PERSONAL DEVELOPMENT

SOCIAL RELATIONSHIP IN MIDDLE AND LATE ADOLESCENCE

Through this topic, you are guided to recognize your own identity and at the same time you would be able to
reflect and compare on how others see yourself as an individual. This course shall make you take a deeper look at
yourself and analyze your developmental changes, your skills and traits which can help you meet the various tasks
that you must undertake at this point in your life.

LEADERSHIP
CONCEPT OF LEADERSHIP
Managers are people who do things right, while leaders are people who do the right thing. –Warren Bennis,
Ph.D. “On Becoming a Leader”
Middle and late adolescents usually find themselves in the company of their peers, usually from the school
or the neighborhood. From high school to college, adolescents mature faster socially, and new lessons are learned
especially on how their social interactions affirm their self-identity, increase their self-esteem, and develop their
capacity to nurture relationships.
GOLEMAN’S SOCIAL INTELLIGENCE THEORY Emotional Intelligence author, Daniel Goleman, explained in his
book, Social Intelligence: The New Science of Human Relationships (2006), how our brains are wired to connect with
other people, and how part of the human brain located just above the eyes called the orbitofrontal cortex (OFC) is
connected directly to the three (3) major regions of the brain: the cortex, the amygdala, and the brain stem.
Goleman pointed out that the OFC provides an immediate connection between though, emotions, and
behavior. It immediately calculates our feelings and thought about a person and how that other person feels and
thinks about us, and what actions we take after this quick assessment.

SOCIAL INFLUENCE
According to Rashotte, the authors: Defined social influence as things such as behavior, actions attitude,
concepts, ideas, communications, wealth, and other resources that bring about changes in the beliefs, attitudes,
and/or behavior of persons as a result of the action/s of another person.

VARIETIES OR TYPES OF SOCIAL INFLUENCE

Herbert Kelman, a Harvard psychologist, suggested that there are three (3) varieties of social influence,
namely:
1. Compliance - Is when a person seems to agree, and follows what is requested or required of him or her to do or
believe in, but does not necessarily have to really believe or agree to it;
2. Identification -is when a person is influenced by someone he or she likes or looks up to, like a movie star, social
celebrity, or a superhero;
3. Internalization -is when a person is able to own a certain belief or act, and is willing to make it known publicly and
privately.

OTHER TYPES OF SOCIAL INFLUENCE

Social scientists and psychologists identified other types of social influence as:
1. Conformity / Pagsang-ayon -A type of social influence that involves a change in behavior, belief, or thinking to be
like others. It is the most common and pervasive form of social influence. Social psychology research in conformity
tends to distinguish between two varieties: information conformity (“internalization” in Kelman’s term) and
normative conformity (“compliance” in Kelman’s terms).
Conformity / Pagsang-ayon -is very strong particularly among middle and late adolescents. This is supported
by the fact by the fact that an adolescent in this age group is most susceptible to a compelling need to seek approval
from others and be accepted by them in order to become a friend and to belong to a social group.
2. Conversion / Pagbabagong-loob - Occurs when an individual whole-heartedly changes his or her original thinking
and beliefs, actions, and attitudes to align with those of the other members of a group.
3. Minority influence -Happens when a bigger number of people are influenced by much smaller number or people
and when the minority’s way of looking at and doing things are accepted.
4. Reactance -Is when there is a willing rejection of a social influence being exerted on an individual or group. This is
also known as anti- or non-conformity. Reactance is a reverse reaction to some social influence that is being imposed
by a person or a group on another.
5. Obedience -Is another form of social influence wherein a person follows what someone tells him or her to do,
although it may not necessarily reflect the person’s set of beliefs or values. Similar to compliance, obedience usually
stems from either respect or fear of the authority figure.
6. Persuasion -Is used by one person or group to influence another to change their beliefs, action, or attitudes by
appealing to reason or emotion

LEADERSHIP AND FOLLOWERSHIP THEORIES

 LEADERSHIP / PAMUMUNO -The action of leading a group of people or an organization.
Chester Barnard (1983) defined leadership as the ability of a person in person in position of authority to influence
others to behave in such a manner that goals are achieve •
 LEADER / PINUNO -Often typecast as someone who is the head of a group of people by virtue of having
great strength and wisdom, or may have inherited a position of power even if strength and wisdom were not
part of his person’s virtues.
• Influence plays a major role in leadership.
Power is also annexed to leadership as espoused by French and Raven (1960) who said that a leader may obtain
power through various means and sources, such as position, giving rewards, expertise, respect, or coercion.

THERE ARE SEVERAL EXISTING THEORIES OF LEADERSHIP

1.Trait Theory -This theory defines leadership based on certain personality traits which are generally suited for all
leaders, such as decisiveness(“Katiyakan”), persistence(“Pagtitiyaga”), high level of self-confidence (“Kumpiyansa sa
sarili”) and assertiveness(“Pagpipilit”), among others.
2. Behavioral Theory -This theory presupposes that leadership is a learned behavior, and that leaders are defined
according to certain types of behavior they exhibit.
3. Participative Theory -The opposite of an autocratic leader (“Diktador na leader”), the participative leader involves
other people to make common decisions.
4. Situational Theory -This theory assumes that there is no one style of leadership and that leadership behavior is
based on the factors present in a situation, and usually takes into consideration how followers behave
5. Transactional Theory -This theory states that leadership involves a transaction or negotiation of resources or
position, usually employs reward and punishment.
6. Transformational Theory -This theory involves a vision, which a leader uses to rally support from followers, and
the role of the leader is in motivating others to support the vision and make it happen.

AUTHENTIC LEADERSHIP
THREE (3) BASIC AXIOMS OF LEADERSHIP by Rob Goffee and Gareth Jones (2006)
1. Leadership is situational -This means that leader’s behavior and what is required of him will always be influenced
by the situation. It means that a leader is able to assess a situation quickly, adjust to it, and provide the appropriate
and necessary action to address it for the benefit of his followers.
2. Leadership is not-hierarchical -The exercise of leadership is not based on one’s position in an organizational chart
alone, but also dependent on other factors such as characteristics, skills, and even connections.
3. Leadership is relational -Leaders and followers establish a relationship where their interests are mutually met.
The role of a leader in this relationship can vary from being a visionary to cheerleader.

An Authentic leader, according to Goffee and Jones (2006), has the following critical elements present: •
They walk their talk. They are consistent in what they say and what they do, practicing what they are
preaching. • They adjust to situations and display adaptability and flexibility but consistent with their values and real
selves even when they take on different roles during different situations. • They have a high level of comfort being
themselves, even if they come from backgrounds that are different from the people or situations they deal with.
Individuals relate with each other in society. For instance, adolescents like you socialize outside the home.
You relate with teachers and classmates in school. You engage in activities and organizations in the community. You
can also relate to people in church, the various people that you meet and relate to play different roles in the society
even as they influence you in many ways.
The roles of individuals can be traced from their status. Status refers to the position that an individual is
expected to hold in a group or community. This can be both ascribed or inherited. While Role pertains to the
behavior that is expected from a person holding such status. Based on different statuses of individuals in the society,
various roles can be identified in the articles on Family Roles (2003,2004).
SERVANT LEADERSHIP
While the idea of servant leadership goes back at least two thousand years, the modern servant leadership
movement was launched by Robert K. Greenleaf in 1970 with the publication of his classic essay, The Servant as
Leader. It was in that essay that he coined the words "servant-leader" and "servant leadership." Greenleaf defined
the servant-leader as follows:
"The servant-leader is servant first... It begins with the natural feeling that one wants to serve, to serve first.
Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first,
perhaps because of the need to assuage an unusual power drive or to acquire material possessions...The leader-first
and the servant first are two extreme types. Between them there are shadings and blends that are part of the
infinite variety of human nature."
"The difference manifests itself in the care taken by the servant-first to make sure that other people's
highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as
persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to
become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be
further deprived?"
Robert Greenleaf's concept of the servant-leader was stimulated by his reading of Journey to the East by
Herman Hesse. It is the story of a group of travelers who were served by Leo, who did their menial chores and lifted
them with his spirit and song. All went well until Leo disappeared one day. The travelers fell into disarray and could
go no farther. The journey was over. Years later, one of the travelers saw Leo again—as the revered head of the
Order that sponsored the journey. Leo, who had been their servant, was the titular head of the Order, a great and
noble leader.
In “The Servant as Leader”, Greenleaf said: ...this story clearly says—the great leader is seen as servant first,
and that simple fact is the key to his greatness. Leo was actually the leader all of the time, but he was servant first
because that was what he was, deep down inside. Leadership was bestowed upon a man who was by nature a
servant. It was something given, or assumed, that could be taken away. His servant nature was the real man, not
bestowed, not assumed, and not to be taken Away. He was servant first.
If there is a single characteristic of the servant leader that stands out in Greenleaf's essay, it is the desire to
serve. A walk through The Servant as Leader provides a fairly long list of additional characteristics that Greenleaf
considered important. They include listening and understanding; acceptance and empathy; foresight; awareness and
perception; persuasion; conceptualization; self-healing; and rebuilding community. Greenleaf describes servant-
leaders as people who initiate action, are goal-oriented, are dreamers of great dreams, are good communicators, are
able to withdraw and re-orient themselves, and are dependable, trusted, creative, intuitive, and situational.
Greenleaf described a philosophy, not a theory. However, based on the views of a number of scholars, the
elements that are most unique to servant leadership compared with other theories are:
(1) The moral component, not only in terms of the personal morality and integrity of the servant-leader, but also in
terms of the way in which a servant-leader encourages enhanced moral reasoning among his or her followers, who
can therefore test the moral basis of the servant-leader's visions and organizational goals;
(2) The focus on serving followers for their own good, not just the good of the organization, and forming long-term
relationships with followers, encouraging their growth and development so that over time they may reach their
fullest potential;
(3) Concern with the success of all stakeholders, broadly defined— employees, customers, business partners,
communities, and society as a whole— including those who are the least privileged; and
(4) Self-reflection, as a counter to the leader's hubris.