to bring the group together, or does not represent the whole group, subgroups may form, each with an informal leader serving as spokesperson.

Types of Leaders

We can see types of leaders in action and draw on common experience for examples. The heart surgeon does not involve everyone democratically, is typically appointed to the role through earned degrees and experience, and resembles a military sergeant more than a politician. The autocratic leader Self-directed leader who establishes norms and conduct for the group. is self-directed and often establishes norms and conduct for the group. In some settings we can see that this is quite advantageous, such as open-heart surgery or during a military exercise, but it does not apply equally to all leadership opportunities.

Contrasting the autocrat is the laissez-faire Individual who practices a “live and let live” style of leadership. , or “live and let live” leader. In a professional setting, such as a university, professors may bristle at the thought of an autocratic leader telling them what to do. They have earned their role through time, effort, and experience and know their job. A wise laissez-faire leader recognizes this aspect of working with professionals and may choose to focus efforts on providing the professors with the tools they need to make a positive impact. Imagine that you are in the role of a television director and you have a vision or idea of what the successful pilot program should look like. The script is set, the lighting correct, and the cameras are in the correct position. You may tell people what to do and where to stand, but you remember that your job is to facilitate the overall process. You work with talent, and creative people are interesting on camera. If you micromanage your actors, they may perform in ways that are not creative and that will not draw audiences. If you let them run wild through improvisation, the program may not go well at all. Balancing the need for control with the need for space is the challenge of the laissez-faire leader.

Not all leaders are autocrats or laissez-faire leaders. Thomas Harris and John Sherblom Harris, T., & Sherblom, J. (1999). Small group and team communication . Boston, MA: Allyn & Bacon. specifically note three leadership styles that characterize the modern business or organization, and reflect our modern economy. We are not born leaders but may become them if the context or environment requires our skill set. A leader-as-technician Occurs when the leader has skills that others do not. role often occurs when we have skills that others do not. If you can fix the copy machine at the office, your leadership and ability to get it running again are prized and sought-after skills. You may instruct others on how to load the paper or how to change the toner, and even though your pay grade may not reflect this leadership role, you are looked to by the group as a leader within that context. Technical skills, from Internet technology to facilities maintenance, may experience moments where their particular area of knowledge is required to solve a problem. Their leadership will be in demand.

The leader-as-conductor Central role of bringing people together for a common goal. involves a central role of bringing people together for a common goal. In the common analogy, a conductor leads an orchestra and integrates the specialized skills and sounds of the various components the musical group comprises. In the same way, a leader who conducts may set a vision, create benchmarks, and collaborate with a group as they interpret a set script. Whether it is a beautiful movement in music or a group of teams that comes together to address a common challenge, the leader-as-conductor keeps the time and tempo of the group.

Coaches are often discussed in business-related books as models of leadership for good reason. A leader-as-coach Individual serving as a teacher, motivator, and keeper of the goals of the group. combines many of the talents and skills we’ve discussed here, serving as a teacher, motivator, and keeper of the goals of the group. A coach may be autocratic at times, give pointed direction without input from the group, and stand on the sidelines while the players do what they’ve been trained to do and make the points. The coach may look out for the group and defend it against bad calls, and may motivate players with words of encouragement. We can recognize some of the behaviors of coaches, but what specific traits have a positive influence on the group? Thomas Peters and Nancy Austin Peters, T., & Austin, N. (1985). A passion for excellence: The leadership difference . New York, NY: Random House. identify five important traits that produce results:

• Orientation and education
• Nurturing and encouragement
• Assessment and correction
• Listening and counseling
• Establishing group emphasis

Coaches are teachers, motivators, and keepers of the goals of the group. There are times when members of the team forget that there is no “I” in the word “team.” At such times, coaches serve to redirect the attention and energy of the individuals to the overall goals of the group. They conduct the group with a sense of timing and tempo, and at times, they relax and let the members demonstrate their talents. Through their listening skills and counseling, they come to know each member as an individual, but keep the team focus for all to see. They set an example. Coaches, however, are human and by definition are not perfect. They can and do prefer some players over others and can display less than professional sideline behavior when they don’t agree with the referee, but the style of leadership is worthy of your consideration in its multidisciplinary approach. Coaches use more than one style of leadership and adapt to the context and environment. A skilled business communicator will recognize that this approach has its merits

Key Takeaway

Teamwork allows individuals to share their talents and energy to accomplish goals. An effective leader facilitates this teamwork process.

• Do you prefer working in a group or team environment, or working individually? What are the advantages and disadvantages of each? Discuss your thoughts with classmates.
• Imagine that you could choose anyone you wanted to be on a team with you. Who would you choose, and why? Write a two- to three-paragraph description and share it with a classmate.
• Think of a leader you admire and respect. How did this individual become a leader—for example, by appointment, democratic selection, or emergence? How would you characterize this leader’s style—is the leader autocratic or laissez-faire, a technician, or a coach?

Pagsasalin ng "teamwork" sa Tagalog

Halimbawang isinaling pangungusap: Hence, teamwork is essential. ↔ Kaya nga, mahalaga ang pagtutulungan.

the cooperative effort of a team of people for a common end [..]

Mga awtomatikong pagsasalin ng " teamwork " sa Tagalog

"teamwork" sa ingles - tagalog na diksyunaryo.

Sa kasalukuyan ay wala kaming mga pagsasalin para sa teamwork sa diksyunaryo, marahil ay maaari kang magdagdag ng isa? Tiyaking suriin ang awtomatikong pagsasalin, memorya ng pagsasalin o hindi direktang pagsasalin.

Mga pagsasalin ng "teamwork" sa Tagalog sa konteksto, translation memory