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10/5/2016 Chapter016:"THELEADERSHIPPROCESSINTHEPHILIPPINELOCALGOVERNMENTSETTING:ACASESTUDYOFMARIKINAANDSANJU

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TotiDulayofMarikina
"maayosnabuhayparasa
lahat"
Chapter002:FORUMin
MarikinaFacebook
Groups
Chapter003:"TheFilipino
isaGreatRace"byProf.
TotiDulay
Chapter004:"TheTheory
ofDivineRevision:A
ControversialConcept"by
Prof.TotiDulay

Chapter009:"The
MarikinaWay,theCase
ofMarikinaunderthe
FernandoAdministrations
(19922010)"byProf.Toti
Dulay

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Chapter016:"THELEADERSHIP
PROCESSINTHEPHILIPPINELOCAL
GOVERNMENTSETTING:ACASESTUDY
OFMARIKINAANDSANJUANCITY
MAYORS,20012010"byProf.TotiDulay
THELEADERSHIPPROCESSINTHEPHILIPPINELOCALGOVERNMENT
SETTING:ACASESTUDYOFMARIKINAANDSANJUANCITYMAYORS,
20012010

Chapter006:"AnOpen
LetterToPresident
NoynoyRe12+K"byProf.
TotiDulay

Chapter008:"ACASE
STUDYONTHE
APPLICATIONOF
BUSINESS
MANAGEMENT
CONCEPTSINLOCAL
GOVERNANCE"byProf.
TotiDulay

LakanDulaofTondo

DulayMendozaClanofMarikina

Chapter005:"The
PhilippinesisaTargetof
BeggarYourNeighbor
Policy"byProf.TotiDulay

Chapter007:
RESPONDINGTOTHE
TERTIARYEDUCATION
NEEDSOFTHEURBAN
POOR:TheCasesofthe
CityGovernmentsof
MarikinaandSanJuanby
Prof.TotiDulay

Searchthissite

CHAPTER1.INTRODUCTION

BackgroundoftheStudy

Thelocalgovernmentunit(LGU)inthePhilippines,whetherthismaybe
thebarangay,municipality,city,orprovince,isafertilesettingforthestudyofthe
phenomenonofleadership,alongwiththefactorsthatgointoleadership.Atthe
centerofthisphenomenonisthebarangaychair,municipalitymayor,citymayor,
orprovincialgovernor.AstheleaderoftheirrespectiveLGU,theselocalchief
executives(LCEs)takeintoaccountorareconfrontedwithvariousfactorsasthey
goabouttheirdailygrindatthebarangayhall,cityhall,municipalhall,orprovincial
capitol.Obviously,leadershipisacomplexphenomenonwhereinavarietyof
forcesinteractwitheachother.

Chapter010:"AN
ECLECTICAPPROACH
TOLOCAL
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10/5/2016 Chapter016:"THELEADERSHIPPROCESSINTHEPHILIPPINELOCALGOVERNMENTSETTING:ACASESTUDYOFMARIKINAANDSANJU

GOVERNANCE,THE
CASEOFMARIKINA
UNDERTHEFERNANDO
ADMINISTRATION(1992
2010)"byProf.TotiDulay
Chapter011:"AStudyon
theApplicationofthe
TheoriesofPublic
ManagementonLocal
GovernancebytheCity
GovernmentofMarikina
from1991to2010"by
Prof.TotiDulay
Chapter012:"Theoriesof
PublicManagementon
LocalGovernance,the
CaseofMarikinafrom
1991to2010"byProf.Toti
Dulay
Chapter013:"AStudyon
theApplicationof
BusinessManagement
ConceptsinLocal
Governance:theCaseof
theMarikinaCity
Governmentfrom1991to
2010"byProf.TotiDulay
Chapter014:"Onwardto
WorldGovernment,a
StudyontheEvolving
ConceptsRelatedtothe
FormationofWorld
Governmentasobserved
intheWorldWideWeb
andfromtheViewsofthe
SelectedFacultyMembers
UPNCPAG"byProf.Toti
Dulay
Chapter015:"GOOD
GOVERNANCEAND
INNOVATIONATTHELGU
LEVEL:THECASESOF
MARIKINACITYANDSAN
JUANCITY"byProf.Toti
Dulay
Chapter016:"THE
LEADERSHIPPROCESS
INTHEPHILIPPINE
LOCALGOVERNMENT
SETTING:ACASE
STUDYOFMARIKINA
ANDSANJUANCITY
MAYORS,20012010"by
Prof.TotiDulay
Chapter017:"THELGU
LEADERINTHE
LEADERSHIPPROCESS:
HOWVALUES,BELIEFS,
ANDPRINCIPLES
INFLUENCEDECISIONS
ANDCHOICESATWIN
CASESTUDYOF
MARIKINAANDSAN

Fourfactorshavebeenidentifiedintheliteraturetoplayinterdependent
rolesintheleadershipphenomenon.Thefirstistheleaderhimself,especiallyhis
qualitiesorcharacteristics.Thenextisthefollowerandthequalitiesor
characteristicshepossesses.Thenthereisthefactorofthesituationorcontext
orexistingcircumstances.Thelastfactoriscommunicationreferringtothe
mediumandstyleinwhichthecommunicationisdeliveredbyeithertheleaderor
thefollower.
GiventhenumberofLGUsinthecountryfromthebarangaylevelupto
theprovinciallevel,manyleadershipcasesspecificinstancesofleadership,
alongwiththeirelements,processes,patterns,relationships,andcausesand
consequencesjustpassbyunknowingly,undocumentedandundescribed.This
isunfortunatebecausethedailyinformationofhowleadershipoccurscould
amounttorawdataorgroundeddataevenformereprofilingorbenchmarking
purposes.Indeed,therearesomeLCEswhosegoodleadership,beingdoersor
achieversduringtheirrespectiveincumbencies,hasgoneunrecordedfor
posterity.SomeofthesegoodLCEsarenolongerinoffice,mayhavegoneto
resideabroad,ormayhaveevendied,inwhichcasetheiraccomplishmentshave
becometotallyforgotten.
TheLCEsthemselveshaveideasofhowtheyrantheirrespectiveLGUs
duringtheiradministrativeterms.Theyknewintheirtimewhatthechallenges
weretotheirleadershiphowtheywereabletogetsomegraspofthedifferent
factorsoringredientsinvolvedtheirownabilitiesandvalues,thefollowers
needs,thecommunicationneededtopersuadefollowerstoaction,andthe
situationwiththeaimofeffectivelycarryingoutasuccessfulprogramor
project.
Inthisregard,howtheLCEsviewtheirleadershipfromtheirown
testimonyisresearchmaterialforscholarsandresearchers,especiallyfromLCEs
withgoodleadershiptracks.Ultimately,onecangaininsightsandlessonsfrom
theiradministration,management,orinoneword,governance.Thisisallforthe
sakeoflearningwhatthebestwayistorunonesLGU.
SuchconcernishighlightedagainstthebackdropofthePhilippineshaving
itsshareofbadLCEsaround.Mostofus,Filipinos,knowmuchhowsomeLCEs
justrelegatetheirstocktheoriesofeffectiveleadershiptothesidelinesandone
wonderswhateverhappenedtothestringofseminarworkshopstheyattended
thathadtodowiththeirroleasresponsibleLCEs.Instead,theyapplyprinciples

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10/5/2016 Chapter016:"THELEADERSHIPPROCESSINTHEPHILIPPINELOCALGOVERNMENTSETTING:ACASESTUDYOFMARIKINAANDSANJU

JUANCITYMAYORS"by
Prof.TotiDulay

basedonselfinterestorpoliticallymotivatedagendaAccordingtoConger(1990),

Chapter018:"The
GlobalistManifesto"by
Prof.TotiDulay

unsuccessfulleadersfailduetotheinclusionoftheirpersonalaimsinthe

Chapter019:"ECLECTIC
GOVERNANCE:THE
CASEOFMARIKINA
UNDERTHEFERNANDO
ADMINISTRATION(1992
2010)"byProf.TotiDulay

goalsleadersneedsdivergefromthoseoftheconstituents.Asaresult,not

Chapter020:"AStudyon
LocalUniversities,the
caseofPLMARandPUP
SJ"byProf.TotiDulayand
Prof.BryanOrtiz
Chapter0211:POLITICO
ADMINISTRATIVE
RESPONSESTOTHE
TERTIARYEDUCATION
NEEDSOFTHEURBAN
POOR:THECASESOF
THECITY
GOVERNMENTSOF
MARIKINAANDSAN
JUAN(FirstDraft)
Chapter021:POLITICO
ADMINISTRATIVE
RESPONSESTOTHE
TERTIARYEDUCATION
NEEDSOFTHEURBAN
POOR:TheCasesofthe
CityGovernmentsof
MarikinaandSanJuan
Chapter022:Resumeof
Prof.TotiDulay
Chapter023:"ITalkedto
God"byProf.TotiDulay

organizationalgoalsleaderssubstitutepersonalgoalsforsharedorganizational

onlyistheirleadershipnoteffective,theyarenotabletoendearthemselvestothe
heartsoftheirresidents.
Fortunately,thecountrydoesnothavealackofconscientious,pro
serviceLGUleaderswhohaveremainedtruetotheirpublicservantscalling.
Thoughfewinnumber,theseLCEsmayhavethrowntheirhatintothepolitical
ringbecausetheydidnotlikehowtheirLGUhadbeenrunbypredecessors.That
iswhythemomenttheygotelectedintoofficeasmunicipalmayor,orcitymayor,
orprovincialgovernor,theyimmediatelysetaboutdoingtheirtasks.
OtherLCEsmayhaveenteredpoliticstocontinuetheirpredecessors
causesand/orcommitments.Theywantedtosustaintheachievementsthatwere
alreadybearingfruitintheprecedingadministrationoradministrations.Amongthe
cropoftheseLGUleaderswhowantedtocontinuetheunfinishedtasksoftheir
predecessorsweretheformermayorsofMarikinaCityandofSanJuanCity,
MaridesFernandoandJVEjercito,respectively.Theireffortsfurtherturned
aroundtheirrespectivecitygovernmentswhichwentontobecomeexemplary
LGUsandwhoseprogramsandprojectsweretoutedhighlysuccessful(Dulay
2011Fernando,B,2006Gonzales,2009Zamora,2007).MaridesFernandoand
JVEjercitoweredoersandachievers,proofofthatbeingthenumberofawards

Chapter024:POLITICO
ADMINISTRATIVE
RESPONSESTOTHE
TERTIARYEDUCATION
NEEDSOFTHEURBAN
POOR:TheCasesofthe
CityGovernmentsof
MarikinaandSan
Juan/Approvedproposal

theyreceivedoneaftertheotherfromappreciativeawardgivingbodiesand

Chapter2:TheHistoryof
Marikina

Duringtheirincumbency,themedialionizedthemandtheir

Chapter3:Marikina
AccordingtoWikipedia
Chapter4:TheHistoryof
BarangaysofMarikina
Chapter5:TheGeography
ofMarikina
Chapter6:2010Elected
OfficialsofMarikina
Chapter7:FactsAbout
Marikina
Chapter8:TagaMarikina
KaBa?

organizations.Theinferencethatcanbemadethenisthattheleadership
processesintheirLGUswerewellinplace,somethingthatneedstobe
researchedon,writtenup,published,andtheinformationthereindisseminatedfor
everyonetoknowandtolearnfrom.

accomplishmentsinthepress,disseminatingtheirgoodleadershiprecordtothe
public.Itwouldseemthenthatalmosteveryoneknewabouttheirleadershipfeats.
Todayisdifferenthowever.Botharenolongercitymayors.MaridesFernandohas
resumedthelifeofaprivatecitizen.ButJVEjercitoremainsactiveinpolitics,
thistimeasSanJuanslonecongressionalrepresentative.However,itwouldbe
stillequallyfruitfultopaytheirleadershipfeatsascitymayorsarevisit.
Distancedfromtheirformercitymayorsrole,nolongerinthethickofitallascity
mayors,theirownrecollectionortheirpersonalviewsoftheirleadershipaswellas

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10/5/2016 Chapter016:"THELEADERSHIPPROCESSINTHEPHILIPPINELOCALGOVERNMENTSETTING:ACASESTUDYOFMARIKINAANDSANJU

Chapter9:Political
TraditionsinMarikina

theirowndescriptionoftheleadershipeventsandprocessesthenmaybringout

ChapterA:Top10
MayoraltyPotentialfor
2013

certainhindsightfurtherrevelationsaboutthoseeventsandprocesses.One

ChapterB:Leading
FacebookGroupsin
Marikina

sincewhattheyaresayingisallaboutthepastnow.

ChapterC:Marikina
Demography
ChapterD:Marikina
StatisticalSummary
ChapterE:Marikina
Gobernadorcillo,Alkalde,
Kapitan,Presidenteand
Mayor
ChapterF:MarikinaShoe
Industry

advantageofthisrevisitisthattheynolongerarecautiousabouttheirstatements

Thesamethingmaybesaidabouttheirstaffandemployeesatthecity
hall,themembersofthepartytowhichtheybelong,ortheconstituents,thatis,
thecityresidents.Asfollowers,theymayhavebeencautiousaboutsaying
anythingoftheleadershipoftheircitymayorwhilethelatterwasstillinoffice.
Today,theyneednotbecautiousoftheirtestimonyaboutthepastleadership,or
abouttheleadershipelementsandprocesseswhichtheymayhaveobservedand
sensedatthecityhall.Theirformerbossesarenolongeraroundanyway.But

ChapterG:Marikina
Hotlines

theirrecollectionofthepastwouldstillbealiveandequallyvaluablehindsight,

ChapterH:Marikina
CommunityDirectory

revelations,andallforpurposesofthiscasestudy.

ChapterI:MarikinaOffice
Directory

Accountsofleadershipmaybeapproachedfromvariousmeans.One

ChapterJ:Marikina
BarangayCaptainsand
kagawads

approachisexaminingleadershipfromtheeyesoftheleaderhimselfanotheris

ChapterK:Marikina2010
ElectionsResults

solelyintermsofhisqualities/traits,orinadditiontotheleadersqualities,other

ChapterL:OLAChurch
MarikinaValley
ChapterM:TheMapof
Marikina
ChapterN:ZipCodeand
PhoneAreaCodeof
Marikina
ChapterO:MarikinaRiver
FloodAlarmSystem
ChapterP:TheCDM
FoundationforthePeople
ofMarikina
Sitemap

fromthefollowers.Fromeitherperspective,theapproachmaylookattheleader

factorsmaybeexamined,suchasthesituationorcontextandthecommunication
used.Itmayalsolookattheleadersandthefollowersperspective
simultaneously,intermsofthefourfactorsofleadershipsuchasinthiscase
study
Obviously,thereisagreatadvantageofapproachingleadershipfromboth
thelensoftheleaderandthefollowers.Thiswillruleoutaonesidedview,which
usuallyinthepastwasaleadercentricpointofview.Anotheradvantageisthe
inclusionofotherdatapoints,ordimensionsorfactorsofleadershipnotjustthe
qualities/traitsoftheleader,northequalities/traitoffollowersbutalsoofthe
situationandthecommunicationaspectsthatcertainlyhaveahandintheshaping
ofleadership.Thismultisidedexaminationofleadershipcontributesthustoa
wellroundeddescriptionandanalysisoftheadministrationandleadershipofLGU
leaderssuchasMaridesFernando,citymayorofMarikinaCityandJVEjercito,
citymayorofSanJuanCity,bothofwhomassumedtheirrespectivemayoralty
postinthesameperiod,from2001to2010.

StatementoftheProblem

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10/5/2016 Chapter016:"THELEADERSHIPPROCESSINTHEPHILIPPINELOCALGOVERNMENTSETTING:ACASESTUDYOFMARIKINAANDSANJU

Thestudyaddressestoanswerthefollowingquestions:
1.Generally,thiscasesstudywilltrytoanswerthequestiononhow
maytheexcitymayorsthemselves,MaridesFernandoofMarikina
CityandJVEjercitoofSanJuanCity,aswellasselected
constituentsoftheirrespectiveLGUs,describeandanalyzethe
leadershipprocessduringthesetwocityleadersadministrationof
theirrespectiveLGUfrom2001to2010,touchingaroundthefour
factorsinleadershipprocess,namely,leader,followers,
communicationandsituation?
2.Specifically,thispaperwilltrytoanswerwhatareleadership
approachesofbothmayors?Whoheis?Whatheknows?Whathe
does?Howmaybothexcitymayorsandselectedconstituents
describe,analyze,andcomparetheleaderfactoranditsrelationship
withotherfactorsintheleadershipprocess?
3.Whatwerethecharacteristicsofthefollowersofthetwomayors?
Whothefollowersare?Whattheyknow?Whattheydo?Howmay
bothexcitymayorsandselectedconstituentsdescribe,analyze,and
comparethefollowerfactoranditsrelationshipwithotherfactorsin
theleadershipprocess?
4.Whatwerethemodeandprocessesofcommunicationsthatwere
appliedbythetwomayors?Whatwerethedirectionsof
communication?Theformalityortheinformalityofthe

Office

communication?Howmaybothexcitymayorsandselected

Thiswebsitewascreated

constituentsdescribe,analyze,andcomparethecommunication

toconsolidateinformation

factoranditsrelationshipwithotherfactorsintheleadership

aboutMarikinaCity.
Anyinquiriesor
suggestionsaboutthis
site,pleasegetintouch

process?
5.Whatweretheprevailingsituationsduringthetimeoftheir

with:

administrations?Therelationshipoftheleadertohissuperiors,his

peersandhissubordinates?Theorganizationwherethemayorwas

Prof.Sofronio"Toti"Dulay
President,CDM

operating?Howmaybothexcitymayorsandselectedconstituents

Foundation,Inc.

describe,analyze,andcomparethesituationfactorandits

15IsabeloMendozaSt.,
SanRoque,Marikina
City,MetroManila,
Philippines.

relationshipwithotherfactorsintheleadershipprocess?
6.Whatpatternsandrelationshipsamongthefourfactorsinthe
leadershipprocesstheleader,thefollower,thecommunication,and

https://sites.google.com/site/totidulay/leadership1

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10/5/2016 Chapter016:"THELEADERSHIPPROCESSINTHEPHILIPPINELOCALGOVERNMENTSETTING:ACASESTUDYOFMARIKINAANDSANJU

CellNumber:0917

thesituationmaybeidentified,described,analyzed,andcompared

5937333(Globe)

bythetwoexcitymayorsandbyselectedcityconstituents?

EMail:
totidulay@yahoo.com

7.Whatinsightsandlessonsmaybegainedfromthetwocasesof

Website:

https://sites.google.com/site/truelakandula/cdmfoundation
MaridesFernandoandJVEjercitoforapplicationintheareaofpublic

administrationandgovernanceingeneral,andinLGUadministration

NoteaboutProf.Toti

andgovernanceinparticular?

Dulay:
HegraduatedFirst

HonorableMentionin
highschoolinwhatis

nowknownasthe
MarikinaScienceHigh

ObjectivesoftheStudy

School.Hefinishedhis
BachelorofArtsinUP
Dilimanonlyinthree
years,insteadoffourand

1.Toexamine,shedlighton,andtodescribetheleadershipprocess
duringtheadministrationofexcitymayorsMaridesFernandoandJV

proceedtoenrollinMBA

Ejercito,revolvingaroundfourfactors:leaders,followers,

inLaSalle.Hefinishedis

communicationandsituation.

MastersinDevelopment
ManagementattheAsian
InstituteofManagement
andwaselectedtothe

2.Todescribetheirleadershipapproaches,whotheyare,whatthey
knowandwhattheydoand,analyze,compare,understandand

boardofit'salumni

appreciatetheleaderfactoranditsinterrelationshipwithotherfactors

association.Heis

inthewholeleadershipprocess,

presentlyfinishinghis
DoctorateinPublic
AdministrationinUP

3.Todescribewhatkindoffollowerstheyhave,whotheyare,what

Diliman.Hewasacadet

theyknowandwhattheydoand,analyze,compare,understandand

officerinUPanda

appreciatethefolloweractoranditsinterrelationshipwithotherfactors

memberoftheUP
VanguardFraternity.In
Marikina,hewasthe
SecretaryoftheLiberal

inthewholeleadershipprocess,
4.Todescribetheirapplicationofvariedcommunicationprocessthe

Party,CityChairmanof

directionandformalityofcommunicationand,analyze,compare,

thePartidongMasang

understandandappreciatethecommunicationfactorandits

PilipinoandNCR
CampaignManagerof
AksyonDemokratiko.He

interrelationshipwithotherfactorsinthewholeleadershipprocess,

wastheGrandKnightof

5.Todescribethesituationthetwomayorswereintotheir

theKnightsofColumbus,

relationshipwiththeirsuperior,peersandsubordinateandthevarious

Council7631Vice
ChairmanofMarikina

organizationstheywereintoand,analyze,compare,understandand

FootwearDevelopment

appreciatethesituationfactoranditsinterrelationshipwithother

CooperativePresidentof

factorsinthewholeleadershipprocess,and

MaristPTAhereditary
leaderoftheDulayClan
ofMarikinaformerLay
MinisterPresidentofthe
https://sites.google.com/site/totidulay/leadership1

6.Todescribe,analyze,compare,understand,andappreciatethe
patternsintheleadershipprocess,thesimilaritiesanddifferences,in
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10/5/2016 Chapter016:"THELEADERSHIPPROCESSINTHEPHILIPPINELOCALGOVERNMENTSETTING:ACASESTUDYOFMARIKINAANDSANJU

CDMFoundation,and

thetwocasesunderstudy,

formerConsultantofthe
OfficeoftheCityMayorof

7.Togaininsightsandlearnlessonsfromthecasestudiesoftwo

Marikina.Heisafulltime

achievingexcitymayorsforapplicationinpublicadministrationand

managementprofessorof

governance.

theFarEastern
Universityanda
businessman.

SignificanceoftheStudy

WEWELCOMEFEED

Thefindingsofthestudyhopetoaddtotheliteratureinleadership,

BACKS:

specificallyaboutcitymayorsinthePhilippinelocalgovernmentsetting.Itadds

Ifyouhaveupdates,

alsototheincreasingnarrativeaccountsofthedevelopmentofMarikinaCityand

revisions,additionsor

SanJuanCityduetothegoodfortuneofthesetwocitieshavingcitymayorswith

commentsonanychapter
ofthiswebsite,please
messageprivatelyProf.

agoodleadershiptrack

TotiDulayorpostthemat

TherehavebeenmanycasestudiesonleadershipinthePhilippines.In

theMarikinaNewsFB.

termsoflevelofanalysis(Alfiler&Nicolas,1997),mostcasestudiesfocusonthe

Youmayalsojoin:

executivedepartmentatthenationallevelsuchasthestudiesonpresidents,
agencyheads,andafewonthelegislativedepartment.Thepresentstudy

TotiDulayStudents,
AlliesandFriends
(TDSAF)FB

focusesontheLGUlevel,specifically,thecitylocalgovernmentlevel.Sofar,the
localleadershipstudiesconductedhavebeenontheprovinciallevel(Sajo,1989),
twoonthebarangaylevel(Cosico,1973Cruzado,1977).Legaspi(2007)worked

ITotiMoNaYan

onthreelevels,theprovincial,city,andmunicipalitylevels.

ITotiMoNaYanYouth
Group
DescendantsofLakan
DulaFB

Also,previouslocalleadershipstudiesincludedawiderangeofsubjects:
coreFilipinoleadershipvalues,socioeconomicbackground/origins,traits,
behavior/styles,leadershippotential,performance,decisionmaking,leadership
successionshifts,personalitytraits,biographicalandautobiographicalmemoirsof

DulayClanMarikinaand

selectedpresidentsandeminentFilipinos,assessmentsofpresidential

NorthernSamarFB

performance,leadershipculture,leadershipinreligiouscommunities,traditional

PRINCIPLESOF

leadershipinruralvillages,andgrassrootsorcommunityleadership.

MANAGEMENTONLINE

Inthisstudy,LGUleadershipisstudiedfromtheangleoffourfactorsthat

CLASSES

areinvolvedinleadership,usingA.GJagos(1982)processtheoryofleadership.
ConnectHomepage

Thefourfactorstheleader,follower,situation,andcommunicationinteract
witheachothersimultaneously,hence,process,becausethefourfactorsinteract

OnlineSectionsPRN
2014

intimeandspace.Theoneuniquenessofthecasestudy,therefore,isitsuseof
thisprocessframework(allfourfactorsinleadershipinteractingtogetheratthe

AYERSSECTION

sametime)asaguidetoitsanalysis.ItalsodiffersfromthestudyofLegaspi

2014http://connect.mheducation.com/connect/shortUrl.do?
accessUrl=sdulay

(2007)whichusedaninteractionalframeworkbutremainedaleadercentric

ayerssection2014130

approach.

3tf

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RUMBAOASECTION

Insum,thestudyscontributionisindescribingandanalyzingthe

2014http://connect.mheducation.com/class/s
dulayrumbaoasection
2014103012tf

administrationandleadershipoftwoformercitymayors,MaridesFernandoof
MarikinaCityandJVEjercitoofSanJuanCity,usingthefourfactorprocess

theoryofleadershipasproposedbyJago(1982).Jagosframeworkindeedpoints
CHEESECTION
2014http://connect.mheducation.com/class/s
outotherinsightsrevealingofleadership.
dulaycheesection
20143430mth

UYSECTION
2014http://connect.mheducation.com/class/s
ScopeandDelimitations
dulayuysection
201491030mth1
ThisisaqualitativecasestudythatcoversonlytheLGUonthecity

governmentlevel.Furthermore,itusesonlytwocasesonthislevel:thecaseof
formercitymayorMaridesFernandoofMarikinaCityandthecaseofformercity
0

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HitCounter

mayor,JVEjercitoofSanJuanCity.
Itdescribesandanalyzestheirleadershipfromdatayieldedthrough
separateinterviewsofthetwoformercitymayorsandaselectednumberof
followers.Thelatterare,however,limitedtocityhallstafforemployees,anda
fewmembersofthesamepoliticalpartytowhichthemayorsbelong.Selectionof
respondentsispurposivefortheconvenienceofthestudyduetotimeand
financialconstraints.
Itisexpectedthattherespondentsmayexplainandinterpretthingswith
somepersonalbias,theirselectionforthestudybeingpurposive.Intheinterview,
forexample,therespondentshavetorelyontheirrecollectionofthingspastthat
havehappenedasrecentlyastwoyearsback(2010,thelastyearofthethirdterm
ofthemayorsunderstudy)andaslongaselevenyearsago(2001,thefirstyear
ofthefirsttermofsaidmayors).Therecalltechniquesurelyhasitsflaws.Past
eventssorecalledmaynolongerbefresh,andsomedetailsmaynolongerbe
rememberedaccurately.
TheexaminationandanalysisofthefourfactorsinJagosprocesstheory
ofleadershiparealsolimitedtotwoormoreaspectsordimensions.Notall
aspects/dimensionsofeachfactorarelookedat,whichcertainlylimitsthe
descriptionandanalysisofleadershipinthisstudy.Theselimitations,however,
arecompensatedbyamultisidedviewofleadershipandthetriangulatedstrategy
ofgettingtheresponses/datanotjustfromthecitymayorbutalsofromtheir
followers.
Thequestionitemsinthequestionnaire,giventhelimitedcoverageof
aspects/dimensionsofeachofthefourfactors,arelikewiselimited,askingonly

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thosequestionsrelevanttothecoveredaspects/dimensions.Theresulting
descriptionandanalysisoftheleadershipprocesscoupledwiththeopenended
questionsmayonlyresultinsubjectiveopersonalresponsesasunderstoodand
interpretedbythethreecategoriesofrespondentsinthisstudy:theformercity
mayors,thestaff/employeesofthecityhall,andthecomembersofthecity
mayorspoliticalparty.

CHAPTER2.REVIEWOFRELATEDLITERATURE

Thechapterreviewspreviousliteratureonthesubjectofleadershipand
leadershiprelatedsubjects.Theliterature,bothforeignandlocal,isabundantbut
thischapterlimitsitselftothefollowingspecifictopics:definitionofleadership,
theleadershipprocess,andthenthesubtopicsoftheleader,follower,
communication,andsituation.

I..ForeignLiterature
DefinitionofLeadership
Therearevariousdefinitionsofferedbydifferentscholarsintheliterature.
Attheonset,leadershipisatermthatneedstobedistinguishedfrom
synonymousterms,suchasmanagement.Kotter(1995:115120)saidthat
leadershipwasnotmanagement.Leadershipiscopingwithchange,settinga
direction,developingavision,motivatingandinspiringpeople.TheU.S.Army
(1983)adoptedasimilarmeaningofleadership:astheprocessofinfluencing
peoplebyprovidingpurpose,direction,andmotivation.
Bass(1990)summedupthevariousdefinitionsonleadershipinthe
literatureinto11categories.Accordingly,leadershipisviewedorlookedupasany
ofthefollowing:
1.Focusofgroupprocesses,
2.Personalityanditseffects,
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3.Anactorbehavior,
4.Aninstrumentofgoalachievement,
5.Anemergingeffectofinteraction,
6.Adifferentiatedrole,
7.Initiationofstructure,
8.Artofinducingcompliance,
9.Theexerciseofinfluence,
10.Aformofpersuasion,and
11.Apowerrelationship.

Basssaidthatanumberofconceptualizationscombinedsomeofthe
aboveelements.Onhispart,Bassdefinedleadershipasaninteractionbetween
twoormoremembersofagroupthatofteninvolvesastructuringorrestructuring
ofthesituationandtheperceptionsandexpectationsofthemembers(Pierce&
Newstrom,2008:9).Anotherdefinitionisthatleadershipisasociological
phenomenon(asocial,interpersonalprocess)involvingtheintentionalexerciseof
influencebyapersonoveroneormoreindividualsinanefforttoguideactivities
towardstheattainmentofsomemutualgoalthatrequiresinterdependentaction
amongthem(Pierce&Newstrom,2008:10).
Thereissomesortoffamilyresemblanceamongthedifferentdefinitions,
notedCiulla(1995:12),asallofthemtalkedaboutleadershipasprocess,act,or
influencethatinsomewaygetspeopletodosomething.Whatthisamountsto
sayingisthatitisunlikelythattherewilleverbeasingledefinition.Inthisstudy,
leadershipislikenedtoasocialphenomenoninthecontextofinteractionamong
certainindividualswhofindthemselveswithinacertainsetting,time,andtask

LeadershipasProcess
Thestudyofleadershipbeganwithafocusontheleader.Thetrait
theoryofgreatmendominatedleadershipstudiesbetweenaround1910andWorld
WarII(Chemers,1984).Fromthenon,ahostofothertheoriesonleadership
arose,someremainingleaderoriented(e.g.,leadershipbehaviororleadership
style,decisionmakingstyle,visionaryorcharismaticleadership,servant
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leadership),whileothersexpandedthefocustotheleaderfollowerrelationship
(e.g.,transactionalleadership,leadermemberexchange).Someotherstudies
wentonfurthertoincludethesituation(processapproach,situationalleadership,
evenacrossculturecontexts)(Avery,2004Chemers,1984Hollander&Julian,
2008).
Despitesuchtrend,anddespitethedifferencesinaccountsandfindings,
eachtheoryorapproachequallysuggestsalikelyexplanationfortheleadership
phenomenon(Bozeman,1979:108109).Thereisnoonebetterorbesttheoryto
explainleadership,inotherwords.
Giventhisimpasse,somescholarswenttolookatthewholeprocessof
leadership.Waybackin1941,Murphyalreadyviewedleadershipasafunctionof
thewholesituationandnotsomethingthatresidedinaperson.Leadership,tohim,
wasaninteractionbetweenthepersonandthesituation.Thesituationitself
consistedofthefollowersandthecontextconfrontingthem.Thenin1982,
Smircich&MorganreinforcedMurphysideasthatleadershipwasaninterplay
betweentheleader,thefollowers,andtheircommonsituationorcontext.Jago
(1982)aswellastheU.S.Army(1983)conceivedofleadershipasaprocess
consistingoffourfactors,namely:theleader,thefollowers,thesituation,andthe
communication.Lately,Pierce&Newstrom(2008:56)identifiedfivekey
componentsinunderstandingleadership,toincludetheleader,thefollowers,the
contextorsituation,theprocesses(theinfluenceprocesswhereby
followerleadersituationfollowersituationleaderleadersituation
leaderfollower),andtheresultingconsequencesoroutcomes(anythingarising
fromtheinterplaybetweentheleader,follower,andsituation).

TheLeader
Mostoftheliteratureonleadershipisleadercentric(Pierce&Newstrom,
2008:257).Indeed,thefirsttheoriesontheleadershipphenomenonwastrait
theory.Consideredleadersthenwerethosedescribedasgreatmen.Theideaof
agreatmanorgreatperson,whichgoesasfarbackastheeraoftheancient
Greeks,seemstoimplythatonlyaselectfewaregoodenoughtobecalled
leaders.Certaincommontraitsorcharacteristicsorqualitiesaresupposedly
possessedbygreatmen.Thepremiseisthatthosewhobecameleadershad
qualitiesdifferentfromthosewhoremainedfollowers.Chemers(1995:83)roughly
assignstheacceptanceofthetraittheorybythecommunityofscholarsand
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researchersfromaround1910toWorldWarII.Avery(2004)usedanumbrella
termtoapplytoalltraittheories,whichhecallstheclassicalparadigm.
Stogdill(1948)countedthetraitsmentionedintheliteraturecoveringfour
decadesandfound120suchleadertraits.Hethencategorizedtheseintofive
generalclasses:capacity(intelligence,alertness,verbalfacility,originality,
judgment),achievement(scholarship,knowledge,athleticaccomplishments),
responsibility(dependability,initiative,persistence,aggressiveness,self
confidence,desiretoexcel),participation(activity,sociability,cooperation,
adaptability,humor),andstatus(socioeconomicposition,popularity).Stogdill
(1974)didanotherreviewoftheliteraturefrom1949to1970.Withsomuchdata
todrawfrom,hetriedtopindownthedescriptivetraitprofileofthesuccessful
leader,thus:
astrongdriveforresponsibilityandtaskcompletion,vigorand
persistence
inpursuitofgoals,venturesomenessandoriginalityinproblemsolving,
drivetoexerciseinitiativeinsocialsituations,selfconfidenceandsense
of
personalidentity,willingnesstoacceptconsequencesofdecisionand
action,
readinesstoabsorbinterpersonalstress,willingnesstotoleratefrustration
anddelay,abilitytoinfluenceotherpersonsbehavior,andcapacityto
structuresocialinteractionsystemstothepurposeathand.

Stogdillgaveanimportantinsightofrelevancetothiscasestudy:thatleadership
isaworkingrelationshipamongmembersofagroup,highlightingtheimportance
ofthesituation.Apersondoesnotbecomealeaderbypossessingthekeytraits.
Thesetraitsmustfitwiththesituation.
Afterthedisappointmentovertraittheory,theleadersbehaviorcameinto
focus.Chemers(1984)tracedtheriseofthebehaviorperiodfromWorldWarII
anditsdeclinetothelate1960s.Leaderstylesandbehaviorcameintofashion,
andliketraits,theyalsoproliferated,suchasLewin,etals(1939)three
leadershipstylescalleddemocratic(emphasisongroupparticipationandmajority
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rule),autocratic(tightcontrol,directiveness),andlaissezfaire(lowlevelsofany
kindofleaderactivity)UniversityofMichigansleadershipbehaviormeasures,
namely,support,goalemphasis,workfacilitation,andinteractionfacilitation
(Bowers&Seashore,1966)OhioStateUniversitystwobroadclassesofleader
behavior,initiatingstructureandconsideration(Halpin&Winer,1957)whichalso
becamethesubjectoflaterstudies(e.g.,Blake&Mouton,1964Fleishman&
Harris,1962House&Podsakoff,1994Larson,Hunt,&Osborn,1976).
AccordingtoFleishman&Harris(1962:4344),considerationincluded
behaviorindicatingmutualtrust,respect,acertainwarmthandrapportbetween
thesupervisorandhisgroup.Thebehavioremphasizesadeepconcernforgroup
membersneedsandincludessuchbehaviorasallowingsubordinatesmore
participationindecisionmakingandencouragingmoretwowaycommunication.
Initiatingstructureincludesbehaviorinwhichthesupervisororganizesand
definesgroupactivitiesandhisrelationtothegroup.Theleaderdefinestherole
heexpectseachmembertoassume,assignstasks,planahead,establishes
waysofgettingthingsdone,andpushesforproduction.
Thosewithaconcernfortasksequatedwithinitiatingstructurewhile
thosewithaconcernforothersorpeoplewereinclinedtoconsideration(Gill,
2006:42).Directiveness,goalfacilitation,andtaskrelatedfeedbackwere
initiatingstructure,whereastheuseofinterpersonalwarmth,concernforthe
feelingsofsubordinates,andtheuseofparticipativetwowaycommunicationwas
consideration(Chemers,1995:85).
Yukl(1971)expandedontheinitiatingstructureandconsideration
leadershipbehaviorintheliteraturebyaddingathird,decisioncentralization.This
thirddimensionreferredtothemannerinwhichdecisionsweremade,from
completeleaderinfluenceoverdecisionsaffectingfollowerstowhetherhigh
follower/subordinateinfluenceexisted.Yuklsinitiatingstructurewasatask
orientedbehaviorreflectingtheleadersconcernforproductivity(goalorientation),
makingsurethattaskdecisionsweremade,andexhibitingbehaviorsdirected
towardmakingsurethatdirectiveswerecarriedout.Considerationwasthe
degreetowhichaleaderexpressedapositive,indifferent,ornegativeattitude
towardafollower.Aleaderhighinconsiderationwasfriendly,supportive,and
considerate.
Inanotherleaderbehavioranalysis,Kotter(1990)distinguishedleader
behaviorfrommanagerbehavior.Leaders,hesaid,setdirection(developavision),
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alignpeople(communicatethenewdirection),andmotivateandinspire(keeping
peoplemovingintherightdirectionbyappealingtobasichumanneeds,values,
andemotions).Inthecaseofcharismaticleaders,theydidsuchbehavioras:
envisioning,energizing,andenabling(Nadler&Tushman,1990).In1995,Nadler
&Tushman(110111).proposedtheinstrumentalleadershiptheorywhichclassified
leadershipbehaviorintostructuring,controlling,andrewarding.
Studieswerealsomadewiththeneedtohavegoodleadersinmind.
Thus,moralityandethics,hisvalues,beliefs,andprinciplessurfacedinthe
literature.Greenleaf(1977)proposedtheServantLeadershiptheory.Servant
leadershipisbasedonthedesiretoservetheneedsofotherpeople,toservea
cause.Theservantleaderisservantfirst.
Thesocalledtransformationalleadersaredescribedashavingstrong
valueslikeliberty,justice,andequality.Indeed,valuesthatreflectconcernfor
othersarethemarkoftransformingleaders.Theimpactoftransformational
leadershipisreflectedinmotivation,empowerment,andmorality.Visionary
leadersareseenastrustworthy,just,honest,charismatic,inspirational,
encouraging,positive,motivational,confidencebuilding,dynamic,goodwith
teams,excellenceoriented,decisive,intelligent,awinwinproblemsolver,and
exercisingforesight.
Cognitivetheoriesarealsovaluesbased.Thestructureofthehuman
mindthroughitsschemasandscriptsisconstrainedbythehistoricalandsocial
constraintsthatoperateonaparticularcultureorclass,andthespecificlife
experiencesoftheindividual.Inotherwords,toknowsomethingandtoacton
thebasisofthatknowledge,onehastoknowitsrelationshiptoothereventsand
propositionsthatformpartofanindividualspastexperiences(Mandler,1975).
Theinformationthataleaderhastoworkwithatanymomentcomesfromthree
sources:currentcircumstances,memory(informationaboutpastexperiences),
andfeedbackcontingentuponaction(Bourne,Dominowski,Loftus,&Healy,
1986:12,1718).
Valuesarerelatedtoethicsdefinedasthecreativesearchingforhuman
fulfillmentandchoosingitasgoodandbeautiful(Bass,1990:906).Goodleaders
areethicalleaders.Basslookedforwardtoamodelofethicalanalysisthat
determinestheconnectionbetweenmoralreasoningandmoralbehaviorandhow
eachdependsontheissueinvolved.Valuesarealsorelatedtoorganizational
climate.AccordingtoIvancevich,Konopaske,&Matteson(2007),organizational
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climateisdirectlyrelatedtotheleadershipandmanagementstyleoftheleader,
basedonthevalues,attributes,skills,andactionsaswellastheprioritiesofthe
leader.Thebehaviororcharacteroftheleaderisthemostimportantfactorthat
impactsontheorganizationalclimate.
Thenewareaofinquiry,whichOsborne&Gaebler(1992)introduced,was
NewPublicManagement(NPM).NPMalsobankedonleadersbeliefsand
values.OfBovaird&Lofflers(2003:17)sevenelementsofNPM,onerelatedto
theleadersbeliefsorprinciples.Thisoneelementwasmoreresponsivenessto
usersandothercustomersinpublicservices.Forbes,Hill,&Lynn(2006:260
261)includedmanagerialvaluesandstrategiesasoneofthreeimportantpublic
managementconstructs,theothertwobeingadministrativestructuresand
managerialtools.Managerialvaluesandstrategiesacknowledgedtheleaders
philosophyandprinciples.
TheNewPublicService(NPS)wasaconceptputforthbyJanet
DenhardtandRobertDenhardt(2003)inreactiontoNPM.InNPS,thefocuswas
onthemissionofthegovernmentandhowtodeterminethecollectivepublic
interest.Theauthorsbelievedthattherewereconsiderationsthatshouldcome
beforecostandefficiency,andthatcitizenparticipationshouldbeamajorfactorin
decisions.
Morerecently,traits,thepersonalityoftheleader,andhisvaluesand
beliefshavesurgedbackinleadershipresearch.Thisresurgencetracesto
AncientGreektimeswhenAristotlewroteaboutvirtue,thatspecifichuman
excellencefoundinapersonsactions,habitsandcharacter.Theleaders
characterwasthecontrollingfactorinleadership.Hewasconvincingonlyifhe
displayedpracticalwisdom,goodwill,andvirtue(Sison,2006:108).Kouzes&
Posner(1993:255)saidsomethingtothesameeffect:thatallhumandecisions
haveamoraldimension,andthatmoralattributessuchashonesty,integrity,
credibility,andtrustworthinessarethequalitiesmostdesiredbypeopleintheir
leaders.
Solomon(1998:98,101,105)proposedtrustasthebasisofethical
leadership.Withouttrust,nodialogue,understanding,cooperation,orcommunity
willtakeplace.Trustlowerstransactioncosts,facilitatesentrepreneurial
initiatives,andboostseconomiccompetitiveness.Virtue,whichisexcellenceof
character,isthesourceoftrust.Virtuecouldalsobeexpressedbytheword
integrity,suggestingwholenessandstabilityinapersononwhomotherscan
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rely.Virtueisakindofmoralcapital,whichmakesapersongoodasahuman
being(Sison,2006).
Excellenceofcharacteralsodependsoncultivatingtherighthabits.
Virtuoushabitsresultfromtherepetitionofvirtuousactions,andvirtuousaction
springfromapersonshavingnurturedsuitableinclinationsinaccordancewithhis
nature.Actionsarisefromapersonsinclinations(Sison,2006:112).
Herbert&Klatt(2001:55)viewedvaluesassilentlygivingdirectiontothe
hundredsofdecisionsmadeatalllevelsoftheorganizationdaily.Organizational
valuesencourageandsetstandardsforethicalbehaviorprovideconstant
guidelineortouchstonefordecisionmaking,encouragepersonaleffectivenessby
creatingguidelinesandhelpattractandretainpeoplewhoarepreparedtosupport
andworkwithinthestatedvalues.
SchraaLiu&Trompenaars(2006)talkedaboutresponsibleleadership,
whichisbuiltonthefoundationofaleadersinnerurgetoserveandenableothers,
accompaniedbyhumanempathyandcompassion.CitingGreenleaf(1977,2002),
thecrucialpointishumanness,theleaderasathoroughlyhumanepersonThe
senseofresponsibleleadershiporiginatesfromadeepsenseandrecognitionof
unitywithalllivingbeingsandtheexternalenvironment.Itisthebeliefthatallare
alikeinhumanheart,soulandfeeling.Theresponsibleleaderviewspeopleas
beingstobetrusted,believedin,lovedandserved,ratherthanasobjectstobe
used,judged,oragainstwhompeoplecompete.
Inthisregard,toserveothers,leadersneedtounderstandandknow
themselves.Theymustunderstandtheirimpulses,drives,andmotives,andbe
consciousofhowtheselfissteeringtheiractionsandchoices.Italsoimplies
beingawareofonesidealsgoalswithahigherpurposeandvaluesystems.The
responsibleleaderisabletounderstandhisowninnatenatureandtemperament,
hiouterselfandinnerbeing,thevariouslayersofselfandego(themind,heart,
soul),limitationsandaspectsthatneedtobetransformed,andvariousmental
modelsandlensesonlifeestablishedoveryearsoflifeexperiences(SchraaLiu&
Trompenaars,2006:149150).
Maak&Pless(2006:152)proposedethicalintelligenceforresponsible
leaders.Thisisunderstoodasrecognizingandreflectingononesownand
othersvalues,norms,interests,situations,behavior,etc.fromanethicalpointof
view,distinguishingbetweenrightandwrong,beingabletocopewithgreyareas
anusingthisinformationtoderiveethicallyappropriatebehavior.Responsible
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leadershipstartsfromtheleader:heleadsfromwithinintrospecting,leadinglife
consciously,truthfully,cultivatingtheheartandpersonalitywithselfdiscipline,
walkingthetalk,andembodyingthetruthresponsiblyononesownlife.
Ciulla(2006)criticizedleadershipstudies,sayingthatwhileethics
occupiesacentralroleinleadership,itisleastsystematicallytreatedasasubject
byscholars.Tohim,anyscientificstudyofleadershipbecomesinadequateifit
neglectsthemoraldimension.Hepointedoutthatpeopleoftenseparatetheinner
person(intentions)fromtheouterperson(behavior).Butinethics,whatoneis
andwhathedoesisbasicallyoneandthesame.Responsibleorprincipled
leadershipisethics.Itexaminesissuesofrightandwrong,goodandevil,virtue,
duty,obligation,rights,justice,fairness,andsooninhumanrelationshipswith
eachother.Hecited,forexample,thefindinginYukl(1989)thatconsiderate
leadersusuallyhavemoresatisfiedfollowers.
Ciulla(2006:2527)saidthatleaderswouldonlybeeffectivewhen
motivatedbyaconcernforothers,whenactionsareguidedbythecriteriaofthe
benefittoothersevenifitresultsinsomecosttothemselves.Goodleadership
comesaboutwhenleadersdothingsrightanddotherightthing.Ciullaexhorted
scholarstofullyexploretheinterfacebetweentheknowledgeandskillsof
leadershipandthemoralcapacitiesneededforresponsibleleadership.For
emphasis,heasked,whatsortofpersonshouldlead?
Pruzan&Miller(2006:6869)presentedaresponsibleleadership
frameworkwhichtheycalledspiritualbasedleadership.Tothem,spiritualitycan
provideapowerfulfoundationforresponsibilityandindividual/organizational
success.Leaderswithspiritualitynaturallybehaveresponsiblyonbehalfof
themselvesandoftheircommunities.Leadingbyvaluesisatthecoreoftheir
managementphilosophy.Bothauthorsgaveadefinitionofwhataresponsible
persondoes:oneexpectedorobligatedtoaccountforsomethingortosomeone
involvingduties,abletodistinguishrightandwrong,istrustworthy,dependable,
andreliable(p.72).
Pruzan&Miller(pp.7577)alsogroundedspiritualbasedleadershipon
twophilosophicalpillars:thehumanistperspectiveandtheholisticperspective.
Thehumanistperspectiveisbasedontheempathyargument.Humanshavea
capacitytosympathizeandempathize.Empathyleadstointuitive,spontaneous,
heroicallyresponsibleleadershipbehaviorwherealeadernowrationalizeswith
logicalargumentsforwhyheactedashedid.Theholisticperspectivearguesthat
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peopleareinterdependentand,thus,theyhaveadutytorespecttherightsof
others.Supportforthisperspectivecanbefoundinreligiousnorms.Iftheleader
hasadevelopedspiritualselfawareness,henaturallyexercisessomeformof
servicebeyondselfinterest.
Paine(2006:5760)ruedthelackofethicalanalysisinbusinessdecision
making.Hefeltthatmanagersandleadersmusthavetheskillofethically
informeddecisionmaking.Ethicsisstronglyassociatedwithcodeofconduct,
valuestatementsorlistsofmoralimperatives.Aleaderwhogoesthroughan
ethicalanalysiswillhavetoprocessinhismindthefollowingquestions:
1.Purpose.Willthisactionserveaworthwhilepurpose?WhatamI
tryingtoaccomplish?Whataremyshortandlongtermgoals?Are
thesegoalsworthwhile?Howdotheycontributetopeopleslives?
WillthecourseofactionthatIamconsideringcontributetoachieving
thesegoals?
2.Principle.Isthisactionconsistentwithrelevantprinciples?What
normsofconductarerelevanttothissituation?Whataremyduties
underthesestandards?Whatarethebestpracticesunderthese
standards?Istheproposedactionalignedwiththeapplicable
standards?Istheproposedactionconsistentwithmyownespoused
standardsandideals?
3.People.Doesthisactionrespectthelegitimateclaimsofthe
peoplelikelytobeaffected?Whoislikelytobeaffected,directlyand
indirectly,bytheproposedaction?Howwilltheybeaffected?What
arethesepartiesrights,interest,expectationsandconcerns?Does
theplanrespectthelegitimateclaimsofaffectedparties?Whatare
tobedonetocompensateforthisinfringement?HaveImitigated
unnecessaryharms/damages?
4.Power.DoIhavethepowertotakethisaction?Whatisthe
scopeofmylegitimateauthorityinviewofrelevantlaws,agreements,
understandings,andstakeholderexpectations?AmIwithinmyrights
topursuetheproposedcourseofaction?Ifnot,haveIsecuredthe
necessaryapprovalsorconsentfromtherelevantauthorities?DoI
havetheresources,includingknowledgeandskillsaswellastangible
resourcesrequiredtocarryouttheproposedaction?

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Painecontinuedthatwithoutaframeworklikethedecisionmaking
compasstoinjectthemoralpointofview,decisionmakersarevulnerabletothe
blindspotsandbiasesinherentinmanycommonlyusedframeworks.Cost
benefitanalysis,forexample,tendstofocusonmonetarycostsandbenefits.
Gainsandlossesthatarenotreadilypricedcanbeeasilyoverlooked.Headvises
thatleaderscannotnavigatewithfinancialperspectivesalone,andthatthemoral
pointofviewneedstobeintegratedintothedecisionmakingprocess.
Morerecently,Clements&Washbush(2008:432433),intheiranalysisof
whattheyreferredtoasthedarksideofleadership,pointedoutthatpeopleoften
ignorewhatsgoingoninsidethemselves.Trainingprogramsthatfocusonskills
onlyaimtomanipulatetheexternalworldratherthanfocusontheskillsnecessary
togowithinandmakethespiritualjourney.Themessagetothisstudyisthatone
eitherprojectslightwhenthegoodvaluesaretheonesmotivatingorguidingor
heprojectsshadow,ifthedarkvaluesaretheonesmotivating.
Theaboveliteratureshowshowandtowhatextentleadershipstudiescan
bemademoremeaningfulbytheinclusionoftheleadersvaluesintheleadership
process.Theliteraturepointsouttheimportanceoftheleaderinthisleadership
processbecauseitisfromhimthattheprocessstartsitisfromhismindhis
values,beliefs,andprinciplesthatthewholeleadershipphenomenonstarts.
Onetime,Blake&Mouton(1964)cameupwithasuggestionthatthereis
onebeststyleofleadershipthatfitsandworksbestinallsituations.Thisisthe
teamleaderwhosimultaneouslyshowsastrongregardforemployeesanda
strongproductionemphasis.Auniqueinteractionresultsbythissimultaneous
displayofaconcernforpeopleandproduction.However,theirargumenthasbeen
putintoquestion.Nosinglebestmodeldefineswhatitisthateffectiveleadersdo
(Pierce&Newstrom,2008,168).
Pierce&Newstrom(2008:168)concludedthatleaderbehavioris
important,butitisonlyapartoftheleadershipprocess.Leadercentrictheories,
liketraittheoriesandleadershipbehavior/style,provideinsightsontheleadership
process.Onecanlearnleadershipbylookingatleadersthemselves.Butit
providesjustapartialorlimitedviewoftheleadershipprocess(Hughes,etal,
1999:24).

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Thiscasestudyisofasimilarview.Thoughitadmitsthattheleaderisat
thecenteroftheprocess,theleaderhimselfcannotignorethefollowers,the
communication,andthesituationfactors.

TheFollowers
Comparedtostudiesabouttheleader,thoseofthefollowerscountmuch
lessduetotheleaderemphasisintheliterature.Indeed,thestudyofthefollower
andoffollowershiphavebeenlargelyignored(Pierce&Newstrom,2008).
Leadershipandfollowershiparelinkedconcepts,neitherofwhichcanbe
comprehendedwithouttheother,whichmakesitimportanttostudytheinteraction
betweenthetwo.Leadershipcannotbeseparatedfromfollowership.Accordingto
Hollander(1993:29),withoutfollowersthereareplainlynoleadersorleadership.
Heller&VanTil(1982)suggestedthatleadershipandfollowershipcanbe
bestseenasrolesinrelationship.Bothstatedthatgoodleadershipenhances
followers,justasgoodfollowershipenhancesleaders.Lord&Maher(1991)
developedtheimplicitleadershiptheory,sayingthattheevaluationsthatfollowers
makeabouttheirleaderdependsontheirperceptionsofhisbeingaleader.People
haveaprototype,amentalmodelthatreflectsanddefinesforthemwhoaleader
isandwhatleadershipimplies.
Hofstede(1980)workedonaculturaltypologyonlowandhighpower
distance.Followerswhohavealowpowerdistancevaluesetwillpreferand
acceptegalitarianleadershipwhilefollowerswithhighpowerdistancevalues
preferandacceptauthoritariananddirectiveleaders.
Indeterminingtowhatextentthefolloweraffectstheleader,Greene
(1975)assertedthatthecausalarrowbetweenleaderandfollowersmaybringin
theoppositedirection,thatis,followerperformancemayshapetheamountof
considerationandinitiatingstructurebehaviorexhibitedbytheleader.Thisonly
highlightsthenotionthattherelationshipbetweenleaderandfollowerisa
reciprocalrelationshiportwowayinfluenceprocess.Murphy(1941)called
attentiontoleadershipbeinganinteractiveanddynamicprocesswherebythe
leaderinfluencesthefollower,thefollowerinfluencestheleader,andbothare
influencedbythecontextsurroundingthisleaderfollowerrelationship.
Sanford(1952)observedthatattributesofthefollowerservedtoinfluence
theleadershipprocess.Leadershipisarelationshipbetweenaleaderanda
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follower,whichimpliesthatitisimportanttounderstandtheroleofthefollowerin
therelationshipifonehopestounderstandthetotalprocess.Hesuggestedthat
thefollowerhashisownuniquepersonality,needs,abilities,andattitudes,allof
whichdefinehisreadinessforleadership.Whenthefollowerspersonalityis
placedintoaleadershipsituation,theabovefactorscombinetodeterminethe
followersreceptivitytoaparticularleaderandthatleaderspersonalityorstyle.
AgreeingwithHofstede,asearlierdiscussed,followerswithanauthoritarian
personalitywilltendtoacceptleaderswhoexhibitastronganddirectivestyle.
Thosewithanegalitarianpersonalitywilltendtoacceptleaderswhoexhibita
democraticstyleofleadership.
Theconceptsofsocialexchange(Blau,1964)andnormsofreciprocity
(Gouldner,1960)provideinsightintothemotivationalforcesencouragingfollowers
torespondbygivingsomethingbacktotheleader.Oneotherexplanationisthe
leadermemberexchange(LMX)theory.PresentedoriginallybyGraenand
colleagues(1975),LMXtheoryexaminesthefollowerleaderworkingrelationship
fromatransactionalperspective.Leadersemployresourcestowhichtheyhave
accesstoinordertodevelopdifferenttypesofexchangerelationshipswiththeir
followers.Someoftherelationshipsmaybecomehighqualityrelationships
characterizedbyrespectandmutualtrust.Lowqualityrelationshipsarebasedon
acalculationofthevalueofthatwhichisbeingexchanged.Highleadermember
exchangerelationshipshavebeenassociatedwithfollowersatisfactionand
productivity.Thismodelsuggeststhattheremaybemanydifferentbehaviors
engagedinbyaleader,withdifferentbehaviorsdirectedtowarddifferentfollowers
(Pierce&Newstrom,2008:261).
Thiscasestudyisofthesameviewthatfollowersaffecttheleadership
process,especiallyiftheleaderholdsethicalprinciplesandresponsiblebeliefs,or
isofaservantleadertype.Thefollowerscompriseanimportantingredientinthe
leadershipprocess.

TheCommunication
Kotter(1990:116119)touchedoncommunicationaspectsofthe
leadershipprocess.Thisisespeciallysowhentheleaderdoestheleadership
activitycalledaligningpeople.Inthisactivity,theleadercommunicatesnew
directionstothosewhocancreatecoalitionsthatunderstandhisvisionandare
committedtoitsrealization.Aligningisacommunicationschallengeratherthana
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designproblem.Itinvolvestalkingtomanymoreindividualsthanorganizing
does.Thetargetpopulationnotonlyincludessubordinatesbutalsofellow
bosses,peers,staffinotherpartsoftheorganization,aswellassuppliers,heads
ofgovernmentagencies,ortheconstituentsandbeneficiariesofcitygovernment
programs.Anyonewhocanhelpimplementthevisionandstrategiesorwhocan
blockimplementationisrelevant.
Tryingtogetpeopletocomprehendavisionofanalternativefutureisalso
acommunicationschallenge.Theleadermaychoosewordsorsymbolsto
communicatehismessage.Credibilityisanoutstandingblock.Peoplecannot
believeamessageofaleaderwholackscredibility.Thetrackrecordoftheleader
deliveringthemessage,thecontentofthemessageitself,theleadersreputation
forintegrityandtrustworthiness,andtheconsistencybetweenwordsandaction
(Kotter,1990:119).
Motivatingfollowersorpeopleneedstousecommunicationtechniques.
Goodleadersmotivatebyarticulatingtheorganizationsvisioninamannerthat
stressesthevaluesotheaudiencewhomtheyaddress.Leadersinvolvepeoplein
decidinghowtoachievetheorganizationsvision.Anothermotivationaltechnique
istosupportemployeeeffortstorealizethevisionbyprovidingcoaching,
feedback,androlemodeling.Thishelpspeoplegrowandtoenhancetheirself
esteem.Goodleadersalsorecognizeandrewardsuccess(Kotter,1990:120).
InHughes,etal(1999:492500),leadersneedtobeeffectivein
communication,theabilitytotransmitandreceiveinformationwithahigh
probabilitythattheintendedmessageispassedfromsendertoreceiver.Good
leaderscommunicatefeelingsandideas,activelysolicitnewideasfromothers,
articulatearguments,advocatepositions,andpersuadeothers(Bennis&Nanus,
1985Parks,1985).Thesamecanbesaidoffollowers.Thequalityofaleaders
communicationispositivelycorrelatedwithsubordinatesatisfaction(Klimoski&
Hayes,1980)aswellaswithproductivityandqualityofservicesrendered(Snyder
&Morris,1984).Effectivecommunicationskillsarealsoimportantbecausethey
provideleadersandfollowerswithgreateraccesstoinformationrelevantto
importantorganizationaldecisions(Fiechtner&Krayer,1986).
Hughes,etal(1999:494497)gavesometipsonhowtocommunicate
effectively:1)knowwhatyourpurposeis,2)chooseanappropriatecontextand
medium,3)sendclearsignals,and4)activelyensurethatothersunderstandthe
message.Aleaderscommunicationoftentakesplaceinawholeorganizational
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contextinvolvingbroaderexistingpractices,policies,andprocedures.Leaders
needtotakecareoftheirwordsanddeeds.Organizationalfactorsalsohelp
determinewhetheraparticularcommunicationismostexpressedappropriately
orallyorinwriting.Leadersmustalsobemindfulofotherslevelofexpertise,
values,experiences,andexpectationsandhowtheseaffectframesofreference.
Atwowaycommunicationbetweenleaderandfollowerensuresthat
messagesareunderstood.Thiscanbeachievedby:byseekingfeedback,
minglingineachothersworkareas,andbybeingsincereabouthavinganopen
doorpolicy(Luthans&Larsen,1986).Moreover,leaderstypicallybelievethey
utilizetwowaycommunicationmorefrequentlythantheirfollowersperceivethem
tobeusingit(Sadler&Hofstede,1972)hence,leadersneedtoexaminemore
abouttheircommunicationbehaviorandstylestoseeiftheyaregettingtheir
messagesrighttotheirlisteners.
Followersarenotconfinedtotheroleoflistenershowever.Thisiswhat
thiscasestudyemphasizes.Howfollowersmustcommunicatetotheirleader
essentiallyfollowsthesamegettingthemessagerighttobeabletocommunicate
effectivelytotheirleader.Liketheleader,followersmustmakesuretheyhave
communicatedtheirmessagetotheleadercompletelyandaccurately.
TheSituation
Stogdill(1948:63)oncestatedthatthequalities,characteristics,and
skillsrequiredinaleaderaredeterminedtoalargeextentbythedemandsofthe
situationinwhichhewastofunctionasaleader.Kerr,etal(1974)notedthat
amongsomesituationalfactorsthatinfluencedtheeffectivenessofleader
considerationandinitiatingstructurebehaviorare:timeurgency,amountof
physicaldanger,presenceofexternalstress,degreeofautonomy,degreeofjob
scope,andimportanceandmeaningfulnessofwork.
Theimportanceofthesituationledtocontingencytheoriesinthe
leadershipliterature.FourarethePathGoaltheory(House,1971),Fiedlers
(1957)Contingencytheory,Hersey&Blanchards(1982)SituationalLeadership
theory,alsoknownasLifeCycletheory,andtheDecisionProcesstheoryof
Vroom&Yetton(1973).
House(1971)contendedthatleadereffectivenesswasmostappropriately
examinedintermsoftheleadersimpactontheperformanceofhisfollowers.A
leadersbehaviorwillbemotivationalandhaveimpactonthefollowersattitude
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andperformancebehaviortotheextentthatitmakesthesatisfactionofa
followersneedscontingentuponhisperformance.Theeffectivenessofaleaders
behaviorisafunctionoftheinfluencethattheleaderexercisesoverthefollowerin
interactionwithattributesoftheworkenvironment.Therearefourimportant
dimensionstoleaderbehaviorsupportive(consideration),directive(initiating
structure),participative,andachievementorientedleadershipthatareimportant
underdifferentsituational(taskbased)conditions.Thepathgoaltheory
addressesthentheuniqueneedtoprovideforfollowersatisfaction,motivation,
andperformanceunderdifferentsituationalconditions(House&Mitchell,1974).
Fiedlerscontingencytheory(1957)arguedthatsituationsvaryinthe
degreetowhichtheyarefavorabletotheleader.Threefactorsthathaveamajor
influenceonsituationfavorabilityare:leadermemberrelations(qualityof
relationship),taskstructure,andpositionpower(leadersabilitytoinfluence
followers).Fiedleralsostatedthatthetaskmotivatedleaderisonewhoismore
attentivetotaskrelatedaspectsoftheleadershipsituation,concernedwithtask
success,andmoreinclinedtobehaveinastructuring,directive,andautocratic
style.Therelationshipmotivatedleaderismoreattentivetointerpersonal
dynamics,moreconcernedwithavoidingconflictandmaintaininghighmorale,and
morelikelytobehaveinaparticipativeandconsiderateleadershipstyle(Chemers,
1984:86).
Fiedlersawthatthemostimportantdimensionofthesituationwere
degreeofcertainty,predictability,andcontrolwhichtheleaderpossessed.His
scaleofsituationalcontrolwasbasedonthreefeaturesofthesituation:1)leader
memberrelationsorthedegreeoftrustandsupportwhichfollowersgivethe
leader,2)taskstructureorthedegreetowhichthegoalsandproceduresfor
accomplishingthegroupstaskareclearlyspecified,and3)positionpower,orthe
degreetowhichtheleaderhastheformalauthoritytorewardandpunish
followers.Heconcludedthatleadershipstylealonewasnotsufficienttoexplain
leadershipeffectiveness(Chemers,1984:86).
Hersey&Blanchards(1982)situationalleadershiptheoryemphasizefour
evolvingleadershipstylesinthesamemannerthataparentrelinquishescontrol
asthechildmatures.Thesearetelling,selling,participating,anddelegating
styles.Appropriateleaderbehaviorisdefinedby:1)situationaldemandsfor
direction(taskbehavior)andforsocioemotionalsupport(relationshipbehavior),
and2)thelevelofmaturityofthefollowerorgrouprelativetothetaskorobjective

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thattheleaderisattemptingtoaccomplishthroughthefollowersefforts(Pierce&
Newstrom,2008:198199).
InthecaseofVroom&Yettons(1973)work,theirsisapresentationofa
leadershipandadecisionmakingmodel.Itisdesignedtohelpmanagersdecide
whentouseaparticipativestyleofleadershipvisvisanautocraticstyle,and
theamountofsubordinateinvolvementtobeemployedinavarietyofsituations
(Pierce&Newstrom,2008:199).
Onecanlearnleadershipbylookingateachoftheabovefourfactors.But
eachoneprovidesjustapartialorlimitedviewoftheleadershipprocess(Hughes,
etal,1999:24).Again,thiscasestudyhasasimilarview.Onefactorcannotbe
consideredunlesstheotherthreearetakenintoaccount.

II.LocalLiterature

Thelocalliteratureemphasizesdifferentaspectsofleadership.Indeed,
leadershipstudiesinthePhilippinesisdominatedbyprescriptionsofwhata
leadersvaluesshouldbe.Therestarecasestudiesofleadershipstylesand
behavior,aswellaslifehistoriespublishedasbiographiesorautobiographies.A
fewonesclassifiedleadershipandleadersinthePhilippinesetting,using
indigenousconcepts.
AsabackgrounderonPhilippinevalues,theFilipinovaluesystemis
basedontheideologies,moralcodes,ethicalpractices,etiquette,andcultural
valueshandeddowntothepresentsinceprimevaltimes,cruciallymediatedfor
333yearsbySpanishcolonialruleinfluencesinadditionto43yearsofAmerican
colonialruleinfluences.Thus,Jocano(1999)identifiedtwomodelsoftheFilipino
valuesystem.Oneistheforeignorexogenousmodel.Thesecondisthe
indigenousmodel.Theforeignmodelislegalandformalwhiletheindigenous
modelistraditional,deeplyembeddedinthesubconsciousoftheFilipinos.
Filipinoindigenousvaluesarecenteredonmaintainingsocialharmony,
motivatedprimarilybythedesiretobeacceptedwithinagroup.Socialapproval,
acceptancebyagroup,andbelongingtoagrouparemajorconcerns.Caring
aboutwhatotherswillthink,sayordo,arestronginfluencesonsocialbehavior
amongFilipinos(Mercado,1980).ThekeyelementsoftheFilipinovaluesystem
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are:optimismaboutthefuture,pessimismwiththepresent,concernandcarefor
otherpeople,friendshipandfriendliness,hospitability,religiosity,respecttoself
andothers,andfearofGod.,amongothers(Talisayon,1986).Asynthesesof
writingsonFilipinovalueswouldcommonlylistthefollowingcommonvalues:
familycentredness,politeness,hospitality,gratitude,shame,flexibilityor
adaptabilityorcreativity,loyalty,hardworkandindustry,andresignation(Gorospe,
1988Quito,1994).
TalisayonandRamirez(n.d.,inAlfiler&Nicolas,1997:95)mentionedthe
valuesoflocalFilipinoleaders:makataomapagkalinga,maykagandahangloob
(caringandhumane),matapat,matuwid,makaDiyos,maymoralidad(God
centered,withintegrity),malakasangloob(courageousandstrongwilled),
makatarungan,demokratiko,pantaypantayangtinginsalahat(fairandjust),and
magaling,marunong(intelligentandcapable).Ascanbenoticed,themoraland
ethicalvaluesarestressedmorethantheintellectualrationalqualities.The
Talisayon&RamirezstudypreciselyjibedwiththestudyofPilar(1989:15)
whereinthecareerexecutivesinpublicagenciespointedoutthequalities
necessaryforeffectiveexecutiveleadership,namely:integrity,honesty,
dedication,abilitytolead,decisiveness,andcompetence.Majorqualities
consideredwereimplicatedtovalues,ability,andcompetence.
Villacorta(1994:73,87)attributedtheinabilityofthePhilippinesto
achieveastrongstatetothecountryscolonialhistorywhichhasonlyproduced
unjustsocialstructuressuchasanoligarchywithitswealthbasedonlandand
exportsofagriculture,theelitesoligopolisticholdontheeconomy,authoritarian
ruleandmoreinsurgency,socialdisorder,andpoliticalinstability.Villacorta
analyzedthatitistheoligarchiccontrolofthestatewhichisthebasicproblem.
Todealwiththeserealities,aleaderwithavisionandadeterminationtoachieve
thevisionisneeded.Theleadershipmustberootedinpersonalcredibilityand
onewhichcanexciteandinspireapeople.Withthesupportofthemajorityofthe
people,theleadercanwardoffthepressuresofbigpoliticiansandoligarchs.The
leaderwhocanbattleagainsttheseoddsmustpossesstheresolvetodetach
himselffromtheageoldsystemofpatronageandtobreakuptheoligopolies.
Salazar(1997,indelaTorre,1997:22),ahistorian,citedinhisarticle,
LimangpanahonngpamumunongbayansakasaysayanngPilipinas,that
Filipinoleadersmustbeevaluatedonsixcriteria:1)dotheirgoalstrulypromote
nationalinterest?,2)aretheiractionssupportiveofpublicwelfare?,3)arethey
knownaspersonsofunquestionableintegrity?,4)aretheynotidentifiedwithother
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interestswhichmayconflictwithpublicinterest?,5)dotheysincerelyand
willinglyacceptthetasksofbeingaleader?,and6)dotheycommunicatewiththe
peopleinalanguagethroughwhichthepeoplecanfreelyexpresstheirideas,
concepts,andexplainwhatismeaningfultothem?
Alongthesameline,Constantino(1967:810),inhisbook,ALeadership
forFilipinos,listedthecriteriaofaFilipinoleaderintermsofhowhemayrespond
tothecountrysillssuchaspoverty,culturalstagnation,andpolitical
backwardness.Theleadermust1)discoverthewishesofthepeopleandworks
withthepeopletoblazenewpaths,2)involvethepeopleintherestructuringof
society,3)recognizethatleadershipisaprocessandnotanendandtheleader
setsinmotionaneducativeforce,4)havedeepconfidenceinthepeopleand
nevertounderestimatetheirwisdom,and5)acknowledgeunitywiththepeopleas
thetruefoundationofleadership.
Miranda(n.d.,inAlfiler&Nicolas,1997:9899)roughlysaidthesame
thingasVillacortainthatastrongandeffectiveleadershipcanorganizegroups
towardsconsensusassuringstabilityandkeepingconflictswithinmanageable
limits.Politicalleadershipmuststrengthenthestateanditspoliticalinstitutionsto
makethemmoreresponsivetocitizensdemands.Historically,however,powerin
thecountryhasservedoligarchicintereststhathavebeenresponsibleforthe
unevendistributionofpoliticalandeconomicpowerinthePhilippines.
Agroupofstudiesdweltonthemanagement/leadershipstylesof
individualhighrankinggovernmentofficials.Endriga(1982)lookedatthe
leadershiproleofFranciscoTantuicowhilehewastheCommissiononAudit
(COA)headandpushingforadministrativereformstoprofessionalizeCOA.
Varela(1996)alsodiscussedtheroleofleadershipincreatingandchangingthe
administrativecultureintheCivilServiceCommission,theNationalPower
Corporation,theDepartmentofPublicWorksandHighways,theDepartmentof
Health,BureauofCustoms,andtheCommissiononImmigrationand
Deportation.D.Reyes(n.d.,inAlfiler&Nicolas,1997:103)wrotefullcase
studiesontheexecutiveleadershipstylesofRoiloGolezasheadoftheBureauof
Posts,JoseAlcuazoftheNationalTelecommunicationsCommission,Judge
RemediosFernandooftheLandTransportationandRegulationBoard(LTFRB),
andElfrenCruzoftheMetroManilaCommission.Otherhighgovernment
officialsadministratorrolealsofoundtheirwayintoacademicpapersofgraduate
students.TheseincludedPatriciaSto.TomasasCSCchairperson,Corazon
AlmadeLeonasDSWDSecretary,SalvadorEscuderoIIIasSecretaryof
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Agriculture,PuraFerrerCallejaasDirectoroftheBureauofLaborRelations,
amongothers(Alfiler&Nicolas,1997:103).
AstudyofAgpalo(1988:35)classifiedFilipinoleadersusingtwo
dimensions:organizationandideology.HisfourtypesofFilipinoleadersare:1)
theSupremoasexemplifiedbyAndresBonifaciowhohadastrongorganizationin
theKatipunanandanideologycontainedintheDecalogue,2)theVisionaryasthe
leaderwhohasanideologybutaweakorganizationtowhichJoseRizalisan
example,3)theOrganizationManastheleaderwithastrongorganizationbut
withoutanideology(Gen.FabianVerrepresentsthistype),and4)theParadux,a
termwhichappliestotraditionalFilipinopoliticianselectedtoCongresswhodo
nothaveideologyandastrongorganization.AgpaloseestheSupremotypeasthe
mosteffectiveleader,thebestofthefourtypes.Hefitsformerpresident,
FerdinandMarcosleadershipasoftheSupremotype,whileCorazonAquino
wouldbeclassifiedundertheParaduxtype.
Legaspi(2007)lookedattheprofilesofpoliticalleadersatthelocal
governmentlevel.Shecallstheframeworkthatsheusedasinteractionalinthe
sensethattheleaderinfluencesboththefollowerandtheorganizationandvice
versa.Sheincludedinherframeworkleadershiptraitsandleadershipstyle
behaviors.HerbookanalyzedtheleadershipofthemunicipalmayorsofPangil,
LagunaandofGoa,CamarinesSurthecitymayorsofQuezonCityandofNaga
CityandtheprovincialgovernorofBulacan.
.JoseD.Lina,formerDILGSecretary,advocatedthepossibilityof
developingsomekindofperformancestandardsforlocalgovernmentsthatwould
serveassomekindofInternationalOrganizationforStandardization(ISO)
(Brillantes,2001).Therearealsosuggestionstotheeffectthatpublic
administrationshouldadjusttotheemergingglobalizationoftheworldseconomic
andpoliticalscene.Globalizationhasservedtoreshapethetopographyofpublic
administrationdynamics,particularlyinpolicymakingandservicedelivery
systems.Ithasrenderedpublicadministrationsensitivetotheformationofpublic
administrativesystemscompatiblewiththedemandsandpressuresoftransitional
interplay(Reyes,2000).
AmorerecentlypublishedbookisReinventingGovernmentThe
ExperienceofMakati,whichiseditedbyA.B.Brillantes,Jr.,etal(2011).Itisall
aboutthegovernanceoftheCityofMakati,asnowVicePresidentJejomarBinay
leditduringhistime.Binaybuiltareputationasahardnosedlocalexecutive
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whoseresultsdrivenpopulistorientationisexaminedingreatdetailinthebook,
whichusestheReinventingGovernmentframeworkbyDavidOsborneandTed
Gaebler.Thebookisagoodtemplateforreplicatingacityssuccessin
transformationleadership."Thiscompilationofexperiencesandinitiativesbrings
totheforethecompellingchallengeforusandallgovernmentleadersand
communities"especiallyonmattersoftransparencyandaccountability,"former
SenatorAquilinoPimentelwroteintheforeword.Localgovernmentsworkbest
whenledbydedicatedmenandwomenwho,ingoodconscience,applythe
principlesofgoodgovernance.
Finally,Alampay(2002:64)viewedleadershipasaphenomenonthat
involvesvalues.Oftheelevencharacteristicsofthetwentyfirstcenturyleader
thathelisted,somethreeorfourrelatetovalues,suchasfocusonpeople,
inspiringtrust,anddoingtherightthing.Onespersonhoodisinfluencedby
values.Valuesshapehowpeopleactandbehave(p.107).Transformational
leadershipisbasedontheleadersvaluesandneeds(p.69).
Thelocalliteratureonleadersvaluessimilarlyagreeswithforeign
literaturethatvalues,valuesystems,andbeliefsystemsoftheFilipinosandof
Filipinoleadersspecificallyinfluencethedecisionsoftheleader.Thelocalculture
providesthelocalcontentofwhatvaluesfigureoutinthemindsofleaders.

TheoreticalFramework
Fromthereviewofliterature,thestudymakesuseoftheprocesstheory
ofleadership(Jago,1982)whichtheU.S.Army(1983)hasalsoadopted.This
contemporaryanalysisofleadershippositsfourfactorsintheleadershipprocess:
theleader,thefollowers,thecommunication,andthesituation.Their
interrelationshipmaybegleanedinFigure1.

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Situation

Leader
CommunicationFollower(s)

Figure1.TheProcessTheoryofLeadership(AdaptedfromJago,
A.G.,1982).

Mosttheoriesoftheleadershipprocessconsideruptothreeelementsor
factors:theleader,thefollowers,andthesituation(e.g.,theinteractional
frameworkofHughes,etal,1999).Pierce&Newstrom(2008:56)analyzethe
processusingafivefactorframework:leader,followers,contextorsituation,
process(embeddedintheactofleadershipandmultidimensional),andoutcomes.
Thiscasestudyadoptsafourfactorframework:leader,followers,

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communication,andsituation.Communicationisthenovelelementorfactorin
thisframework,neitherfoundinHughes,etalandinPierce&Newstroms.
Communicationisdeemedmostimportantasaninfluencefactor.Leader
andfollowerbothusecommunicationtoinfluenceeachother.Atthesametime,
thetype,nature,quality,andcontrolofcommunication(interpersonal,mass
mediated,formal,informal)mayalsoinfluencetheirperceptions.Forthisreason,
itisincludedinthedescriptionandanalysisoftheleadershipprocess(Jago,
1982).
Asaprocessphenomenon,leadershipis,thus,interactiveanddynamic.
Leadersinfluencefollowers,followersinfluenceleaders,andallpartiesare
influencedbythecontextinwhichtheexchangetakesplace.Inturn,the
outcomesthatstemfromaleaderfollowerexchangecaninfluencefuture
interactionsbecausetheymayproduceachangeinthecontext,inthefollowers,
andintheleader.BasedonSmircich&Morgan(1982)aswellasonPierce&
Newstrom(2008),leadershipmaybebetterlookedat,described,andanalyzedas
awholeprocess,asocialinfluencerelationship,interactivebetweentwoormore
peopledependentupononeanotherfortheattainmentofcertainmutualgoals,and
boundtogetherwithinagroupsituation.

TheLeader
TheU.S.Army(1983)capsulizesthiscomponentintoBe,Know,Do.
UnderBe,theleadermustunderstandwhoheis.Thisconsistsoftheleaders
uniquepersonalhistory,knowledgeskills,interests,charactertraits,values,
beliefs,andprinciples.Themostimportantaretheleadersvaluesbase.Under
Know,theleadermusthaveacquiredacomprehensiveviewofhumannature,the
jobheishandling,thetasksinvolvedinthejob,andtheorganization,thatis,the
citygovernment.UnderDo,theleadermustprovidedirection,implement,and
motivate(Jago,1982).

TheFollowers
Differentpeoplerequiredifferentstylesofleadership.Anewhirerequires
moresupervisionthananexperiencedemployee.Apersonwholacksmotivation
requiresadifferentapproachthanonewithahighdegreeofmotivation.Thepoint
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isthattheleadermusthaveagoodunderstandingofhisfollowers,theirneeds,
emotions,andmotives.HemustknowthefollowersBe(whotheyare),Know
(whattheyknow),andDo(whattheydo)(Jago,1982).
AccordingtoSanford(1952),thefollowerbringsintotheleadership
process,hishabits,attitudes,preferences,biases,anddeeplyingpsychological
needs.Knowingthesepsychologicalattributesisakeytoknowingsomething
aboutthefollowersreadinessforleadership.

TheCommunication
Leadingisusingatwowaycommunication,nonverballyandverbally.
Settinganexampleisnonverbal.Itcommunicatesthattheleaderwouldnotask
followerstoperformanythingthattheywouldnotbewillingtodo.Whatandhow
onecommunicateseitherbuildsorharmstherelationshipbetweenhimandothers.
(Jago,1982).

TheSituation

Allsituationsaredifferent.Whatonedoesinonesituationwillnotworkin
another.Onemustusehisjudgmenttodecidethebestcourseofactionandthe
leadershipstyleneededforeachsituation(Jago,1982).Thecontext,the
circumstances,theconditionsofthesocial,economic,andpoliticalsituationor
environmentinvolvedareimportantconsiderationsthattheleaderandfollower
lookupto.

CHAPTER3.CONCEPTUALFRAMEWORK

Thestudymakesuseofasetofconceptsalongwiththeirattached
meaningsthatnecessarilyframetheassumptionsandunderstandingsofthe
study.
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TheProcessViewofLeadership
Itbehoovesustounderstandinthefirstplacewhataprocessis.One
leadingviewisthatofPierce&Newstrom(2008:10).Tothem,processisa
social,interpersonal,sociologicalphenomenon.Itistheintentionalexerciseof
influencebyapersonoveroneormoreindividualsinanefforttoguideactivities
towardstheattainmentofsomemutualgoalthatrequiresinterdependentaction
amongthem.Itisadynamicandworkingrelationship,builtovertime,involving
anexchangebetweenleaderandfollowerinwhichleadershipisaresource
embeddedinthesituation,providingdirectionforgoalattainment.Asimilar
definition,onwhichPierce&Newstrombasedtheirs,wasthatofBasswho
definedleadershipasaninteractionbetweentwoormoremembersofagroup
thatofteninvolvesastructuringorrestructuringofthesituationandthe
perceptionsandexpectationsofthemembers(citedbyPierce&Newstrom,
2008:9).
InJagos(1982)framework,theinterpretationofprocessislikewise
interaction.Interactionisnotmerelyinterperonalinteraction,otheexchange
betweentwoormoreactorsorinteractants.Interaction,here,referstothe
relationshipofthefourfactorsinvolvedinleadership,forexample,theinteraction
ofthesituationfactorontheleader,follower,andcommunicationfactors,orthe
interactionofthefollowerfactorontheleader,situation,andcommunication
factors.Alsoattachedtotheideaofinteractionistheconnotationofflow,
movement,orcontinuity.Thismakesleadershipadynamicprocessbecauseit
stretchesforaperiodoftime,whetherinteractionisshortorlong.Asthe
interactiongoeson,changesinthefourfactorsreferredtoareboundtohappen.

Table1.Matrixtablecomprisingtheconceptualframeworkofthe
study
(AdaptedfromJago,1982).

Factor

SelectedAspects/Dimensionsfor
theStudy

Leader
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Whathedoes
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Whoheis

Whatheknows

(reliesonhis

(understanding

(education,

owndecisions

ordisciplinarian

knowledge,

orsolicits,

richormiddle

expertise)

consults

classpublic
orientedor

others)

privateinterest
oriented)

Followers

Whotheyare
(obedientor
resistantpublic
orientedor
privateinterest

Whatthey
know(education,
knowledge,
expertise)

Whattheydo
(independent
mindedor
team
oriented)

oriented)

Situation

Relationshipwith

Hisorganization

a.superiors

a.cityhall

(MMDA,national
party
leaders),

b.politicalparty
c.family/clan

b.peers(co
mayorsinMetro
Manila),
c.followers
(partymembers,
cityhall
staff/employees

Communication

Directionof
communication:
Oneway

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Formalandcommunication
Informalcommunicationor
modeling(settingexample)
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Twoway

behavior

TheFactorsoftheLeadershipProcess
Therearefourfactorsinvolvedinanyleadershipprocess,accordingto
Jagos(1982)processtheoryofleadership.Theseare:1)theleader,2)the
follower(s),3)thesituation,and4)thecommunication.Thefollowingsubsections
givedetailsoneachfactor.

A.TheLeader
Inahumangrouporcommunity,therearecertainindividualswhocometo
playtheroleofleadersintheiradultlife.Inasmallprimitivehumangroup,suchas
atribeorclan,theleaderischosenbyvirtueofprescription(lineage,hereditary
succession)orbyvirtueofcertainqualitieshepossessessuchasvalor,wisdom,
ormaybeprudenceandpatience.Thismayhavebeenthecaseintheprecolonial
barangaysofthePhilippines(Laurel,1926).
InthemoderncontextofdemocraticPhilippines,leadersarechosenby
popularelection.Theseare,onthenationallevel,thepresident,thevice
president,thesenators,andthecongressmenonthelocalgovernmentlevel,the
localofficialsoftheprovince,city,municipality,orbarangay.Theformalprocess
ofchoosingtheleaderthusinvestshimwiththeformalpowersandfunctionsofa
leader.
Inthisstudy,theleaderreferredtoisthecitymayor,whoisthetop
executiveofthecityleveloflocalgovernment.Heischoseninelectionswhich
grantshimthreeyearsascitymayor.Ofcourse,duringtheelectioncampaign,
thevotingresidentsofthecityholdcertainperceptionsofhisqualitiesaspotential
leaderoftheircity.Becauseoftheseperceptions,theyareconvincedthathewill
beagoodleaderforthecity,whocandeliverthebasicpublicservicesinresponse
tothemountingservicesneedsofthecityresidents.
Thegroup,havingchosentheirleader,maybesaidtobereadyorisnow
disposed(organized)toundertakesocialactionwiththeleaderforthegoodof
everyoneinthegrouporcommunity.Theroleoftheleaderistoleadthegroup
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towardsorganizedordesiredends,thatis,towardsactionsthatareintendedfor
thegoodandwelfareofthegrouporcommunityanditsindividualmembers.The
leaderinteractswithhisfollowersascertainproblemsandchallengesconfront
them.Dependingonthecontextofthesituation,theleaderandthefollowersuse
specificcommunicationstrategies,techniques,andtacticstogettheirrespective
messagesacross.

TheLeaderandHisQualities
Asalreadymentioned,thecitymayor,justlikeanyLCEorLGUheadis
chosenasthecitysleaderduetocertainqualitiesthathepossesses.Inthe
Filipinoculture,thesequalitiesareperceivedbythecityresidents,notonlyby
wordofmouthbutlargelythroughtheimagescirculatedabouthiminthevarious
massmedia.Therearemanyqualitieswhichthepeopledesireasidealforany
candidateforthecitymayoraltypost.
Inthisstudy,however,duetolimitationsofcoverageaswellasfor
purposesofdatamanageability,onlyselectedqualitiesareexamined.These
qualities,followingJagosterminology,are:
1.Whatheknows.Thisreferstothelevelofeducationofthe
leader,hisknowledge,intelligence,andexpertise.Studiesof
Alampay(2002)Jago(1982)Mann(1965),Stogdill(1948,1974),
Talisayon&Ramirez(n.d.)identifytheknowledgeandskillsofthe
leaderasimportantqualities.Theleadermustbeknowledgeablenot
onlyinhisareaofknowledgebut,beingacitymayor,hemust
possessthebasicknowledgeoftheartandscienceofgovernance,
politics,howtodealwithpeople,andhemustknowhiscommunity,
theneedsandproblemsoftheresidents,andhowtodeliverpublic
servicestothem.Hisknowledgeprovideshimthecompetenceand
thecapabilitytosolveproblemsandtostrategizetobeabletouse
availableresourcesoptimally.
2.Whoheis.Hisvaluesandpersonality(Alampay,2002Bovaird&
Loffler,2003Constantino,1988Greenleaf,1977Jago1982Nadler
&Tushman,1990,1995SchraaLiu&Trompenaars,2006Sison,
2006Stogdill,1948,1974)definewhoaleaderis.Idealleader
qualitiesincludebeingtrustworthy,workoriented(committedand
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dedicatedtohisjob),andpeopleoriented.Inthiscasestudy,given
itstimeandfinancialconstraints,whotheleaderiswillbelookedatin
termsofwhetherheis
anunderstandingperson(tolerantofothersfaults)ora
disciplinarian
(strict),
richormiddleclass,and
publicoriented(peoplefirst)orprivateinterestsoriented(his
ownself
first)inwhichcasetheleaderwantstoserveothers,responds
tothe
wishesofthepeopleorthecustomersofpubicservices.
Aleaderwhounderstandsthedefectsofotherpeopleissurely
differentfromonewhoexactsdisciplinefromthem.Theformeris
regardedasnotstrictwhilethelatterisconsideredstrict.
Aleaderwhocomesfromarichorhighincomefamilywouldbe
lookedataspowerfulorinfluentialwhileonewhocomesfroma
middleincomefamilywouldberegardedaslesspowerfulor
influential.PowerpoliticsinthePhilippinesbasesmuchonthe
wealthofapersonandhisfamily.
Aleaderwhoispublicorientedisonewhohastheneedsandwishes
ofhisconstituencyashispriority.Heservesthepeople,respondsto
theirneeds.
3.Whathedoes.Whattheleaderdoesreferstohisdecision
makingbehaviorinthiscasestudy.Thisis,however,limitedto
examiningwhetherhedecidesindependently(basesdecisions
arbitrarily,onhisowncriteria)orwhetherheconsultswithhis
followers,thatis,hesolicitstheiropinionsasanimportantinput
beforetakingadecisionstep.
Aleaderwhodecidesonhisownoftenreliesononeway
communicationwhiletheoppositetheleaderwhoconsultsthe

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peoplemakesuseoftwowaycommunication.

B.TheFollower
Thefollowerisfrequentlydefinedasasubordinate,onewhocomplies
with,obeys,orcooperateswiththeleader.Theliterature,however,portraysa
pictureofthefollowerasonewhoalsoreciprocallyinfluencestheleader(Heller&
VanTil,1982Hollander,1993Lord&Maher,1991Pierce&Newstrom,2008
Sanford,1952).
Therearemanycategoriesoffollowers.Inthisstudy,however,dueto
timeconstraintsandforpurposesofmanageabilityofdata,thefollowersare
limitedto:
1.Thestafforemployeesofthecityhall,
2.Thepartymembersofthepoliticalpartytowhichthemayor
belongs,and
3.Thecityresidents.

Justliketheleader,thefolloweralsopossessescertainqualities.These
qualities,ofcourse,arenotthesameasthoseoftheleader.Amongthequalities
thatareimportantinafollowerwhoparticipatesinaninteractionwiththeleader
areasfollows:
1.Whatheknows.Thisreferstohislevelofeducation,his
knowledge,intelligence,andexpertise.Hemusthaveacertain
knowledgeofhisownspecialization.Ifheisasanitaryengineer,
thenhemustknowengineering,thatistheconstructionofpublic
works.
Oneslevelofknowledgeresultsinskillcompetenceandcapabilityof
followerstodotheirwork,andaptitudeaswellasattitudetodoor
followassignedtasksanddelivertheoutputsaccordingly.
2.Whoheis.Valuesandpersonalityalsodefinewhoafolloweris.
Inthiscasestudy,givenitstimeandfinancialconstraints,the
followerwillbelookedatintermsofwhetherheis

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obedientorresistant,and
publicorientedorprivateinterestoriented.
Obedientfollowerscomplytoorderswithoutquestionorwhofollow
because
itistheirdutytodoso.Resistantfollowersarethosewhomay
belongto
oppositepoliticalparties,orhaveapersonalgrudgeagainstthe
leader.

C.TheSituation
Thesituationfactorinleadership,understandablyvary(Avery,2004
Chemers,1984Fiedler,1957Hersey&Blanchard,1982Hollander&Julian,
2008House,1971House&Mitchell,1974Kerr,etal(1974Murphy,1941
Pierce&Newstrom,2008Stogdill,1948,1974Vroom&Yetton,1973).Among
theseauthors,Murphy(1941)suggeststhatleadershipisafunctionofthewhole
situation.But,again,duetotimeconstraintsandforpurposeofdata
manageability,thesituationfactorinthisstudyislimitedtothefollowingaspects,
whichJagohimselfsuggests:
1.relationshipwithsuperiors,peers,andfollowers,and
2.kindoforganizationinvolvedinaparticularsituation.

Relationshipwithsuperiors,inthecaseofcitymayors,referstotheir
relationshipswiththeheadoftheMetroManilaDevelopmentAuthority(MMDA),
MarikinaCityandSanJuanCitybeingpartoftheMetroManilaArea.
RelationshipswithpeersreferstorelationshipswithcomayorsinMetroManila.
Relationshipswithfollowersreeferstorelationshipswithpoliticalpartymembers
orwithcityhallstaff/employees.Thedifferencesinrelationshipsresultslogically
indifferentsituations.
Thekindoforganizationinvolvedreferstothecityhall,thepoliticalparty,
andthefamilyorclanofthecitymayor.Theyareviewedasorganizationalunits
bythemselvesinasmuchastheyexhibitstructuresorarrangementsofhuman
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resources.Someorganizationalstructuresaretightlyknitsuchasthefamily.
Somearelooselyknitonetime,tightlyknitsomeothertimesdependingonthe
charismaoftheleader.Thus,theorganizationalcontextgeneratesdifferent
situations.

D.TheCommunication

Communicationreferstothemedia,channels,strategiesandtechniques
usedbyeitherleaderorfollowertogettheirrespectivemessagetooneanother
(Bennis&Nanus,1985Bourne,Dominowski,Loftus,&Healy,1986Fiechtner&
Krayer,1986Hughes,etal,1999Kotter,1990Luthans&Larsen,1986Parks,
1985Sadler&Hofstede,1972).Inthiscasestudy,duetolimitationsoftimeand
forpurposesofdatamanageability,onlytwoaspectsofthecommunicationfactor
willbestudied,namely,whethercommunicationisachievedusing
1.onewayortwowaycommunication,and
2.formal(verbal)orinformal(nonverbal)communication.

Onewaycommunicationreferstoasituationwhensomeonemonopolizes
thetalkingwhiletherestarerelegatedtothelistenerrole.Incontrast,twoway
communicationoccurswhensomeonewantsmutualexchangeofinformationand
messageswithhislisteners.Thereisanalternateexchangeofspeakerand
listenerrolesamongtheinteractantsinthesituation.Ofcourse,twoway
communicationisconsideredthebetteronebecauseitgiveseveryoneachange
toexpresshisopinionandideas
Formalcommunicationreferstoverbalcommunication,orthechoiceof
languageorwordsinadditiontotheuseoftheprintmedium(i.e.,memoranda,
notices,flyers)todistributeorcirculatemessagestotargetreaders.Informal
communicationreferstothenonverbalaspectofcommunication.Itisalsocalled
bodylanguageconsistingofhumangesturesandmovements.Bodylanguage
revealsmoreinformationthandoformalorverbalcommunication.Thus,the
leaderwhoisregardedasexamplesetterormodel,is,moreoftenthannot,sized
upbymeansofinformalcommunicationasthisconveysmoremessagesthanthe
wordshespeaksfromhismouth.
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Giventhefourfactorsoftheleadershipprocessleader,follower,
situation,andcommunicationinteractingwitheachother,thematrixtablebelow
capsulizesstheconceptualframeworkofthestudy.

Usingtheabovefourfactorsandtheirdimensions,theadministrationand
leadershipofMaridesFernandoandJVEjercitoaredescribed,analyzed,andthe
patternsandrelationshipsgeneratedbytheinteractioncompared.
CHAPTER4.METHODOLOGY

Thischapterpresentstheresearchdesignofthestudy,therespondents
andsamplingcriteriaused,theinstruments,datagatheringprocessesinvolved,
andthedataanalysistechniqueused.

ResearchDesign
Thestudyusesthedescriptiveorqualitativeanalyticalapproachinsocial
scienceresearch.Theresearchdesignmostappropriatetotheexaminationofthe
leadershipphenomenonisthecasestudy.Thecasestudycountsasavery
relevantresearchtoolininvestigationsasitaimstoprobedeeplyintothe
dynamicsofcertainphenomenasuchastheinteractive,dynamicphenomenonof
leadership..
Byanindepthexaminationoftheleader(inthiscase,theexcitymayors)
onthebasisofthefouractorsofleadership,thecasestudyhelpstoclarifyand
understandfurtherthedifferentdimensionsandaspectsthatgointoleadership.
Theassumptionofthecasestudyisthattheleaderbeinginterviewedmaybe
trustedenoughtoanswerandsaythetruestateofthingsofhisvalueorientations
andhisperformanceasaleader.
Theinvestigationmakesuseoftwosinglecasestudies.Theyareboth
citymayorsofMetroManilawhoseadministrationscouldbeproudoftheir
achievementsforthegoodoftheirrespectivecity.Theirknowledgethroughrecall
ofpasteventscouldbevaluableenoughtoexaminetheleadershipphenomenon
fromtheirownperspectiveandinterpretation.Theythemselvescanshedlight
intothefactorsinvolvedinleadershiptheiraccountsoftheinterrelationshipsof
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thesefactors,theinfluences,theexchanges,thetransactions,andtheirflow,
direction,andthepatternsofsimilaritiesanddifferenceswouldgiveanadditional
andelaboratedcharacterizationofthephenomenon.

TheChoiceofCases
Localgovernmentleadersincludethewholerangefromprovincial,city,
municipality,tobarangaylocalexecutives.Ofthese,onlytwoareselected.They
arebothcitymayorsofMetroManila,namely:theformercitymayorofMarikina
City,MariaLourdes(Marides)Fernando,andtheformercitymayorofSanJuan
City,JosephVictor(JVE)Ejercito.
Whycitymayors?Onereasonistheirproximityofaccesstothe
researcher,incontrasttothedistanceanyresearchermustnegotiatetoget
accesstogovernorsandmunicipalmayors.InthecaseoftheMarikinacitymayor
choice,theresearcherresidesinMarikinaCity.ThereasoninthecaseoftheSan
Juancitymayorchoiceissimilarpartyaffiliation.Incontrast,theresearcher
knowsnokinorpoliticalaffiliationwithothercitymayors,governors,and
municipalmayors.
Thetwocitymayorsselectedforcasestudymaybedeemeduniqueand
specialcases,thatis,goodrepresentativesforacasestudytoworkon.Thetwo
formercitymayorsareselected,thus,duetothefollowingfourcriteria:
1.Theirpopularprestige/statusascitymayorswhohaveassumed
theirpostsaftertheverysuccessfuladministrationsoftheir
immediaterelatives.MaridesisthewifeofBayaniFernando,former
citymayorofMarikina,andwhowasalsodesignatedtheMetro
ManilaDevelopmentAuthority(MMDA)administrator.JVEistheson
offormercitymayorofSanJuan,JosephEstrada,wholaterbecame
thevicepresidentandthenthepresidentofthePhilippines.They
sharedthepoliticallimelightbeforetheirelectionascitymayors,but
onceelectedbothadministeredtheirrespectivecitygovernmentsin
likewisesuccessfulperformancesthatreflectedinthegrowthand
improvementsofMarikinaandSanJuancities,
2.Theirimplementationofsignificantprogramsandprojectsthat
benefitedthecityresidents,

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3.Theirbeingyoungcitymayorswhowereelectedthrice,fromtheir
firstthreeyearterm,20012004,thenthesecondterm,20042007,
andthelast20072010,andassuch,theirbrandofleadershipneeds
tobeaccountedfor.Theyarestillaroundandbeforeanything
happenstothem,itisbetterthatstraightfromthem,theysharetheir
viewsofhowtheyrantheircitygovernmentsintheirown
administrativeterms,and
4.Theircitygovernmentsrankashighlyimprovinganddeveloping
citiesinMetroManila.Suchimprovementsandgrowthmaybe
attributedtotheirqualityofsteersmanshipaswellmeaningcity
governmentexecutives.

Thefindingsfromtheinterviewsofthetwocitymayorsaresupplemented
bydatafromthequestionnaireinterviewofselectedfollowersofthecitymayor.
Ofthemanycategoriesoffollowers,onlytwoareselectedforpurposesofthe
studyduetotimeconstraintsandfortheconvenientmanagementothedata.
Thus,thefollowerstobeinterviewedare:1)selectedstaff/employeesworkingat
thecityhall,and2)membersofthesamepoliticalpartytowhichthecitymayors
belong.

Instruments
Thestudyutilizesseveralinstrumentsindatagathering.Oneistheusual
directobservationmethodalthoughtheactualbehaviorwouldonlybediscernedat
thevenueoftheinterview.Theintervieweesarenolongercitymayorsandtheir
behaviorinsidethecityhall,astheydotheirdailytasks,wouldnolongerbeseen
butonlycapturedinthestorytheytell.
Thenextinstrumentconsistsofrecords,documentssuchasannual
reports,andotherprintedmaterialsamongthemnewspaper/magazinearticles.
Anotherinstrumentisthequestionnairebymeansofwhichthecity
mayorsandfollowersareinterviewed.Thereisoneseparatequestionnaireforthe
citymayor(Appendix1)andanotherforthefollowers(Appendix2).Thesetof
questionsaredifferentinthetwoquestionnaires.

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Thelastinstrumentusedistherecorderbuiltintothepersonalcellphone
oftheresearcher.Therecordedinterviewswhichmaylastforthirtyminutestoone
hourhopetobecapturetheactualquestionandanswersequenceclearlyand
fully.
Eachquestionnaireisdividedintotwoparts.Thefirstpartconsistsofthe
socioeconomicprofileorcharacteristicsoftherespondent,whetherthecity
mayororthefollower.Thesecondpartisthemainsection,whichissubdivided
intoopenendedquestionitems,multiplechoiceitems,andscaleditems.The
scalefortheresponsesisa5pointscalewith1asworththeleastvalueand5the
mostvalue.
Thelogicofquestionsfollowsthesequenceofthefactorsinleadershipas
follows:theleader,followers,communication,andsituation.
Uponcompletionofthequestionnairedraft,thedissertationadviseris
consultedonthevalidity,relevance,andthegrammaticalconstructionofthe
statements.Anysuggestionsfromtheadvisershallbeincorporatedinthenext
draftuptothefinaldraft.
Notetakingduringtheinterviewmaynotcaptureverbatimwhatthecity
mayorrespondentmaysay.Inthisregard,thecellphonerecorderisequippedwith
highpowerreceptionofsounds.Theresearcherhastoassuretheinterviewees
thattherecordeddatawillonlybeusedforpurposesoftheresearchandthatthe
datawillbetreatedconfidentially.Also,theresearcherassurestheinterviewees
thatbeforetheapprovedfinaldefensedraftmaybebound,theresearchershall
firstshowtothecitymayorforhimtofindoutthatthecontentsandanalysis
thereinarenotharmfultohisstature
Thequestionnaireforfollowers(thecityhallstaffandpartymembers)is
usedforpurposesofconfirmingandvalidatingtheinterviewwiththecitymayor.

DataGathering
Theproposalapproved,theresearchershallstartthedatagatheringphase
oftheinvestigation.Thefollowingarethedatagatheringactivities:
1.Formallettertobesenttothecitymayorrespondentsrequesting
foran
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interviewdatewithattachednoteofapprovalfromtheresearchers
adviser,aswellascopiesofthedissertationabstractandthe
interviewschedule.Anemailmayalsobesenttothecitymayor
respondents,assumingtheresearcherhastheiremailaddress.
2.Followupthroughthetelephoneortheemailafterawaitofa
weekfromthedatetheletterwassent,
3.Oncethecitymayorrespondentagrees,theinterviewdate,time
andvenueareagreedonbybothinterviewerandinterviewee,
4.Theactualinterview.Ontheagreeddate,theresearchergoesto
theagreedvenuebringingwithhimhisinterviewschedule,notes,
taperecorder,andpencils.Theresearcherasksthequestions
accordingtothesequenceinthequestionnaire.Simultaneously,the
researchermaytakedownnotesselectively(notallthetime),writing
downhisowncommentsandinferencestotheresponseofthecity
mayorrespondenttoaparticularquestionitemasked.Theselective
notetakingmayalsoreflecttheresearcherspersonalobservations,
feelingsandattitudestotherepliescomingfromtheinterviewee.
5.Theresearchermayrequestforextendedtimeiftheallottedtime
forinterviewdoesnotsuffice,butonlyupontheconsentofthecity
mayor,
6.Theinterviewfinished,theresearchermayneedtoclarifywiththe
citymayorthatincasesomequestionsnotinthequestionnaire
neededtobeasked,hemayhavetocomebackforthefollowup
interview.Ifitisonlyaminorone,theresearchermayjusthaveto
contactthecitymayorbyemailortelephoneormobilephone,
whichevercontactmodethelatterwantstheresearchertouse.
7.Recordeddatafromthecellphonerecorderistranscribedandthen
consolidatedtogetherwiththeresearchersnotesduringtheinterview.
Transcriptionmaytakeaweek.Somepartsofthetranscriptionmay
beverbatim,buttheminorexchangesmaybebrieflyparaphrased.
Anyinconsistencyshallbedecidedinfavorofthetaperecorders
documentation,unlessclarifiedwiththecitymayorbyanyofthe
contactmodesapprovedbythecitymayor.

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8.Theresearcherstartstheanalysisoftheanswersofthecity
mayortothequestionsintheinterviewschedule.

Whoamongthefollowerswillbeinterviewedinthesecondquestionnaire
willbedrawnupfromthelistofstafforemployeesworkingatthecityhallduring
thecitymayorstimeoradministration.Thelistmayonlycontainafewnames
becauseothersmaynolongerbepresentlyworkingthere.Whateverthefinal
numberofstaff,theywillbesoughtoutandrequestedforinterview.Astothe
partymembers,alistcanbeprovidedbythecitymayorsthemselves.Arandom
samplingwillthenbeusedwhomtointerview,ifnotonthebasisofavailability.
Theitemsinthequestionnaireareconstructedvariously.Somearethe
openendedtype,othersmultiplechoicetypeaswellasscaleditemtypeusinga
5pointresponsescale.

DataAnalysis
Thedatafromthequestionnairesandtranscribeddat6afromthecellphone
recorderhavingbeenconsolidated,contentanalysisfollows.Theorderofanalysis
mayusethesequenceintheconceptualframework,thatis,leader,follower,
situation,andcommunication,alongwiththeirinteractionwitheachother.
Theresultingnarrationanddescriptionmaybethickbutthisisthenature
ofaqualitativestudy,reflectingtheindepthinvestigationofaphenomenon.The
numericalresponsesaretreatedusingsummarydescriptivestatisticsofthe
average.

BIBLIOGRAPHY

Agpalo,R.E.(1988).LeadershipandtypesofFilipinoleaders:Focuson
FerdinandE.MarcosandCorazonC.Aquino.Professorialchairlecture
deliveredatthePabloNicolasAuditorium.Manila:DelaSalle
University.

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Alampay,E.G.(2002).PublicAdministration111,Managementof
Organizations.Asyllabus.NCPAG:UniversityofthePhilippines,
Diliman,QuezonCity.

Alfiler,Ma.C.P.&Nicolas,E.E.(1997).Leadershipstudiesinthe
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Appendix1.TheInterviewfortheCityMayors

NameofInterviewee:________________________________________
Dateandtimeofinterview:___________________________________
Venueofinterview:__________________________________________

I.IntervieweesProfile
Dateofbirth:__________________________
Placeofbirth:_________________________

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Town/Provinceoforigin:__________________________________
Highesteducationalattainment:________________________________
Religiousaffiliation:________________________
Yearofstartofresidenceinthecity:____________
Nameofspouse:______________________________________
Numberofchildren:_________

II.Fillintheblankswiththeappropriateresponsetoopenendedquestions,or
encircle
thenumberincaseofmultiplechoiceitemsorscaleditems.
A.TheLeader
1.Whatyouknow.
a.whatisyourareaofspecialization(collegepreparation)?
_____________

___________________________________________________________
b.describehowyourcollegepreparationcontributedtoyour
competencein
cityadministration,governance,andabilitytomanagethecity
governmentsservices,programs,andprojects.
____________________

___________________________________________________________

___________________________________________________________
b.howandwhendidyougetintopolitics?
___________________________

___________________________________________________________.
c.describehowyourpoliticalexperiencecontributedtoyour
competenceindealingwithandansweringtheneedsand
problemsofthecityresidents.
___________________________________________________________
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___________________________________________________________
d.describehowyourbusinessexperiencecontributedtoyour
competenceor
abilitytorunthecitygovernmentonasoundfinancialbasis?
__________

___________________________________________________________
3.Whoyouare.Rateyourselfbyencirclingtheappropriatenumber
inthe5
pointscale,with1asnotmeand5asmosttrulyme.
a.tolerantofothersfaults:123
45
b.anunderstandingperson:123
45
c.disciplinarian:123
45
d.highincomefamily:123
45
e.middleincomefamily:123
45
f.publicoriented:123
45
g.privateinterestoriented:123
45
4.Whatyoudo.Rateyourdecisionmakingbehaviorpreferenceusinga
5point
scale,with1asnotmypreferenceand5asmymostpreferred
decision
making.
a.Idecidebasedonmy
owncriteria:123
45
b.Idecideindependently:123
45
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c.Mydecisionsprovebetter
thanothersdecisions:123
45
d.Iconsultothersbefore
makingthedecision:123
45
e.Isolicittheopinionor
adviceofotherstocome
upwithagooddecision:123
45

5.Themomentyouassumedyourpostascitymayor,whichfivetasks
immediatelydemandedyourattention?
a.
____________________________________________________________
b.
____________________________________________________________
c.
____________________________________________________________
d.
____________________________________________________________
e.
____________________________________________________________

6.Whichofthesetasksprovedmoststressfultoyou?Towhatextent
werethey
stressful?

a.____________________________________________________________
____________________________________________________________

b.____________________________________________________________
____________________________________________________________
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c.
____________________________________________________________

____________________________________________________________
____________________________________________________________

7.Whatweretheproblemsthatmadethesetasksstressful?Elaborate
alittleon
yourresponse.
a.
____________________________________________________________

____________________________________________________________
b.
____________________________________________________________

____________________________________________________________
c.
____________________________________________________________

____________________________________________________________

d.
____________________________________________________________

8.Lookingbackduringyour9yearterm,whichdoyounowconsideras
your
threemostsuccessfulprograms/project?Pleaseexplainwhy.

9.Whatlessonshaveyoulearnedduringyour9yearstayatthecityhall
about
a.whatprogramsthemayorshouldprioritize

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b.whatkindoffollowerstorelyonforthesuccessfulimplementation
ofa
programorproject

c.whatthemostimportantfactorinleadershipis:isitthe
leaderorfollower?Why?

B.TheFollowers
1.Whattheyknow
a.describethegenerallevelofeducationofyourfollowers:
cityhallstaff/employees:
______________________________________
copartymembers:
___________________________________________
b.istheirlevelofeducationappropriatetoormatchedwiththeir
designatedjobs?Whyorwhynot?

c.whatcompetenciesorabilities/skillsdotheyhave?

d.dotheircompetencies/abilitieshelpyouinyour
administration/governance
ofcityhallprogramsandprojects?

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2.Whotheyare(rateyourselfbyencirclingtheappropriatenumberinthe
5
pointscale,with1asnotthenand5asmosttrulythem.
a.theyareobedient:123
45
b.theyfolloworders:123
45
c.theyfollowbutsome
makesmallnoisesof
protest:123
45
d.theyprioritizetheirjobs:123
45
e.theyprioritizetheirown
selfinterest:123
45
f.theyarepublicservantsfirst:123
45

3.Whattheydo(ratetheirdecisionmakingbehaviorpreferenceusinga
5point
scale,with1asnottheirpreferenceand5astheirmostpreferred
decision
making)
a.Eachonedecides
independently:123
45
b.Theyresorttoteam
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decisionmaking:123
45
c.Theywaitforwhatever
decisionishandeddown
tothemfromthetop:123
45

4.DescribetheprofileofyourfollowersinMarikina/SanJuanCityin
termsof:
a.Politicalpartyaffiliation

b.Politicalclan/family

c.Supportorganizations

d.Maturityleveloffollowers

e.Levelofcompetenceoffollowers

f.Collaborationreadinessofyourfollowerswithleadersin
solvingproblems

C.TheSituation.Thisrefersto:1)yourrelationshipwithsuperiors,
peers,andfollowers,and2)kindoforganizationinvolved.
1.Describeyourrelationshipwithyoursuperiors,referringtotheMMDA
chair
andnationalpartyleaders.asasituationalfactorinleadership.Rate
the

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frequencyandeffectoftheserelationshiponyouandyourcity
governance,
with1asleastand5asmost.
a.relationshipwiththemisregular:123
45
b.relationshipisrare:123
45
c.relationshipaffectsadministration
andgovernanceofcitygovernment
programsandprojects:123
45
d.relationshipdoesnotinvolvethe
administrationandgovernanceof
cityprogramsandprojects:123
45
e.noproblemsexistintherelationship
withsuperiors:123
45

2.Describeyourrelationshipwithpeers,referringtocomayorsinMetro
Manila
Rateyourrelationshipwith1asleastand5asmost.
a.relationshipwithcomayorsis
frequent:123
45
b.relationshipholdsnobearingon
theadministrationandgovernance
ofcityprogramsandprojects:123
45
c.noproblemsexistintherelationship

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withcocitymayors:123
45
3.Describeyourrelationshipwithyourfollowers,referringtothecityhall
staff/employeesandcopartymembers.Ratetherelationshipwith1
asleast
and5asmost.
a.relationshipwithcityhallstaff/
employeesisfrequent.123
45
b.relationshipwithcoparty
membersisfrequent:123
45
c.relationshipwithcityhallstaff/
employeeshasnobearingonthe
administrationandgovernanceof
cityprogramsandprojects:123
45
d.relationshipwithcopartymembers
hasnobearingontheadministration
andgovernanceofcityprogramsand
projects:123
45
e.noproblemsexistintherelationship
withcityhallstaff/employees:123
45
f.noproblemsexistintherelationship
withcopartymembers:123
45
4.Describethecityhall,politicalparty,andfamily/clanas
organizationalunitsthatconstituteasasituationalfactorin
leadership.Ratetheirrespectiveeffectorinfluenceonyour
administrationorgovernanceofcitygovernmentprogramsand
projects,with1asleastand5asmost.
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a.thecityhallasanorganization
doesnotactasoneunitedbody:123
45
b.personalinterestsdividethe
cityhallorganization:123
45
c.thepoliticalpartyasanorganization
doesnotactasoneunitedbody:123
45
d.personalinterestsdividethe
politicalpartyorganization:123
45
e.yourfamily/clandoesnotact
asoneunitedbody:123
45
f.yourfamily/clanisdividedby
personalambitionsofother
members:123
45

D.TheCommunication.Thisreferstotwoaspects:1)whether
communicationis
onewayortwoway,and2)whetheritisformalorverbalandinformalor
nonverbal.

1.Onewayortwowaycommunication.Whichcommunicationbehavior
doyou
tendtouse?Rateyourselfinthe5pointscalewith1asleastand5as
most.
a.Idontwanttobeinterruptedwhen
Iamspeaking:123
45

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b.WhenIspeaktherestmustlisten:123
45
c.Iwantasharingofideas:123
45
d.Ihavethefinalsay:123
45
e.Conversationneedstohavea
giveandtake:123
45
f.Igiveintoanotherpersonwho
wantstospeakaboutsomething:123
45
g.Iconsultotherstogetabalanced
viewoftheissueathand:123
45
h.Isolicittheadviceofpeers,friends,
andfollowers:123
45
i.Withsuperiors,Iusetwoway
communication:123
45
j.Withpeers,Iusetwoway
communication:123
45
k.Withfollowers,Iuseoneway
communication:123
45
2.Formal/verbalandnonformal/nonverbalcommunication.Again,rate
yourself
usingthe5pointscalewith1asleastand5asmost.
a.Isendcommunicationby
wordofmouth:123
45
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b.Isendcommunicationthrough
noticesandmemos:12345
c.Isendcommunicationby
personallytalkingandinteracting
withpeople:123
45
d.Idonotrelyoninformal
communication:123
45
e.IamunawareofthewayI
informallycommunicatewith
people:123
45
f.Asacitymayor,Ihavetobe
consciousofmygesturesand
bodymovementsbecausethey
speaksomethingaboutme:123
45
g.Formalcommunicationis
betterthaninformalcommunication:123
45

Appendix2.TheQuestionnairefortheStaff,PartyMembers

NameofStaff,PartyMembertobeinterviewed:__________________________
Dateandtimeofinterview:___________________________________
Venueofinterview:__________________________________________

I.IntervieweesProfile
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Dateofbirth:__________________________
Placeofbirth:_________________________
Town/Provinceoforigin:__________________________________
Highesteducationalattainment:________________________________
Religiousaffiliation:________________________
Yearofstartofresidenceinthecity:____________
Nameofspouse:________________________________________
Numberofchildren:_________

II.Answerontheblankspaceprovidedincaseoopenendedquestionitems.For
multiplechoiceandscaleditems,justencirclethenumberthatmatchesyour
answer
choice.

A.TheLeader
1.WhattheMayorKnows.
a.whatisthemayorsareaofspecialization(collegepreparation)?
_______

___________________________________________________________
b.describehowthemayorscollegepreparationcontributedtohis
competenceincityadministration,governance,andabilityto
managethe
citygovernmentsservices,programs,andprojects.
_________________

___________________________________________________________

___________________________________________________________
c.describehowthemayorspoliticalexperiencecontributedto
his

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competenceindealingwithandansweringtheneedsand
problemsofthe
cityresidents.
_______________________________________________
___________________________________________________________
e.describehowthemayorsbusinessexperiencecontributedto
hiscompetenceorabilitytorunthecitygovernmentonasound
financialbasis?_
_____________________________________________________

___________________________________________________________

2.WhotheMayorIs.Ratethemayorsqualitiesbyencirclingthe
appropriate
numberinthe5pointscale,with1asnothimand5asmosttruly
him.
a.tolerantofothersfaults:123
45
b.anunderstandingperson:123
45
c.disciplinarian:123
45
d.highincomefamily:123
45
e.middleincomefamily:123
45
f.publicoriented:123
45
g.privateinterestoriented:123
45
3.WhattheMayorDoes.RatetheMayorsdecisionmakingbehavior
preferenceusinga5pointscale,with1asnothispreferenceand5
ashis
mostpreferreddecisionmaking.
a.Hedecidesbasedonhis
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owncriteria:123
45
b.Hedecidesindependently:123
45
c.Hisdecisionsprovebetter
thanothersdecisions:123
45
d.Heconsultsothersbefore
makingthedecision:123
45
e.Hesolicitstheopinionor
adviceofotherstocome
upwithagooddecision:123
45

4.Lookingbackatthemayorstermfrom2001to2010,whichwouldbe
consideredashisthreemostsuccessfulprograms/project?Please
explain
why.

5.Whatlessonscanbegainedduringthemayors9yearstayatthecity
hall
inrelationtothefollowing?
a.whatprogramsthemayorshouldprioritize.

b.whatkindoffollowersthemayormustrelyonforthesuccessful
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implementationofaprogramorproject.

c.whatthemostimportantfactorisinleadership:isittheleaderor
isit
thefollower?Why?

B.TheFollowers
1.Whatthemayorsfollowersknow.
a.describethegenerallevelofeducationofthemayorsfollowers:
cityhallstaff/employees:
______________________________________
copartymembers:
___________________________________________
b.istheirlevelofeducationappropriatetoormatchedwiththeir
designatedjobs?Whyorwhynot?

c.whatcompetenciesorabilities/skillsdotheyhave?

d.havetheircompetencies/abilitieshelpedthemayorinhis
administration/governanceofcityhallprogramsandprojects?

3.Whotheyare.Ratethemayorsfollowersbyencirclingthe
appropriate
numberinthe5pointscale,with1asnotthemand5asmosttruly
them.

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a.theyareobedient:123
45
b.theyfolloworders:123
45
c.theyfollowbutsome
makesmallnoisesof
protest:123
45
d.theyprioritizetheirjobs:123
45
e.theyprioritizetheirown
selfinterest:123
45
f.theyarepublicservantsfirst:123
45

3.Whattheydo.Ratetheirdecisionmakingbehaviorpreferenceusinga
5point
scale,with1asnottheirpreferenceand5astheirmostpreferred
decision
making.
a.Eachonedecides
independently:123
45
b.Theyresorttoteam
decisionmaking:123
45
c.Theywaitforwhatever
decisionishandeddown
tothemfromthetop:123
45

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4.DescribetheprofileofthemayorsfollowersinMarikina/SanJuan
Cityin
termsof:
a.Politicalpartyaffiliation:

b.Politicalclan/family:

g.Supportorganizations:

h.Maturitylevel:

i.Levelofcompetence:

j.Collaborationreadinesswithleadersinsolvingproblems:

C.TheSituation.Thisrefersto:1)thefollowersrelationshipwithsuperiors,
peers,
andcofollowers,and2)thekindoforganizationinvolved.
1.Describetherelationshipofthefollowerswiththeirsuperiors,referring
tothe
mayorandotherofficialsofthecityhallasasituationalfactorin
leadership.
Ratethefrequencyandeffectoftheserelationshipsofthefollowerson
the
mayorsgovernance,with1asleastand5asmost.
a.relationshipwiththemisregular:123
45
b.relationshipisrare:123
45
c.relationshipaffectsadministration
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andgovernanceofcitygovernment
programsandprojects:123
45
d.relationshipdoesnotinvolvethe
administrationandgovernanceof
cityprogramsandprojects:123
45
e.noproblemsexistintherelationship
withsuperiors:123
45

2.Describethefollowersrelationshipswithpeers,referringtoco
employeesat
thecityhall.Ratetheirrelationships,with1asleastand5asmost.
a.relationshipwithcoemployees
frequent:123
45
b.relationshipholdsnobearingon
theadministrationandgovernance
ofcityprogramsandprojects:123
45
c.noproblemsexistintherelationship
withcoemployees:123
45

3.Describethecityhall,politicalparty,andfamily/clanasorganizational
units
thatconstituteasasituationalfactorinleadership.Ratetheir
respectiveeffect
orinfluenceonyouradministrationorgovernanceofcitygovernment
programsandprojects,with1asleastand5asmost.
a.thecityhallasanorganization
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doesnotactasoneunitedbody:123
45
b.personalinterestsdividethe
cityhallorganization:123
45
g.thepoliticalpartyasanorganization
doesnotactasoneunitedbody:123
45
h.personalinterestsdividethe
politicalpartyorganization:123
45
i.thefollowersrespective
family/clandoesnotact
asoneunitedbody:123
45
j.thefollowersrespective
family/clanisdividedby
personalambitionsofother
members:123
45
D.TheCommunication.Thisreferstotwoaspects:1)whether
communicationis
onewayortwoway,and2)whetheritisformalorverbalandinformalor
nonverbal.
1.Onewayortwowaycommunication.Thisreferstothecommunication
behaviorthatthemayorsfollowerstendtouse?Ratethemayors
communicationbehaviorusingthe5pointscalewith1asleastand5as
most.
a.Theydontwanttobeinterrupted
whentheyarespeaking:123
45

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b.Whentheyspeaktherestmustlisten:123
45
c.Theywantasharingofideas:123
45
d.Theirwordisfinal:123
45
e.Conversationneedstohavea
giveandtakebetweenspeaker
andlistener:123
45
f.Theygiveintoanotherpersonwho
wantstospeakaboutsomething:123
45
g.Theyconsultotherstogetabalanced
viewoftheissueathand:123
45
h.Theysolicittheadviceofpeers,
friendsandfollowers:123
45
i.Withsuperiors,theyusetwoway
communication:123
45
j.Withpeers,theyusetwoway
communication:123
45
k.Withfollowers,theyuseoneway
communication:123
45
2.Formal/verbalandnonformal/nonverbalcommunication.Again,ratethe
mayorsfollowersusingthe5pointscalewith1asleastand5asmost.
a.Theysendcommunicationby
wordofmouth:123
45
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b.Theysendcommunicationthrough
noticesandmemos:123
45
c.Theysendcommunicationby
personallytalkingandinteracting
withthepeopleconcerned:123
45
d.Theydonotrelyoninformal
communication:123
45
e.Theyareunawareofthewaythey
informallycommunicatewith
people:123
45
f.Thecitymayorneedstobe
consciousofhisgesturesand
bodymovementsbecausethese
speaksomethingabouthimself:123
45
g.Formalcommunicationis
betterthaninformalcommunication:123
45

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