Epitome of Political Leadership in Rodrigo R.

Duterte
Mona L. Laya and Jason N. Marquez
Abstract
This descriptive study aimed to identify the leadership skills of Rodrigo R.
Duterte to gain insights as to why he has become the undisputed political
leader of Davao City. Making use of snowball and opportunistic sampling
techniques for the first set and second set of respondents respectively, the
investigation has established through qualitative analysis of triangulated
data that Dutertes leadership focuses on the maintenance of peace and
order. As a leader, Mr. Duterte uses a combination of different leadership
skills characterized by firmness in decisions, taking responsibility for every
actions made, and the ability to accomplish the desired outcomes. He is a
transactional leader with charisma to the masses. He actively monitors the
work performed by subordinates and executes corrective actions if deviations
from expected standards occur. He is an entrepreneurial leader, a risk taker,
and a negotiator. His autocracy fits the level of maturity of the Dabawenyos.
He is voted primarily for his leadership skills in maintaining peace and order
while the various programs he has implemented are considered as additional
accomplishments to his brand of leadership.
Keywords: leadership style, political leadership, undisputed political leader
Introduction
Leadership has been regarded as one of the most important sets of
skills in the modern world. It bridges the gap between the organizations ideal
world of vision and reality which it intends to attain (Gupta, 2011). Thus,
leadership must evolve through time taking into consideration the relevant
lessons and skills that leaders possess to lead the constituency towards the
achievement of its goals.

UIC Research Journal.2011.17(2):141-154

141

Laya & Marquez

Social Sciences

Also, leadership is the process of influencing and supporting others

to work enthusiastically as a group or as a community. It is the critical factor
that defines the politics that govern any society such as a nation.
Philippine politics has always been dominated by few influential
families and for decades, political families, not political parties, have been
the most significant force behind it (Philippine Center for Investigative
Journalism, 2009). Members of political families take turns in holding key
government positions and explore ways in sustaining their power through
public consultation, rational persuasion, personal appearances, coalition
tactics and others.
In Mindanao, political families have a long and deep-rooted beginning
of political competition and violence. In the Davao region, particularly in
Davao City, the Dutertes have remained undisputed. From that time of
Mayor Rodrigo R. Dutertes appointment as vice mayor onwards, he was
consistently elected and has in fact served Davao City as its city mayor for
15 years. When he ran for re-election in 2004, he crushed his political rival
former mayor, Ben de Guzman by 154,000 votes (Soliven, 2004).
The main objective of the study was to identify the leadership skills
or styles of Rodrigo R. Duterte and to explore reasons why he has remained
undisputed in the local political arena in Davao City.
Method
This descriptive study involved purposively chosen Dabawenyos as
the research respondents. The data gathering was done from April to May
2011 and in August 2011. A triangulation of data was done because the
respondents were composed of two groups, thus, there was a need to verify
views and statements.
The first group of respondents was identified through the following
criteria: having lived in Davao City since 1972, being a friend to any Duterte
family member, and had served with the Dutertes. The selection was coupled
with a snowball approach where an interviewee would recommend another
prospective respondent. The first group of respondents was composed of a
teacher and a friend of the Dutertes, a barangay official from the Duterte
142

Epitome of Political Leadership in Rodrigo R. Duterte

Laya & Marquez

political line up, a Dabawenyo long-time resident who has been a part of the
campaign group of the Duterte, and a former consultant of Mayor Rodrigo
Duterte. The second set of respondents chosen through opportunistic
sampling should be Dabawenyos who could represent the various sectors of
the Davao City public. This was composed of a businessman, an employee
of the Presidential Management Staff, a former NGO employee currently
involved in community organizing, a public employee, a woman police
officer, and an ordinary worker.
The researchers personally sought the permission of the respondents
to be part of this study through face-to-face encounter. The rationale of the
investigation and the process by which the respondents were chosen were
explained to them thoroughly. Then an oral consent was secured before the
actual interviews were scheduled and conducted.
Moreover, final results of the note taking and transcriptions were
presented to the respondents for validation. They were requested to signify
their approval by indicating their signatures on the document. Unfortunately,
not all respondents signed the manuscript for various personal reasons.
Results and Discussion
The Many Faces of Leadership of Rodrigo R. Duterte
The popularity of Mr. Rodrigo R. Duterte, both as an ordinary
person and as a political leader has produced many images of him in the
minds of the Davaeo. Whether these impressions are true or not, one cannot
dispute the fact that they have contributed to his stability as a political figure
in the region. The following reveals the many faces of leadership evident in
Mr. Duterte as shared by the participants of this study.
An Advocate of Peace and Order
The focus of Dutertes leadership is the peace and order situation of
Davao City. One of the respondents said Basta naa peace and order, mosunod
na ang development. (As long as there is peace and order, development
follows). Another respondent reiterated that peace and order is important
in the development of Davao because of its strategic location especially in
UIC Research Journal.2011.17(2):141-154

143

Laya & Marquez

Social Sciences

fostering growth of commerce and industry. Further, another respondent

shared that Davao City has really improved and many investors want to put
up businesses here because of peace and order. If peace and order is not okay,
nobody will invest here. Another respondent said, bahala wala gikaon basta
dili mahadlok. (It does not matter if there is nothing more to eat for as long
as we are not afraid.)
The idea that Mr. Duterte is a true advocate of peace emanated in
the 80s when Davao City was then considered as the birthplace of vigilante
groups--Communist Party of the Philippines-New Peoples Army (CPPNPA). Back then, Davao City was considered as unsafe for residents and
many people feared staying in the city. One of the respondents said kung
baga sa una kawat, patay left and right. (Before, snatching and killing were
rampant everywhere.) But by 1992, insurgency was almost solved. The 25,000
strong members of NPA were reduced to only 3,500 (Joe Investor Online, 2011).
According to one respondent, Rodrigo R. Duterte exhausted efforts to talk to
the NPA members in order to neutralize the apprehensions of the public. Under

Rodrigo Dutertes leadership, Davao City has experienced peace and stability,
ushering an unprecedented economic boom. The citys crime rate dropped
dramatically which led to the claim of tourism organizations that Davao City
is the most peaceful city in Southeast Asia (Joe Investor Online, 2011).
A Man of Action
The strong-willed character of Rodrigo R. Duterte made him famous
as an action man. According to one respondent, Lahi man gud sa Davao
ba, testingan ang imong leadership. If you are not strong as a leader, pwede dulaon
ka; kailangan ng iron fist diri sa Davao City the type of leadership needed
in Davao City. (Here in Davao, things are different. Ones leadership is
really tested. If you are not a strong leader, you can be manipulated; an iron
fist is needed in Davao City.) He further explained, during the time of the
other Mayor, not Duterte, the Barangay Captain especially in Agdao District,
complained that some of the problematic groups like drug syndicates that already
transferred to Tagum, and Digos returned to Davao City. Si Duterte in terms
of implementation firm man gud sya, kaya nyang barugan ang iyang gisulti.
(Duterte is firm in terms of implementation. He remains steadfast with
144

Epitome of Political Leadership in Rodrigo R. Duterte

Laya & Marquez

his pronouncements.) Further, another respondent said, During sa atong

isa ka naging mayor, nga one term lang nag-gunit, balik dayon ang kawat ug
snatching. (With the other mayor who served for only one term, stealing and
snatching in the city became rampant.) Moreover, another respondent said I
really voted for him because I feel secure living in Davao if he is the mayor. This
testimony explains why many Davao City residents will vote for him every
time he runs for any position in the city.
A Man of Respect
Another respondent said that Rodrigo Duterte is a hands on leader.
By hands on, he meant that Mr. Duterte would monitor the city at night,
ride the jeepney, and interrogate drug addicts and also check the personnel
of the Traffic Management Command (TMC). Further, another respondent
said, Mao bitaw nga maalaan na sila nga boss na daw sila ni Parago kay maayo
pa daw sila mosaka saka sa taas na walay pananghid, samantalang kanang
uban, mosaka sa taas kailangan mananghid pa. (That is one reason why they
are tagged or perceived as the boss of Parago, because they can go up the
mountains without asking permission, while others are only allowed to go
in the highlands if they have secured proper permission.) Moreover, this
respondent said that it is mainly because of respect. Respeto gani ang mayor,
maong nagrespeto pud sila. Mao nang labas pasok na sila mayor sa kabukiran
kay tungod ing-ana kadako ug taas ilang respeto kay mayor. (Even the mayor
has afforded them respect that is why they do the same. The mayor and his
staff can get an easy access to their place; it is because of their deep respect
for the mayor.)
A Goal and Result-Oriented Charismatic Leader
Rodrigo Duterte is a leader that focuses on goals and results. He
is a leader with the ability to accomplish things. As one of the respondents
said, Gi-define niya ang main problem: peace and order. Didto iyang strength,
didto niya gibuhos ang iyang budget and his efforts. (He defined the main
problem which is peace and order. That is where his strength is, that is where
he allocates the budget and his efforts.) Also, Mr. Duterte is a leader by
personality and charisma. He stands firm with his political principles. As a
UIC Research Journal.2011.17(2):141-154

145

Laya & Marquez

Social Sciences

leader, he is consistent with his actions in order to strengthen the impressions

of others about his kind of leadership. He is also unflinching in admitting
responsibility for his actions and decisions, which explains also why one
respondent shared, diha sya giappreciate sa mga tao; ang uban forgiving kaayo
sa weaknesses niya kay ang main problem iyang gi address. (That is where the
people appreciated him; others are forgiving of his weaknesses because he has
addressed the main problem.) Further, another respondent said He knows
how to win the hearts of the people.
A Multidimensional Leader
Rodrigo R. Duterte is a transactional leader. To establish this point,
one respondent said that he is compassionate with the criminals; he asks them
to leave and not to return to the city and that he knows how to deal with those
in the civil society and those in the leftist arm or NPAs. He motivates followers
by appealing to self-interest, uses the exchange process to meet goals and
adapts his style to meet the expectations of his followers. Transactional
leaders actively monitor the work performed by subordinates, take corrective
actions if deviations from expected standards occur, and enforce rules to
prevent mistakes (Hellriegel and Slocum, 2008). Further, transactional
leaders intervene after unacceptable performance or deviations from accepted
standards occur. They may wait to take action until mistakes are brought to
their attention. Corrective actions and possibly punishment are used as a
response to unacceptable performance (Hellriegel and Slocum, 2008).
Mr. Duterte is also an entrepreneurial leader. He takes risk in
negotiating with the criminals and anti-government organizations such as
NPA with the hope of achieving peace and order in the city. Entrepreneurial
leaders tend to embrace change rather than fear it, because they know change
often creates the breeding grounds for opportunities (Gayona, 2010). Mr.
Dutertes goal to maintain peace and order has become his fuel to take action
and take calculated risk. Instead of passively receiving feedback, he actively
solicits feedback as his fuel for innovation and speed of response (Gayona,
2010).
Mr. Duterte is an autocratic leader. His domineering stature as he
reveals his political and leadership beliefs on some controversial issues affirms
146

Epitome of Political Leadership in Rodrigo R. Duterte

Laya & Marquez

his inclination to autocracy. One respondent did not agree with this style
because it is being associated by his detractors to issues bordering on human
rights violations and allegations about summary executions. Moreover,
another respondent expressed, style ng palakad niya, tatakutin ka; mawawala
ka sa mundo ganun. Wag ka ng magpakita, nire-restrict mo ang right ng tao,
eh. (His way of managing is characterized by a threatening stance such as
you will vanish from this world. Do not show yourself in public. These
pronouncements restrict the rights of the person.
Implications of Rodrigo R. Dutertes Political Leadership
with Respect to Situational Leadership Theory
Mr. Dutertes leadership is a concrete case of situational leadership
in a multifaceted manner. According to Hersey and Blanchard (1999; 2007),
successful leaders should change their leadership styles based on the maturity
of the people they are leading and the details of the task. Accordingly, leaders
should be able to place more or less emphasis on the task, and more or less
emphasis on the relationships with the people they are leading, depending on
what is needed to get the job done successfully. Mr. Dutertes dealing with the
people in conflict with the law such as alleged criminals, and drug addicts,
as well as marginalized sectors such as informal urban settlers is a typical
case of S1 (telling) and S2 (selling) leadership styles. His straightforward
command for these groups to abide with the law matches the maturity level of
people classified as M1 (low maturity) and/or M2 (medium maturity, limited
skills). Mr. Duterte is cognizant that people at these levels of maturity lack
knowledge, skills, or confidence to work independently, that is, decide upon
themselves what is good for the society or community to which they belong,
thus they need to be pushed to take the task, or specifically, they must be
informed of the consequences of their own actions. Therefore, Mr. Rodrigo
R. Rodrigo performs as an advocate of peace and order or he would play
as an action man to realize his objectives. In his dealing with the leftists
and other adversary political leaders which compose the M3 group, he uses
the S3 (participating/supporting) style to arrive at a compromise in terms of
political transactions that may benefit these concerned groups. In this way,
UIC Research Journal.2011.17(2):141-154

147

Laya & Marquez

Social Sciences

Mr. Duterte focuses more on the fostering relationships and less on setting
directions. Obviously, he must work with the team and share decisionmaking responsibilities. Thus, Mr. Duterte, as shared by the respondents,
would even visit the camps of the NPA to establish relationships beneficial
not only to the residents of Davao City but to other leaders of the opposition
as well. Mr. Duterte would also perform the S4 leadership style, which is
delegating. In such cases, leaders pass most of the responsibility onto the
follower or group, those classified as M4, because they are capable to work
on their own. Such is the scenario in Mr. Dutertes confidence and trust in
allowing his political supporters and other allies to deliver his programs such
as financial/scholarship programs, livelihood, and emergency assistance, to
the grassroots and marginalized sectors of Davao City communities.
Reasons why Dabawenyos Vote for Rodrigo R. Duterte
Financial Assistance/Scholarship Program
One of the reasons why the respondents voted for Mr. Duterte is
the financial assistance that he extends to teachers. One respondent said
that Rodrigo R. Duterte gives DepEd teachers additional incentives from
the city government budget during Christmas and that some teachers receive
additional pay to accommodate the increasing number of students. Through
the Local School Board (LSB), the city government allocates a budget for
the salary and benefits of the teachers that the national government has not
factored in its allocation. The salary of the additional teachers in Davao City
is taken from the Citys Special Education Fund. As of 2010, this amounted
to Php 57,020,721.48 for salaries and Php 17,375,469.66 for other
compensation of the teachers like bonuses (Office of the City Accountant;
2010). Because of this program, the teacher and pupil ratio has improved-1:39 for the elementary level and 1:35 for the secondary level (Davao City
Investment Promotion, 2011).
Also, according to one respondent, the Mr. Duterte has been providing
scholarship programs to every barangay to ensure that more students are
given chances to avail of formal education. Thus, the Barangay Captain has
the mandate to endorse scholars to the city government. As one respondent
148

Epitome of Political Leadership in Rodrigo R. Duterte

Laya & Marquez

shared, dili lang kay sa University of Southeastern Philippines (USEP). Naay

Ateneo de Davao University (AdDU), ug naay University of Mindanao (UM).
Tanan schools nga available sa Davao Ang ilang privilege is full scholarship,
naa pa jud transportation allowance ug uniform allowance. (Its not just in
USEP. There are those enrolled in ADDU and others in UM. Almost all
schools in Davao Their privilege is full scholarship and transportation and
school uniform allowances.)
Emergency Assistance
Another reason for Dutertes popularity, according to one respondent
is Kaning gitawag nato ug Lingap Para Sa Mahirap. So, naga hatag ni siya
ug cash assistance, kaya lang medyo strict, nya naa pud medical assistance ug
hospital bill assistance. Gina-accommodate gyud na, gina-prioritize na para
sa mga indigenous people. (The so called Lingap Para Sa Mahirap. This
gives cash assistance, though strictly implemented. Then, theres for medical
assistance and hospital bill assistance. It is really accommodated and the ones
given priority are the indigenous people.)
Livelihood
In terms of livelihood assistance, the support starts from the
grassroots level. According to one respondent, each official in the barangay is
given a quota of five individuals who are to be given jobs, either in Barangay or
City Halls with a salary of Php 5,000 for a duration of 5 months. Sometimes
two individuals share one job or position to the extent that they even share
the salary. Apart from this, others are given capital to start a business.
According to one respondent, actually naa kanang Ka negosyo kart. Kanegosyo
pangkabuhayan. Naga provide sila ug bike nga naay side car unya pwede ka
didto magluto. (Actually theres the so called Ka Negosyo Cart, a livelihood
program for the people which provides them with a bicycle and a side car
attached to it where vendors can cook their food products.)
Youth and Sports
In the area of sports, according to a respondent, the Duterte
government gives money to those who will be sent for the Palarong
UIC Research Journal.2011.17(2):141-154

149

Laya & Marquez

Social Sciences

Pambansa, an annual competition among the best athletes in all schools

in the Philippines. Another respondent mentioned the DBL, gitawag ug
Duterte Basketball League. So, thats every year, naga padula na si Mayor gikan
sa inter-barangay competition nya by district. (The so- called DBL, Duterte
Basketball League. So, thats every year, the Mayor has initiated an interbarangay competition by district.) He added naa pud kining shooting
competition. Pistol or Long- Range. Daghan, actually, daghan pa..nagapadula
pud ug inter-color sa local government employees sa Kadayawan. (There is also a
shooting competition, short and long-range. Actually, there are more There
are also inter-color games among the local government employees during the
Kadayawan Festival.) One of the respondents added that on special occasions
particularly Araw ng Barangay, the mayor also gives three thousand pesos
as prizes of the winners. On the other hand, one respondent feels that the
infrastructure support mechanism in the promotion of sports is lacking given
the absence of a sports complex in the city.
The reason why Rodrigo R. Duterte seems not known for his
scholarship and emergency assistance, as well as for his livelihood and youth
and sports programs, is that he usually maintains a low profile in terms of his
achievements. According to one respondent, Others, sobra pagmarket sa ila
sarili, every billboard naa ila pangalan, overexposure, whereas kay Duterte ang
iyang promotion sa iya sarili ang iyahang lihok. Silent type. (Other politicians
market themselves too much; their name is affixed in every billboard;
overexposure, whereas for Duterte, he promotes himself through his deeds.
Silent type.) Further, he said, dili kayo nimo mabati, sabi ni Mayor Sarah
Duterte meron naman kami nyan, nuon pa pero wala kaayo na promote.
Ginasulti sa uban naa, dili lang sya kaayo na market murag identified man gud
sya na ang iya forte is on peace and order. (You may say it is not evident but
we have them in place in the past, Mayor Sarah Duterte said, even before, but
it was not really promoted. It seems he was much identified in his peace and
order effort). Another respondent added Kung baga si Mayor man gud dili
siya publicity nga klaseng tao. Kung naa syay programa, naa siyay ginabuhat dili
kinahanglan nga e publish ba. So mao na maka ingon ka nga wala pero actually
naa. (Mayors not really into publicity. If he has a project or if he is doing
something; they need not be published. Thats why you may say that there is
150

Epitome of Political Leadership in Rodrigo R. Duterte

Laya & Marquez

none but actually there is.) Moreover, another respondent said Ang Lingap,
lugaw lugaw etc. dole out man na, lamas lang na sya. Bisag wala siya mahimo sa
ubang aspeto, giboto sya sa mga tao kay ang main problem iyahang gi-address.
(The Lingap, lugaw lugaw etc. is a dole out and only just a spice. Even if he
could not do anything on other aspects, he would still be voted by the people
because he was able to address the main problem.)
Thus, it is not evident that the fundamental reason for Rodrigo R.
Dutertes long-standing power and influence in local politics is the premium
given to the peace and order program that he prioritizes; anent to these are the
financial assistance, scholarship, and emergency assistance. Also contributory
are the livelihood and the youth and sports programs.
Conclusion
Rodrigo R. Dutertes political leadership is a combination of
multifaceted styles and characteristics as perceived by the Dabawenyos.
However, at this time, majority of the voting public adheres to Dutertes
principle in giving priority to peace and order. With this, his leadership style
evolves depending on the need of the situation. He is a leader that focuses
on goals and results; he has the ability to accomplish things. In dealing with
the problematic members of the community, he shifts to his transactional
leadership, while maintaining his being an entrepreneurial and an autocratic
leader. He is firm in his stand against criminality. He is a transactional leader
in a sense that he maintains an open line of communication to the deviant
members of the society, appealing to their cooperation in meeting his goals;
an entrepreneurial leader in taking manageable risks to accomplish and
maintain peace and order in Davao City. He is also a leader by personality;
has a charisma for the masses in taking responsibility for his action. He also
made use of delegating approach to empower the people.
Because of Rudy Dutertes firm leadership, he has changed the image
of Davao City from a breeding ground of extremist groups to an economically
developed, peaceful and child-friendly city. Moreover, the act of the Duterte
family to channel all transactions through the barangay also provided an
avenue for the political family to strengthen their machinery.
UIC Research Journal.2011.17(2):141-154

151

Laya & Marquez

Social Sciences

This study does not try to create an ingredient to secure the dominance
of one political family over the others; rather it attempts to show that as long
as the leader is close to the hearts of the political mass, and he remains true
to his words and work in service of the people, the people in return will also
serve him. Voters are intelligent, they know what they want. Thus, as long as
the leaders continually serve the sovereign---the people, then the leaders will
continually be legitimate as well.
References
Ang Bag-ong Balatukan. The contrasting fortunes of the Political Dynasties
in Northern Mindanao.file:///E:/research/pol%20dynasty/The%20
contrasting%20fortunes%20of%20the%20Political%20Dynasties.
htm.
Coronel, S. (2007). The Seven Ms of Dynasty Building. PCIJ. March 14th,
2007
David,R. (2010). The case against political dynasties. 13 October 2010. http://
opinion.inquirer.net/inquireropinion/columns/view/200704150473/The_case_against_political_dynasties
Eleksyon, (2007). Republicanism, democracy and political dynasties:
Balancing Interests. 13 October 2010. http://blogs.inquirer.net/
eleksyon2007/2007/03/21/republicanism-democracy-and-politicaldynasties-balancing-interests/.
Hellriegel, et.al. (2008). Organizational Behavior. 13th Edition. USA: Cengage
Learning
Fiefl, C. (2010). Davao Today. 13 October 2010. http://davaotoday.com/
author/cheryll-d-fiel/

152

Epitome of Political Leadership in Rodrigo R. Duterte

Laya & Marquez

French, J. P. R. Jr., & Raven, B. (1960). The bases of social power. In D.

Cartwright and A. Zander (eds.), Group dynamics (pp. 607-623).
New York: Harper and Row.
Friedman, S.(2008).Total Leadership: Be a better leader, have a richer life.
Boston: Harvard Business Press.
Gupta, S.(2011). Key Principles of Leadership. 13 October 2010. http://
papers.ssrn.com/sol3/papers.cfm?abstract_id=638404&http://www.
google.com.ph/url?sa=t&
Illusions of Democracy. (2010). Retrieved October 13, 2010 from http://
sites.google.com/site/thehesperos/illusionsofdemocracy
Jimeno, J. F. A (2008). The Fighting, the Clan rules in Maguindanao. 13
October 2010 http://pcij.org/stories/amid-the-fighting-the-clan-rulesin-maguindanao/
Lewin, K. (1951) Field theory in social science; selected theoretical papers. D.
Cartwright (ed.). New York: Harper & Row.
Lowder, T. M. (2009). The Best Leadership Model for Organizational Change
Management: Transformational Verses Servant Leadership. 10 November
2010. http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1418796
Menocal, A.R.(2010). Analysing the Relationship between Democracy and
Development: Defining Basic Concepts and Assessing Key Linkages.
Prepared for the Wilton Park Conference on Democracy and
Development.
Muhr, S.., et.al., (2010). Ethics and Organizational Practice. USA: Edward
Elgar Publishing, Inc.

UIC Research Journal.2011.17(2):141-154

153

Laya & Marquez

Social Sciences

Petalcorin, J.R.(2010). Nepotism and Political Dynasty. 10 November 2010

http://petalcorin.blogspot.com/2009/12/nepotism-and-politicaldynasty.html
Philippine Center for Investigative Journalism. Investigative Reports, (2010).
13 October 2010. http://pcij.org/.
Rocamora, J., (2010). Equal Opportunity Violence. www.i-site.ph/blog/?p=30
RP Politics, (2003). Family Affair. Genealogy, Politics and History. Cebu Daily
News. Cebu City.
Suazo, R. S. (2011). Re-inventing the Filipinos Orientation towards the Family:
A Prospect for Genuine National Development. 10 November 2010.
sphynxrhuzzhz.webs.com/.../RE
Teehanke, J., (2010).And the Clans Play on. pcij.org/stories/and-the-clans-playon/

154