Leadership TRAITS, SKILLS, AND STYLES Leadership is once:

Personal- Because we can be a leader by ourselves. Interpersonal- Because it can be relate or involve relations with people. Situational- Because all of the facts, conditions, and events that affect someone or something at

a particular time and in a particular place; is we called situational. Which claimed an important part in leadership to organized situational events personal or interpersonally.

TRAITS- A quality that makes one person or thing is different with one another.SKILLS- the ability to do something that comes from training, experience or practice.STYLE- A particular want in which something is done, created, or performed.

Sun Wu Tzu Who first recognized the importance of personality traits in leadership. Sun Wu Tzu wrote The Art of War 2,300 years ago.

The Art of War- is an ancient Chinese military treatise attributed to Sun Wu Tzu; a high-ranking military general, strategist and tactician.Military Strategy- is a set of ideas implemented by military organization to pursue desired strategic goals.

Five qualities that a military leader should process: A. Wisdom B. Sincerity C. Benevolence D. Courage E. Strictness

Sun Wu Tzu also recognized five weaknesses that could afflict a general: A. If reckless, he can be killed; B. If cowardly, he can be captured; C. If quick-tempered, he can easily provoke; D. If sensitive to honor, he can be easily insulted; and E. If over-compassionate to the people; he can easily be harassed.

Murray George Ross Was a Canadian sociologist, author, and academic administrator. He was the founding president of Toronto's York University and served in that role from 1959 to 1970.

Charles Hendry Drew Is a British Conservative Party politician and the Member of Parliament for Weal den. In May 2010 he was appointed Minister of State for the Department of Energy and Climate Change and

served until 2012.

They found that effective leaders have attributes as follows: A. Self-confident, well-integrated, and emotionally stable.

B. Warm, sensitive, and sympathetic toward other people and given practical, helpful suggestions. C. Intelligent in relation to the group members.

D. Identify with the goals and values of the groups they lead. E. Want to take leadership responsibility and are competent in handling new situations. F. Can be relied on to perform leadership functions consistently.

Henry Mintzberg Born in Montreal, September 2, 1939 is an internationally renowned academic and author on business

and management. He is currently the Cleghorn Professor of Management Studies at the Desautels Faculty of Management

of McGill University in Montreal, Quebec, Canada, where he has been teaching since 1968.

Henry Mintzberg described the following as essential: Skills of Introspection- the ability to understand the position of a leader and his impact on the

organization . Entrepreneurial Skills- the ability to take sensible risk. Conflict-resolution Skills- the ability to mediate conflict, to handle disturbances under

psychological stress. Peer Skills – the ability to establish and maintain a network of contacts with equals. Information-processing Skills- the ability to build networks, extract and validate information, and

disseminate information effectively. Skills in Unstructured Decision-making- the ability to find problems and solutions when

alternatives, information, and objectives among ambiguous. Resources Generation And Allocation Skills- the ability to find and develop resources as well as to

decide among alternative uses of time and other scarce original resources.

Don Andres R. Soriano Born May 3, 1926; and died March 19, 1984. Was a Spanish Filipino businessman best known as the chief executive of San Miguel Corporation and A.

Soriano Corporation (ANSCOR) from 1964 to 1984. He was the son of Andrés Soriano, Sr.

Don Andrés Soriano Jr. practiced a paternalistic style of management:1. He viewed workers as human beings with needs, men of dignity and honor. He chatted with them and

listened to their problems. Workers were not mere statistics in business ledger.2. He looked after the welfare of his employees and his concern extended beyond their personal needs. He

also looked after the well-being of their families.3. He expected his subordinates to know their jobs. He expected them to have answers to his questions at

once. He wanted them at his beck and call while he was working.4. He compensated his workers well, but he demanded his utmost loyalty at them. Invariably, because of his

fatherly attitude towards the, they wholeheartedly gave him loyalty. 5. He gave due recognition to a job well done. He would personally commend those who performed well

with the advice that one should never to be contended with one’s work and always to improve.6. He hesitated to lay off personnel, but if this had to be done during a business downtum, he issued

directives that laid off personnel must be hired as soon as operations return to normal.7. He expected the rights of workers to self-organization.