1

CHAPTER I

INTRODUCTION

Leadership style is a form of cross situational behavioral consistency. It

refers to the manner in which a leader interacts with his or her subordinates.

More specifically, dimensions of leadership style depict the way in which a leader

(a) attempts to influence the behavior of subordinates (Goal Attainment

Function); (b) makes decisions regarding the direction of the group (Adaptation

Function); and (c) his or her balance between the goal attainment function and

the maintenance function of the group.

A leadership style is a leader’s method of providing direction,

implementing plans and motivating people. Various authors have proposed

identifying many different leadership styles as exhibited by leaders in political,

business or other fields. There are 9 common leadership styles. First,

Transformational Leadership, they typically inspire staff by creating an

environment of intellectual stimulation. Second, Transactional leadership, also

known as managerial leadership, has its primary focus on supervising,

organizing, and assessing performance of groups. Third is Servant leadership,

they put other people first and shares power with them. The fourth kind of

leadership is Autocratic leadership, also known as Authoritarian leadership, is

characterized by individual who control over all decisions and little input from

group members. The fifth is Democratic leadership is a style of leadership which

involves taking all opinions into consideration and making of a decision based on

others’ input and sharing out the responsibility equally. A democratic leader will
 2

put great emphasis on allowing wide participation during times of decision

making. Most democratic leaders share common characteristics, which makes

the collaboration system of democracy function effectively. The sixth is Laissez-

faire leadership is very little guidance from leaders. Complete freedom for

followers to make decisions. Leaders provide the tools and resources needed.

Group members are expected to solve problems on their own. Power is handed

over to followers, yet leaders still take responsibility for the groups decisions and

actions. The seventh, charismatic leaders have a quality which is hard to pin

down, but which attracts followers and inspires people to action.

Transformational leaders are often highly charismatic because they are

capable of initiating and maintaining a significant level of change in the

organization. The eight, Bureaucratic leadership models are most often

implemented in highly regulated or administrative environments, where

adherence to the rules and a defined hierarchy are important. These leaders

ensure people follow the rules and carry out tasks by the book. Naturally, this

works well in certain roles – such as health and safety – but can stifle innovation

and creativity in more agile, fast-paced companies and ninth is Situational

leadership Factors such as worker seniority, the business process being

performed and the complexity of relevant tasks all play an important role in what

leadership style to adopt for any given situation. For example, situational leaders

may adopt a democratic leadership style when discussing commercial direction

with senior executives, but switch to a bureaucratic strategy when relaying new

factory protocols to workers.

 3

Republic Act no. 10742, otherwise known as the ‘’ SANGGUNIANG

KABATAAN REFORM ACT OF 2015’’. The Sangguniang Kabataan (SK) youth

council is assembly of youth in every barangay whose main concern is to uplift

the social, political, cultural, intellectual, moral, and social-being of the youth in

their respective territories. The SK is the youth legislature in every barangay.

Section 2, The State recognizes the vital role of the youth in nation-building and

thus, promotes and protects their physical, moral, spiritual, intellectual and social

well-being, inculcates in them patriotism, nationalism and other desirable values,

and encourages their involvement in public and civic affairs. Towards this end,

the State shall establish adequate, effective, responsive and enabling

mechanisms and support systems that shall empower the youth and ensure their

meaningful participation in local governance and in nation-building.

Statementof the Problem

The main problem of the study is to identify the different leadership styles

of the youth in the town of Calabanga and to so as the motivational factors that

affects them. More specially, it seeks answers to the following questions:

1.) What is the profile of youth leader in terms of;

a.) Age

b.) Gender

c.) Educational attainment

d.) Position

2.) What are the leadership styles of youth leaders in Calabanga?

3.) What are the motivational factors that trigger the youth to engage in

leadership and in politics?

 4

4.) What are the leadership styles of female youth leaders in Calabanga?

5.) What are the leadership styles of male youth leaders in Calabanga?

6.) What are the trainings, seminar and workshop that must be attended to

capacitate them as youth leaders?

7.) Is there significant association between male and female leaderships

style?

Objectives of the Study

The general Objective of the study is to identify the different

leadership styles of the youth leaders in Calabanga and their political

ambition. More especially, it aimed to achieve the following objectives.

1.) Gather information about the profile of youth leaders in Calabanga: a.)

age b.)gender c.)educational attainment d.)position

2.) Identify the leadership styles of the youth leaders in Calabanga.

3.) Determine the motivational factors that trigger the youth to engage in

leadership and in politics?

4.) Is there significant difference between male and female leaderships

style?

5.) What are the trainings, seminar and workshop that must be attended to

capacitate them as youth leaders?

Significanceof the Study

The result of this study is beneficial to the following:

Society. Though their leadership skills/traits, they can contribute to the

development of their own community. This study will give an impact to the
 5

community especially to the out of school youth to show their ability being

youth leaders.

Youth. It is beneficial for the youth themselves, because this will bring out

the best in them and will help them to lead others. This will also serve as a

stepping stone if they want to be an effective politician in the future.

Leadership molds a person’s self-esteem be it interpersonal and intrapersonal

skills useful for their future professions.

SK Barangay. This is very important to the SK Barangay to know much

more about political leadership and leadership styles in order for young

leaders to serve and nurture the community. This will also help people know

and understand the essence of having Sangguniang Kabataan in a barangay.

Organization. This study willencourage people to be responsible and

hospitable and also participative in activity to be more productive in the

community.

Parents. This will help the parents support their child by conducting their

needs and giving their full support for their children. This study can also be a

way to open the mind of the parents of their obligations to their children.

Scope and Limitation of the Study

The study pertains to the leadership styles and motivational factors

of Youth in Calabanga. The respondents are 48 Sanggunian Kabataan

leaders who are newly-elected in the 2018 local election, CBSUA-ASCOS

President and churches youth leaders.

 6

This study covered nine (9) SK-Chairman, three (3) SK Kagawad

incidental barangay in Calabanga and 18 (Eighteen) youth leaders in Central

Bicol State University of Agriculture-Calabanga Campus accredited

organization.
 7

CHAPTER II

Review of Literature

This chapter provides literature, articles and studies that are related to the

topics being studied. The researchers have gathered literature about leadership

including the different leadership styles and the characteristics that are

observable with each style. The researchers focus on the leadership ofBarangay

SK Chairman in their term.

Leadership

Leadership is both a research area and a practical skill, regarding the

ability of an individual or organization to “lead” or guide other individuals, teams,

or entire organizations. Controversial viewpoints are present in the literature,

among eastern and western approaches to leadership, and also within the west,

on US vs. European approaches. In US academic environment, leadership is

defined as “a process of social influence in which person can enlist the aid and

support of others in accomplishment of common task”. Leadership seen from a

European and non-academic perspective encompasses a view of a leader who

can be moved both by communitarian goals but also by the search for personal

power.

The European researcher Daniele Trevisani states:

 8

“Leadership is holistic spectrum that can be arise from: (1) higher level of

physical power, need to display power and control others, force superiority, ability

to generate fear, or group-members need for a powerful group protector (Primal

Leadership), (2) superior mental energies, superior motivational forces,

perceivable in communication and behavior, lack of fear, courage, determination

(Psychoenergetic Leadership), (3) higher abilities in managing the overall picture

(Macro-Leadership), (4) higher abilities in specialized task (Micro-Leadership),

and (5) higher ability in managing the execution of a task (Project Leadership),

and (6) higher level of values, wisdom, and spirituality (Spiritual Leadership),

where any derives its leadership from a unique mix on one or more of the formers

factor”.

Giuliani (2018) leaders are starting to recognize that every employee is an

opportunity to provide the market insights into the culture, quality and standards

of the organization. By leveraging social media, particularly LinkedIn, every

employee can become an ambassador. Those messages can be hugely

amplified by the employees. It's effectively free PR but more powerful, because

it's authentic and believable.

According to Impastato (2018),leaders and companies will recognize the

long-term benefit of focusing on human capital development. Taking a vested

interest in helping employees thrive in all areas of their lives (not just work), will

create more engagement, productivity and overall happier employees.

Margolis (2018) Value-driven Gen Y and Gen Z talent will continue to

leave command-and-control cultures for collaborative workplaces. The value of

leadership empathy will be sky-high in 2018. The ability to understand, relate to

 9

and be sensitive to employees, colleagues and communities will be paramount.

We will see an even greater emphasis on listening, relating and coaching to drive

effective leadership.

Harrison(2017) leadership is a phenomenon observed in all organized

human groups. However, research has shown that it is one of the least

understood phenomena on earth. The number of published research studies in

the field of leadership is vast and spans several decades. Nevertheless, despite

such a large body of scholarship, leadership still remains an elusive concept.

Binay(2017) talk about nourishing young leaders for making a regional

community. The world our youth inhabit is vastly different from the one we know

growing up. They come of age in a digital world, where information is available

on their fingertips, where communication is faster, where citizen engagement is

no longer a novel concept. Several years ago, youth involvement in social issues

was not as prevalent as it is today.

Youth Political Participation (YPP), (2017) young people are often

excluded or overlooked as political candidates. Politics is typically regarded as a

space for politically experienced men, and while women are often disadvantaged

in accumulating experience to run for office, young people are systematically

marginalized because of their young ages, limited opportunities, and projected

lack of experienced.

According to Newport and Harter (2016), a different approach to reviewing

the literature is to poll the public and find out what may be universally admired

characteristics of leaders. This research has identified 12 universal leadership

traits important in helping distinguish leadership styles and in distinguishing

 10

successful from unsuccessful leaders, namely whether they are: intense,

competitive, inspiring, courageous, prepared, consistent, enthusiastic, caring

about individuals, success-oriented, analytical, focused and visionary.

Bautista (2016) emphasized the significance of the “youth vote” saying that

a substantial 37% of the total number of all eligible voters (20 million in 55 million)

belong to the age bracket 18 to 35. While the data should be of much interest to

everyone (and not just youth advocates and campaign strategies) who wants a

meaningful outcome from this year’s polls. I believe equal, if not more, attention

should be given to what scholars Jennifer Lawless and Richard Fox called the

“ultimate” act of political participation: running for public office, and in this context,

the political ambition of the youth.

Garcia (2016) says that “the Christian vocation in the present civilization is

to wrest the positive from the negative, the human from inhuman, and the sacred

from the profane” All rest upon the idea of Christian hope, which intends to

reshape history on the basis of embracing meaning that our young generation

can confront the threat of ambiguity and hopelessness. Garcia suggest that, “in

the face of this meaninglessness affecting our society, the challenge for us is to

join in the struggle meaning.”

National Youth Commission (NYC), (2015) inherently limited by its

prescribed role as “the sole policy-making coordinating body of all youth-related

institution, programs, projects and activities of the government” (Section 6 of RA

8044 emphasis added). Although the NYC is at the forefront of formulating and

initiating policies on the youth, being an agency under the executive department

puts it under the mercy of the arduous legislative processes that have proved

unfriendly to most meaningful legislations.

 11

David(2015) states that Governance in the modern world has become

anything but simple. The more economies are interconnected, the harder it is to

predict and control their outcomes. Worsening inequality among and within nations

produces problems that are intractable. Because economic growth can now be

achieved without necessarily creating jobs for the many, or improving public

services, governments are increasingly unable to invoke sheer growth rates to

justify their continued stay in office.

According to Weber (2015),Philippine politics today offers us four basic

models of leadership: the patron, the strongman, the caregiver, and the manager.

Readers may note that in previous essays, I have used slightly different terms to

designate the same clusters of traits.

Commonwealth (2015) young people are empowered when they have or

can create choices in life, are aware of the implications of those choices, make

an informed decision freely, take action based on that decision and accept

responsibility for the consequences of those actions. Empowering young people

means creating and supporting the enabling conditions under which young

people can act on their own behalf, and on their own terms, rather than at the

direction of others.

Balane (2015) states that everywhere in the country, young people are

making the world a better place, making their voices heard for gender equality,

urban poor development, sustainable environment, and other relevant issues.

They are getting more creative in pushing for important reforms in the

government by doing art protest.

Neri(2014) state that in our social formation class, we were repeatedly

taught that public governance is a shared responsibility. It is not only the work of
 12

people in office but also a duty of all citizens. It was a band of youth advocate’s

whoconduced voter’s education seminars and youth consultations in different

barangays in preparation for the 2013-midterm elections. Its aim was not only

educate young voters but to craft a local Youth Agenda.

CDO Youth Development Council, (2014) the huge impact that young

people are making in local government is felt across the nation and spreading to

more cities, shattering away old political chains like elitism, patronage and

cynicism. The vision for young people now is to make youth engagement in

government a norm.

Hranjski (2013) states that “Philippine elections have long been dominated

by politicians belonging to the same bloodlines. At least 250 political families

have monopolized power across the country, although such dynasties are

prohibited under the 1987 constitution. Congress — long controlled by members

of powerful clans targeted by the constitutional ban — has failed to pass the law

needed to define and enforce the provision. "Wherever you go, you see the

names of these people since we were kids. It is still them,".

Republic Act. No. 10742m known as SK REFORM ACT OF (2013)

asserted that the youth arm of the local government, for example, is hounded by

perceptions that are heartening to neither the SK itself nor to the constituency

that it purports to serve. SK leaders are seen to be “incompetent, inefficient, and

lacking initiative” and the potential of the SK itself is perceived to be “stunted” and

“without real power to implement their desired youth programs”, a study revealed.

The 2013 Philippine Youth Development Index Study, on the other hand, further

revealed that only 35.2% of the Filipino youth actually participated in SK

elections. It remains to be seen whether the SK Reform Act of 2015 will mean
 13

any actual improvements to these situations. Even local candidacy laws which

appear very friendly to the youth seem to prove futile for them. Section 39 of the

Local Government Code of 1991 states that a person can run as a punong

barangay, member of the sangguniang barangay or as city or municipal councilor

as young as 18 years old. For the positions of governor, vice-governor, provincial

board member, city or municipal mayor and vice-mayor, the age requirement is

just 21 years old. Higher up, young people of at least 25 years of age can run for

representative of their congressional district. But these are negated by the overall

lack of opportunity structures available to young people who are not members of

political dynasties.

The study by System-Wide Action Plan on Youth (SWAPY), (2013) calls

on young generations to become more involved and more committed in

development processes, 2013 also saw the publication of the “Enhancing Youth

Political Participation throughout the Electoral Cycle: A Good Practice Guide”

According to the study GLOBE study, (2012),charismatic/value-based

leadership reflects the ability to inspire, to motivate and to expect high

performance outcomes from others based on firmly held core values. It includes

the following six leadership subscales, which are roughly analogous to leadership

traits or styles: 1) visionary, 2) inspirational, 3) self-sacrifice, 4) integrity, 5)

decisive and 6) performance oriented. This set of leadership behaviors is most

closely related to transformational leadership theory, in contrast to transactional

leadership.

Visser and Courtice (2011) “individuals who are compelled to make a

difference by deepening their awareness of themselves in relation to the world

 14

around them. In doing so, they adopt new ways of seeing, thinking and

interacting that result in innovative, sustainable solutions”.

Burgoyne(2010) suggested that some individuals have innate

characteristics that make them better suited to lead. As theories of leadership

have evolved, however, so too have theories of learning/development, with a

growing belief that the ability to be a good leader can be learned, even if some

people have a greater innate will to lead.

Wolinski (2010) provides a wide and ever growing variety of theories to

explain the concept and practice of leadership Most theories view leadership as

grounded in one or more of the following three perspectives: leadership as

a process or relationship, leadership as a combination of traits or personality

characteristics, or leadership as certain behaviors or, as they are more commonly

referred to, leadership skills.

Binay(2010) states that young Filipinos feel that they carry the burden of

social reform. This is a good start. Garcia explains that “Cristian hope neither

renounces the tragic ambiguity of concrete history nor reduces itself to the

optimistic rationality of abstract history.” Ideally, politics must begin with the

choice of the right principles. But people end up debating about personalities and

their unique attributes. The young Filipino in this sense may have fallen prey to

messianic tendencies, forgetting that political power ultimately resides in critical

though and not in the disappointments whenever his or her chosen one somehow

falls short of expectations.

 15

Tagle (2010) optimize that service to humanity is all about. But in our

present context, politics has never been about political expediency. This is the

cruel truth that our young generation must resist.

According to Javidan(2010),“Leaders with a strong stock of Global Mindset

know about cultures and political and economic systems in other countries and

understand how their global industry works. They are passionate about diversity

and are willing to push themselves. They are comfortable with being

uncomfortable in uncomfortable environments. They are also better able to build

trusting relationships with people who are different from them by showing respect

and empathy and by being good listeners.”

Rost (2009) describes leadership as “an influence relationship among

leaders and collaborators who intend significant changes that reflect their mutual

purposes” (102), while Kouzes and Posner (2009) believe it is “the art of

mobilizing others to want to struggle for shared aspirations” (30). Common

themes of influence, change and leader-follower collaboration emerge from these

and other definitions.

Graen and Hui, (2009) stated that “These leaders have the ability to

transcend their childhood acculturation; respect very different cultures; build

cross-cultural partnerships based on mutual trust, respect and obligation; actively

engage in cross-cultural problem solving conflicts; and help to construct new

cultures based around projects, networks and transitory organizations”

Based on the study of Gupta et al., (2008) study of business leadership

suggest that one of the four essential tasks of leaders is “cultivating a global
 16

mindset by viewing cultural and geographic diversity as an opportunity, not just a

challenge”.

Pfeifer and Jackson, (2008) agree that perceptions of what it means to be

a successful ‘global leader’ are changing. “No longer are the ‘geocentric

globetrotters’ who were transferred from country to country to manage foreign

operations seen as being the exemplars of good global leaders”

Leadership Styles

Leadership style is a leader’s style of providing direction, implementing

plans, and motivating people. There are many different leadership styles

proposed by various authors, that can be exhibited by leaders in the political,

business or other fields. Daniel Goleman (2000) in his “Leadership that Gets

Results” talks about six styles of leadership.

The authoritarian leadership styles keep main emphasis on the distinction

of the authoritarian leader and their followers, these types of leaders make sure

to only create a distinct professional relationship. Direct supervision is what they

believe to be key in maintaining a successful environment and follower ship.

Authoritarian leadership styles often follow the vision of those that are in control,

and may not necessarily be compatible with those that are being led.

Authoritarian leaders have a focus on efficiency, as other styles, such as a

democratic style, may be seen as a hindrance on progress.

 17

The democratic leadership styles consist of the leader sharing the decision

making abilities with group members y promoting the interest of the group

members and by practicing social equality.

The boundaries of democratic participation tend to be circumscribed by the

organization or the group needs and the instrumental value of people’s attributes

(skills, attitudes, etc.). The democratic style encompasses the notion that

everyone, by virtue of their human status, should play apart in the group’s

decision on who should be called upon within the group and who is given the

right to participate in, make and vote on decisions.

The laissez-faire leadership style is where all the rights and powers to

make decisions is fully given to the worker. This was first described by Lewin,

Lippitt, and white in 1938, along with the autocratic leadership and the democratic

leadership styles.

Laissez-Faire allow followers to have complete freedom to make decision

concerning the completion of their work. It allows followers a self-rule, while at the

same time offering guidance and support when requested. The laissez-faire

leader using guided freedom provides the followers with all materials necessary

to accomplish their goals, but does not directly participate in decision making

unless the followers their assistance.

Krishnan (2005a), pointed out that the high correlations between

transformational leadership and Leadership styles, subordinate’s satisfaction…15

outcomes could have been because of both leadership styles and effects being

assessed in the same questionnaire. However, the questionnaire in this study

comprised of not only the items for capturing transformational leadership but also
 18

for transactional leadership. Thus, the findings of this study provide greater

support to the validity of relationship between transformational leadership and

outcomes in a different culture as well as context. The findings indicate that

employee’s satisfaction with the leader partially mediates the relationships

between transformational leadership and leader effectiveness and work-unit

effectiveness. The findings suggest that although transformational leadership has

direct impact on leader effectiveness and work unit effectiveness, it also acts

indirectly through the mediator, employee’s satisfaction with leader.

Political Leadership

Here we define political leaders as: i) democratically elected ii)

representatives who iii) are vulnerable to deselection, and iv) operate within, as

well as influence a constitutional and legal framework. Their source of authority is

v) a mandate: ‘permission to govern according to declared policies, regarded as

officially granted by an electorate . . . upon the decisive outcome of an election’

(Chambers dictionary, 1993). Membership of the electorate is vi) set out in law,

and broader than organizational or union forms of membership, since it extends

to all citizens with voting rights, in a defined constituency. This summarizes the

basis for political leaders’ claims to authority. It illustrates how they differ from

other leaders such as: chief executives, 484 Human Relations 59(4) managers

from the private, public and voluntary sectors and those in the military. The

definition is brief and contains a number of terms that could warrant further

discussion, or are understood relationally (electorate, citizen, constituency) but

we propose the above criteria as necessary conditions that are broad enough to
 19

include many different types of political leaders. It covers what we call ‘formal’

political leaders, though not ‘informal’ political leaders, such as those who head

special interest groups, or civil rights activists, or trade unionists (Azzam &

Riggio, 2003). Nor does it cover despots (Kets de Vries, 2005).

Since political leaders are elected rather than appointed, and act as

representatives, they require consent from those whom they govern and serve.

They have a duty to serve all their constituents and protect the interests of future

generations, rather than simply those who supported them. This should include

the elderly and disadvantaged groups, as well as those who do not have the

power to vote, such as children. These are typical differences in comparison with

non-political leaders, but political leaders also operate under different structures

of accountability and scrutiny. In addition, they have formal legal responsibility for

a broad range of issues: health, law enforcement, taxation, education, legislation

and the economic sphere. The networks within which they act have regularities

but are also fluid. Political leaders gain authority through the ballot box initially but

their authority is potentially subject to challenge on a daily basis, from: their

political party (most operate within a party structure), opposition politicians, the

media, their constituents, and other bodies (e.g. charities, lobby groups, business

confederations).

One characteristic of the challenges facing political leaders is that actions

and decisions may require the mobilization of different groups in order to build

consent. In this sense, the issue for politicians is to gain some consensus across

the entire domain of a problem (Thompson, 1967). A further source of complexity

is that political leaders are directly responsible for the provision of public services

(e.g. street lighting), and also have a regulatory and enforcement role (e.g. in
 20

collecting taxes). The ubiquitous language of customer relations breaks down

here since many ‘customers’ of regulatory services are unwilling ones (Pollitt,

2003). People’s expectations of what leaders can provide may differ widely from

what is actually possible given legal, logistical and practical constraints (Boin&

Hart, 2003). These different challenges show how the relationship between

leaders, stakeholder groups and the electorate is complex and interdependent.

There are some areas of overlap and similarity here with non-political leaders,

such as senior chief executives (CEs), and leaders in public administration

(Cook, 1998). CEs may feel they, and their organization, have a moral duty to

their stakeholders, a term that can be interpreted broadly.

Theoretical Framework

The followings theories support the study on leadership styles and political

ambitions of the youth in Calabanga.

According to Kendra Van Wagner (2008), interest in leadership increased

during the early part of the twentieth century. Early leadership theories focused

on what qualities distinguished between leaders and followers, while subsequent

theories looked at other variables such as situational factors and skill level. While

many different leadership theories have emerged, most can be classified as one

of eight major types. (Source: http://psychology.about.com/ 2008)

Great Man theories assume that the capacity for leadership is inherent –

that great leaders are born, not made. These theories often portray great leaders

as heroic, mythic, and destined to rise to leadership when needed. The term

“Great Man” was used because, at the time, leadership was thought of primarily

as a male quality, especially in terms of military leadership.

 21

Trait Theoriesis similar in some ways to “Great Man” theories, trait theory

assumes that people inherit certain qualities and traits that make them better

suited to leadership. Trait theories often identify particular personality or

behavioral characteristics shared by leaders. But if particular traits are key

features of leadership, how do we explain people who possess those qualities but

are not leaders? This question is one of the difficulties in using trait theories to

explain leadership.

Contingency theories of leadership focus on particular variables related to

the environment that might determine which particular style of leadership is best

suited for the situation. According to this theory, no leadership style is best in all

situations. Success depends upon a number of variables, including the

leadership style, qualities of the followers, and aspects of the situation.

Situational theories propose that leaders choose the best course of action

based upon situational variable. Different styles of leadership may be more

appropriate for certain types of decision-making.

Behavioral theories of leadership are based upon the belief that great

leaders are made, not born. Rooted in behaviorism, this leadership theory

focuses on the actions of leaders, not on mental qualities or internal states.

According to this theory, people can learn to become leaders through teaching

and observation.

Participative leadership theories suggest that the ideal leadership style is

one that takes the input of others into account. These leaders encourage

participation and contributions from group members and help group members
 22

feel more relevant and committed to the decision-making process. In participative

theories, however, the leader retains the right to allow the input of others.

Management theories (also known as “Transactional theories”) focus on

the role of supervision, organization, and group performance. These theories

base leadership on a system of reward and punishment. Managerial theories are

often used in business; when employees are successful, they are rewarded;

when they fail, they are reprimanded or punished.

Relationship theories (also known as “Transformational theories”) focus

upon the connections formed between leaders and followers. These leaders

motivate and inspire people by helping group members see the importance and

higher good of the task. Transformational leaders are focused on the

performance of group members, but also want each person to fulfill his or her

potential. These leaders often have high ethical and moral standards.
 23

Trait Theories
(Stogdill,1974) Contingency
“Great Man”
Theories Leaders are born with Theories
(Syque,2006) traits particularly (Fiedler, 1967)
Leaders are born, not suited to leadership. Leaders contingency
made. influence on various factors
like positional power.

Situational
Behavioral
Theories THEORIES ON
(Hersey, 1999)
Theories
Takes into account
LEADERSHIP (Syque,2006)
followers motivation and Leaders are made,not
capability of others.
STYLES
born.

Participative Relationship
Theories Theories
(Likert,1967)
Management
(Burns, 1978)
Increase collaborative, Theories Use, vision, passion, personle
seeks to involve other (Kannan,2004) integrity ceremonies ritual
worker’s in process Focus on the role of and enthusiasm to shape
decision making. social architecture.
supervision, organization,
and group performance.

Figure 1: Theoretical Framework

 24

Conceptual Framework

The conceptual framework of the study served as the researcher’s guide

on establishing the relationship pf the youth in the study.

To identify the leadership styles and motivational factors of youth in

Calabanga, the researchers used the cluster sampling to identify the target

population of samples on the research based on the geographical location of the

barangays in Calabanga. The researchers developed a survey questionnaire to

identify the leadership styles and political ambitions including their profile to

authenticate the data of the study. The survey questionnaire was administered to

the youth leaders especially to the newly elected Sangguniang Kabataan in

Calabanga as the respondents of the study.

The researcher analyzed and evaluated the gathered data through the

questionnaire for identification of the leadership styles and political ambition of

the youth. The study will help the youth leaders to come up with projects that are

useful and efficient not just for youth but also for the community. The youth

leaders are strategically capable of conducting events, producing tangible

projects and developing the capabilities of self and others. Through conducting

and attending enrichment program and leadership training for youth leaders.
 25

 Leadership Style
 Motivational factors of the Youth in
Calabanga.
INPUT

 Identify the nearby Barangay in Calabanga using the

Cluster Sampling.
 Identify the number of Youth Leader in the chosen
Baangay in Calabanga.
 Profiling and data gathering using questionnaire for
youth leader in leadership styles.
PROCESS  Analyzing data
 Evaluating the leadership styles and the political
ambition of Youth Leaders.

 Enrichment programs and

leadership training for Youth
Leaders.
• Strategic Leadership and tangible
OUTPUT progress

Figure 1. Conceptual Framework

 26

Hypothesis of the Study

There issignificant difference relationship between leadership style and

motivational factors of youth in Calabanga between of male and female.

Definition of Terms

Leader - the person who leads or commands a group, organization, or

country. Leaders are the respondents of this study.

Leadership - the action of leading a group of people or an organization.

Leadership is the primary indicator that is needed to be identify in this study.

Transactional - relating to the conducting of business, especially buying

or selling. Transactional leadership are also known as authoritarian leadership

and are used as indicator in the study.

Transformational - relating to or involving transformation or

transformations. It shows to inspire the members through effective

communication and by creating their intellectual stimulation.

Politics - the activities associated with the governance of a country or

other area, especially the debate or conflict among individuals or parties having

or hoping to achieve power.

Organization - an organized body of people with a particular purpose,

especially a business, society, association, etc. "a research organization".

Youth - the period between childhood and adult age. This is the target

respondent to have an effective study.

Ambitions - a strong desire to do or to achieve something, typically

requiring determination and hard work.

 27

Authoritarian - favoring or enforcing strict obedience to authority,

especially that of the government, at the expense of personal freedom.

Democratic - often capitalized : of or relating to one of the two major

political parties in the U.S. evolving in the early 19th century from the anti-

federalists and the Democratic-Republican party and associated in modern

times with policies of broad social reform and internationalism

Contingency - a future event or circumstance that is possible but cannot

be predicted with certainty.

Behavioral - of or relating to behavior : pertaining to reactions made in

response to social stimuli.

Relationship - the state of being related or interrelated and the way in

which two or more concepts, objects, or people are connected, or the state of

being connected.

Cluster - a group of similar things or people positioned or occurring

closely together.

Motivation - the reason or reasons one has for acting or behaving in a

particular way
 28

CHAPTER III

METHODOLOGY

This chapter present the methodology, population, research instrument

and statistical treatment of the data.

Research Design

This is a Quantitative Research wherein this is achieved by getting the

individuals as elements which are considered an information-rich cases and can

provide in depth data about the subject matter under study.

The research used Descriptive and strategies of cluster sampling of

method. The respondent where SK Chairman, and SK Kagawad for every

Barangay. The Descriptive method sought to analyze and identify their name,

age, gender, educational attainment, membership in the organization, position.

While cluster sampling base on geographical locations particularly nearby

barangay in Central Bicol State University of Agriculture-Calabanga Campus

(CBSUA). This method and strategy helped in looking for improvement and

progressive of Calabanga town.

 29

Locale of the Study

The study was be conducted in the twelve (12) Barangays of the

Municipality of Calabanga. The Barangay where selected according to the

location nearby at Central Bicol State University of Agriculture-Calabanga

Campus (CBSUA). These are Brgy. Sta. Cruz, Brgy. Sugod, Brgy. Belen,

Brgy.Paolbo, Brgy.San Roque, Brgy. San Antonio, Brgy. San Pablo, Brgy. San

Francisco, Brgy. Del Carmen, Brgy. Sta. Isabel, Brgy. San Isidro, Brgy.San

Miguel.

Map of Calabanga

Composed of 48 Barangay, Calabanga is a firstclass municipality in the

Province of Camarines Sur, Philippines. The 34 of 48 Barangay are within rural

 30

area and remaining 14 are within the urban area which will be the priority.

According to the 2012 census it has a population of 78,119 people and a land

area of 16,380 hectares (40,500 acres) which contribute 3.1% of the province

land area.

Population of the Study

This study covered nine (9) SK-Chairman, three (3) SK Kagawad

incidental barangay in Calabanga and 18 (Eighteen) youth leaders in Central

Bicol State University of Agriculture-Calabanga Campus accredited organization.

Research Instrument

Questionnaire: this will be used to gather data. The questionnaire has

four (4) parts; Part 1: includes the respondent’s profile: the name, age, gender,

position, educational attainment and membership in the organization. Part 2:

where the respondents will indicate the leadership style they were going to used.

Part 3: includes the factor that affects the youth leadership and Part 4: include the

consequences encounter when engaging in leadership the respondent have to

check whether it YES or NO.

Methods of Data Analysis

The researchers used these statistical tools to answer the problems raised

in this study which led to the interpretation and analysis of the data gathered.

Percentage. This will use to identify the profile percentage in each aspect such as

a) age, b) gender, c) position, d) educational attainment, e) membership of the

organization.

Percentage = n/N x 100

 31

Where; n = is number of responses

N = total number of respondents

Mean. This will use to find the out the total average of each leadership style.

X =ƩX/N

Where; ƩX = total sum of scores

N = total number of responses

Weighted Mean. This will use to find the total average of leadership style

responses.

Weighted Mean = ƩX/N

Where; ƩX = summation of mean

N = total number of respondents

Documentary Analysis

The data were concerned to the parents and youth. The date we’re the

source for determining the relationship of the involvement on leadership style and

motivational factors of the youth.

This was done through getting the profile of the youth leaders, the

leadership styles, motivational factors, and the seminars they attended through

rating scale.

Preparation of the Questionnaire

The researchers formulated the questionnaire as the instruments use in

gathering data and information needed in the study. The researcher prepared
 32

their own questionnaire that suited and appropriate in the study, the instruction

are clear and un-equivocal. The researchers identified 9 common leadership

styles and though roughly studied each leadership styles’ characteristics. The

researchers also looked and study the factors that affects the youth to engage in

leadership and identifies whether it was intrinsic motivators or extrinsic

motivators.
 33

CHAPTER IV

RESULT AND DISCUSSION

This chapter presented the overall result and findings of the study. Data

were gathered, analyzed, and interpreted. The main focus of the interpretation

was on: (a) profile of the youth leaders in Calabanga, (b) motivational factors of

youth leaders in Calabanga, (c) leadership styles of youth in Calabanga, (d)

motivational factors between male and female youth leaders, (e) leadership

styles between male and female youth leaders. Tabular presentation of the data

was used to substantiate the narrative discussion of the study.

Table 1:Profile of the Youth Leaders in Calabanga.

Frequency Percent
Age

18 2 6.7
19 5 16.5
20 11 36.7
21 1 3.3
22 3 10.0
23 2 6.7
24 3 10.0
26 2 6.7
28 1 3.3
Total 30 100.0

Gender
 34

Male 17 56.7
Female 13 43.3

Educational Attainment

College Level 5 16.7

HS Graduate 1 3.3
Undergraduate 23 76.7
Vocational 1 3.3
Total 30 100.0

Position

Auditor(SSC) 1 3.3
B.Mngr(SSC) 1 3.3
Business Manager 1 3.3
External Sec(SSC) 1 3.3
External VP(TESS) 1 3.3
Internal Sec (TESS) 1 3.3
Internal VP (TESS) 1 3.3
President (SSC) 1 3.3
Senate Pres (SSC) 1 3.3
Senator (SSC) 7 23.3
SK Chairman 9 30.0
SK Kagawad 3 10.0
Vice-President (SSC) 1 3.3
Youth Coordinator 1 3.3
Total 30 100.0

Table 1 showed the result of the profile of the youth leaders in Calabanga

determined through their age, gender, educational attainment, and position. The

first table shows age bracket of the youth leaders ranges 18-28 years old/, their

gender, together with their educational attainment and their position in the

organization are presented using the frequency table.

 35

The United Nations (UN), for statistical consistency across regions,

defines ‘youth’ as those persons between the ages 15 and 24 years, without

prejudice to other definition by Member States. UNESCO will then adopt the

definition of “youth” as used by a particular Member State. It can be based for

instance on the definition given in the African Charter where “youth” means

“every person between the ages of 15 and 35 years”.

The total statistics of the study are 30 youth leaders. 13 of the respondents

are male and the other 17 are female. They are Youth and student leaders from

school and community who are currently in position serving their own

organizations. The first table shows that the 36.7% of the respondents are aged

20 while the 3.3% are aged 28.

In educational attainment of the youth leaders it was categorized as

College level, high school graduate, undergraduate, and vocational. Most of the

youth leaders are undergraduates who are pursuing their degree in college which

compromised of 76.7% of the total population and there are 16.7% who are

college graduates. The two other respondents compromising of 3.3% each are

high school and vocational graduates. The results shows that youth leaders are

still pursuing to finish their studies and are able to manage both their studies and

commitment in their organizations.

The table also presents the position of youth leaders in their respective

organizations. The respondents which are compromised of 30% of the total

population are SK Chairmen who are newly elected last 2018 local election and

10% are SK Kagawads. Sangguniang Kabataan was put “on hold”, but not quite

abolished, prior to the 2013 Barangay elections. In January 2016, the

 36

Sangguniang Kabataan Reform Law was signed into law which made some

significant changes to the SK. 13 of the respondents are coming from the

CBSUA- Supreme Student Council, 23.3% of which are senators and president,

vice-president, auditor, business manager, secretary, and senate president

garnered 3.3% each of the total population. 4 of the respondents are coming

from the organizations of the University and the other 3.3% are from a private

organization.

Table 2: Leadership Styles of Youth in Calabanga

Weighted Mean Descriptive
Rank
Leadership Styles

1. Transformational Leadership 3.43 2

2. Servant Leadership 3.53 1
3. Autocratic Leadership 2.24 5
4. Democratic Leadership 3.37 3
5. Laissez- Faire Leadership 3.17 6
6. Transactional Leadership 2.21 9
7. Charismatic Leadership 3.11 7
8. Situational Leadership 3.34 4
9. Bureaucratic Leadership 2.62 8

Table 2 showed the result of the leadership styles of youth in Calabanga

gleaned to identify their characteristics as leaders. The second table corresponds

to the leadership styles of youth in Calabanga which the researchers ranked each

indicator and presented using frequency table.

It reveals that the most dominant and ranked 1in the leadership styles of

youth in Calabanga is the servant leadership having a weighted mean of 3.53.

Servant leadership is described by actively involving others in decision making

and putting others first than self. While the leadership style that ranked 2is the

transformational leadership having a weighted mean of 3.43. This kind of

 37

leadership inspires others by creating environment of intellectual stimulation

which will help them to transform into a better leader. Rank 3 on the leadership

styles among youth in Calabanga is the Democratic leadership having a weighted

mean of 3.37. Being one of the most common leadership styles, democratic

leaders are very considerate of about the opinions of his members. Democratic

leaders also share equal responsibility among his members having unity and

harmony in the organization.

Table 3: Motivational Factors of Youth Leaders in Calabanga

Intrinsic Motivators Weighted Descriptive Rank

Mean Interpretation

1. My parents 1.73 Low motivator 5

persuaded me to
run.
2. It is my free will and 3.23 Moderate motivator 3
ambition to run.
3. I want to develop 3.73 High motivator 1
my leadership skills.
4. I run to have more 1.87 Average motivator 4
friends.
5. I run to inspire other 3.60 High motivator 2
youth to engage in
leadership.

Extrinsic Motivators
Weighted Descriptive Rank
Mean Interpretation

1. I run to for the

monetary income.
2. Barangay officials
convinced me to
run. 1.23 Low motivator
5
3. I run to increase my
popularity and fame.
4. I believe that it will 1.53 Low motivator
benefit my family. 3
 38

5. I run for the

scholarship program
that they can offer.

1.40 Low motivator 4

1.73 Low motivator 2

2.00 Average motivator 1

Legend: (1-1.75): Low motivator (1.76-2.50) Average motivator

(2.51-3.25) Moderate motivator (3.26-4.00) High motivator

The gathered data for motivational factors of youth leaders in Calabanga

were presented in table 3 the researchers rank each intrinsic and extrinsic

motivators to rank the motivational factors that affects the youth leaders. The

results shows that most of the motivational factors that affect the youth to engage

in politics are coming from intrinsic factors having an average of 2.83 compared

to the extrinsic motivational factors having only an average of 1.58.

The result shows that most of the youth leaders engage in politics in order

for them to develop their leadership skills having 3.73 as weighted mean and

ranked as primary motivational factor. Rank 2 is the sub-indicator 5 garnering

3.60 of the weighted mean which states the youth leaders engaged in leadership

in order to inspire others. Rank 3 is the sub-indicator 2 having 3.23 of the

weighted mean in which the youth leaders engages into leadership by their own

will and ambition. Rank 4 is the sub-indicator 4 having 1.87 of the weighted mean

stating that youth leaders engages to politics to gain more friends. And lastly

ranking 5having 1.73 of the weighted mean is the sub-indicator 1 stating that

youth leaders run into leadership because their parents persuaded them. This

result exhibits that youth leaders nowadays are mature enough to face the

responsibilities they are into, having themselves to decide on their own. The
 39

result also manifest that youth leaders are independent individuals who are

willing to serve and inspire others for the betterment of our society.

Table 3 also indicates extrinsic motivational factors of youth leaders

ranking 1 is the sub-indicator 5 having a weighted mean of 2.00 that indicates

that you leaders engage in leadership for the scholarship program that the

government might offer. Rank 2 is that sub-indicator 4 having a weighted mean of

1.73 which the youth leaders believed that running into politics will benefit his/her

family. Rank 3 is the sub-indicator 2 having a weighted mean of 1.53 which states

that youth leaders run because other official convinced them to run. On rank 4 is

the sub-indicator 3 having 1.40 of the weighted mean which the leaders engage

into leadership to gain popularity and fame. And the least motivational factor that

affects the youth leaders is that they run because of the monetary income having

only 1.23 as weighted mean. It proves that youth leaders did not engage to

leadership in order to have a source of income but to serve responsibly by

inspiring others and actively involving in the activities of the community.

Scholarship is the primary extrinsic motivator of the respondents, having most of

them as undergraduate who are pursuing their degree, it is very helpful for them

to have the said scholarship grant.

Table 4: Leadership Styles between Male and Female Youth leaders

Frequency Percent
Male

2 1 5.9
A 4 23.5
B 8 47.1
D 1 5.9
E 2 11.8
G 1 5.9
Total 17 100.0
 40

Female

4 1 7.7
1 7.7
B 7 53.8
F 3 23.1
G 1 7.7
Total 13 100.0

Table 4 corresponds to the significant difference between the male youth

leaders and the female youth leaders in Calabanga. The fourth table differentiate

the leadership styles of female youth leaders and the male youth leaders having

17 male respondents and 13 female respondents with a total of 30 respondents,

the researchers used frequency table. Sub-indicator B which represents the

servant leadership having 47.1 as percentage are the most dominant leadership

style among male respondents while the second dominant is the transformational

leadership which is the sub-indicator A having 23.5 percent. On the other hand,

ranking 1in the female respondents are also the sub-indicator B which is the

servant leadership having 53.8 percent of the total response and ranking 2 is the

sub-indicator F which is the Laissez-faire leadership having 23.1 of the total

responses among female youth leaders. Therefore, there is no significant

difference in the leadership style of male and female youth leaders in Calabanga

having Servant leadership as their style of governing.

Table 5: Motivational Factors between Male and Female Youth Leaders

Frequency Percent
Male

Valid: 1 17 100.
 41

Total 17 100.0

Female

Valid 1 13 100.0

Total 13 100.0

Table 5 shows the significant difference in motivational factors between

male and female youth leaders in Calabanga determined through intrinsic and

extrinsic motivators and are presented using the frequency table.

The total statistic of the study is 30 respondents having 17 male youth

leaders and 13 female youth leaders. The researchers prepared the

questionnaire in accordance to the factors that triggers them to engage in

leadership and in politics. In the table presented, the most dominant motivators

are intrinsic motivators, having 100.00 of percentage on both male and female

youth leaders as response. The sub-indicator 1 represents that they engage in

leadership because they want to develop their leadership skills. Therefore, there

is no significant difference in the motivational factors that affects the male and

female youth leaders in Calabanga.

Table 6: The Needed Seminars, Workshops, and Trainings of Youth Leaders

in Calabanga.

Trainings, Seminar, and Frequency Percentage Rank

Workshops

1. Parliamentary 25 75.00 1
Procedures and
Productive meetings.
2. English Proficiency 13 39.00 5
 42

Training
3. Barangay Budgeting 18 54.00 4
4. Youth Summit 24 72.00 2
5. Mandatory Training 22 66.00 3

Table 6 showed the result of needed trainings, seminars, and workshops

of the youth leaders in Calabanga. The researchers include 5 essential seminars,

trainings and workshops that will help them grow their leadership style. The

seminar, trainings and workshop stated are ranked according to the choices of

the youth leaders wherein they select the best suited training to help them govern

his members and to grow as leaders.

Rank 1 is the indicator 1 which is the Parliamentary procedures and

productive meetings having a percentage of 75.00 selected by the youth leaders.

Parliamentary procedures and Productive meetings tackle about the

effectiveness and the efficiency of conducting a formal meetings. It is a rule that

defines how a particular situation is to be handled, or a particular outcome

achieved, in a legislature or deliberative body.

Parliamentary procedure is the body of rules, ethics and customs

governing meetings and other operations of clubs, organizations, legislative

bodies and other deliberative bodies. That is why having this kind of training is

very important for the leaders.

Table 7: Significant Association between the Leadership Styles and Gender

of Youth leaders in Calabanga.

Value df Asymp. Sig.

(2-sided)
Pearson Chi-Square 20.333 21 0.500
Likehood Ratio 12.994 21 0.909
N of Valid Cases 30
 43

a. 31 cells (96.9%) have expected count less than 5. The minimum expected

count is .03.

Table 6 shows the significant association between the Leadership styles

and gender of youth leaders in Calabanga. The result shows that there is no

significant association for the computation appeared 0.909 in the likehood

ratio and the required result should be 0.05 or less in order for it to be in

significant association.

Therefore, gender is not the basis of a leadership style of youth leaders in

Calabanga.
 44

CHAPTER V

SUMMARY, CONCLUSION ANDRECOMENDATION

This chapter presents the summary, findings, conclusion and

recommendation of the study. Findings were drawn from which recommendation

were based summary.

SUMMARY

This study aimed to determine the leadership style and motivational factor

of the youth in Calabanga. This study sought to answer the following questions:

1.What is the profile of youth leader in terms of; age, gender, educational

attainment, position, membership in the organization, 2. What are the leadership

styles of the youth leaders in Calabanga, 3.What are the motivational factors that

trigger the youth to engage in leadership and in politics, 4. What are the

trainings, seminars and workshop that must be attended to capacitate them as

youth leaders?, 5. Is there significant difference between female and male

leaderships style.

The researchers used correlational method of getting the commonly used

leadership style and motivational factor of the youth.It was found out that the

servant, transformational and democratic are commonly used among the nine (9)

leaderships style has no relationship with motivational factors of youth. In the

table presented showing the motivational factors, it is found out that intrinsic
 45

motivation got 3.60 with high motivator. While, extrinsic motivation is 2.00 with

average motivator.

The researcher found out that most needed seminar of the youth is

productive and a parliamentary procedure.

In the table presented each shown that there is no significant difference

relationship between male and female leadership styles.

CONCLUSION

1. Based on the table presented, it was concluded that most of the

participants are 18-28. Most of them are male which covers 56.7%. Female

participants covered 43.3%.

2. Based on the result of the table presented, it is concluded that out of the

nine (9) commonly used leaderships style of youth leader. These are the servant,

transformational and democratic leadership style which are the most used with a

total 3.53 in servant, 3.43 in transformational and 3.37 in democratic.

3. In the table presented showing the motivational factors of the youth, it

was drawn that intrinsic motivation has high motivator. While extrinsic motivation

has average motivator.

4. Based on the presented table, it was concluded that there is no

significant difference between male and female leadership style of getting the

same high leadership style which is servant leadership style.

5. Based on the result of the table presented, it was concluded that there

is no difference between motivational factors of male and female of getting the

same intrinsic motivation with the total of 2.83.

 46

6. In the table presented showing the most needed seminar of the youth, it

was drawn that productive and parliamentary procedures was the dominant to

capacitate them as a good leader.

RECOMMENDATION

Based on the result obtained, the researchers made suggestion which

could be used as guide:

1. Being youth leader you do what is right thing to do to your community

to be good. Always remember that good leader is a good follower as

long as you are sincere to your work and to yourself.

2. With the given result of the study, it was drawn that all youth leader are

using leadership style based on their choice of what can be more

effective to their community. Servant leadership style which is

commonly used because they believe a servant leader is one who:

values diverse opinions, cultivate a culture of trust, develops other

leaders, encourages, and thinks “you’ not “me”.

3. Intrinsic motivation is interpreted as the high motivator of a leaderand

extrinsic motivation was need to build up too.

4. The type of leadership style used by the youth leader may have no

significant difference relationship between male and female leadership

style. Nevertheless, the used of leadership style depends on the youth

leader on how to improve their community.

5. The seminar, workshop, and training are good to them for improving

their leadership style and also for improving their community.

 47

LITERATURE CITED

Y Scouts 2005“10 Leadership Characteristics”

https://yscouts.com/10-transformational-leadership-

characteristics/

https://yscouts.com/10-charismatic-leadership-characteristics/

https://yscouts.com/10-servant-leadership-characteristics/

Date of Retrieval: September 3, 2018

Erin Long-Crowell (2011) “Leadership Style and Types”

https://www.managementstudyhq.com/types-of-

leadership.html https://study.com/academy/lesson/leadership-

styles-and-types-authoritarian-laissez-faire-democratic.html

Date of Retrieval: July 3, 2018

Carlin Val and Jess Kemp“Harnessing the Power of Adventure (Leadership

Styles.)”

https://www.mnsu.edu/activities/leadership/leadership_styles.pdf

https://files.eric.ed.gov/fulltext/EJ994012.pdf

Date of Retrieval: July 26, 2018

Swamy D. R. 2014“Advances In Management Vol 3. No. 1 (Leadership styles)”

https://www.mnsu.edu/activities/leadership/leadership_styles.pdf

myweb.astate.edu/sbounds/AP/2%20Leadership%20Styles.pdf
 48

Date of Retrieval: August: 20, 2018

James Ryan 2007 “Democratic Leadership Style”

http://www.academia.edu/1320375/Democratic_Leadership_Style

Date of Retrieval: August 29, 2018

Sanghan Choi (2007) “International of Leadership Studies -Democratic

Leadership”

https://www.regent.edu/acad/global/publications/ijls/new/vol2iss3/ch

oi/Choi_Vol2Iss3.pdf

Date of Retrieval: September 5, 2018

John Gastil (2009) “Human Relations Vol.47, No. 8”

A definition and illustration of democratic leadership.

http://jgastil.la.psu.edu/pdfs/DefinitionDemocraticLeadership.pdf

Date Retrieval: September 10, 2018

 49

APENDICES

APENDIX A

Republic of the Philippines

CENTRAL BICOL STATE UNIVERSITY OF AGRICULTURE
Sta. Cruz, Ratay, Calabanga, Camarines Sur
www.cbsua.edu.ph
 50

TELEFAX: (054) 470-19-68

ACTIVITY PROPOSAL

I. Title: Believe, Excel, Serve and Transform (BSET)

LeadershipCompilation
II. Theme: Harnessing Innovations in Leadership
and Governance, Changing Communities
III. Proponents JAN ANDY A. SAGALES
CARLO A. ACAL
JOSEPH A. ESTEFANI

RESEARCHERS
Beed 4B
IV. Date March 15, 2019
VI. Venue CBSUA-Calabanga Campus
VII. Target Participants SK-Officers and School Leader of Calabanga
District
VII. Budgetary Requirements Php. 12,590.00
VIII. Source of Found Solicitation
IX. RATIONALE
The BEST Leadership Campaign advocated the active involvement

of young people in the localization of the goals of good governance. It helped

galvanize action among young leaders to make difference in their community, by

working with fellow youth in creating impact-based solutions that addressed to

the current issues of community. The BEST Leadership Campaign moved in two-

approach. First is the facilitation of self-transformation, hence the young leaders

are empowered to become leaders they want to be and what kind of leader they

are. Second is transformational begins in oneself and that very smash of positive

action contributes to the bigger of social transformational.

 51

To assemble support and at the same to drumbeat the campaign, a

leadership activity was proposed an avenue for young leaders to get empowered

by raising their awareness, interest and desire to impact communities. It

highlights a defining moment to reach out a mentor to share his best of his

learning forging leadership in their heart and minds. The sessions and discussion

with press young leaders to think, work and act towards harnessing development

of communities.

Bannering theme ”Harnessing of Leaders to serve and excel to

change the communities. Young leaders who will cause changes in individuals

and social systems/ Young leaders who will create valuable and positive change

in the followers with the end goal of developing followers and fellowship.

X. Objectives

Hence, after the campaign, the delegates are expected to:

a) Describe the importance and relevance of leadership and governance as a

development tool across they are levels of action especial in communities.

b) Classify the type of leaders they are and how to present their aspiration and

desires.

c) Cite specific ways and actions to impact communities.

d) Help them knowledge of parliamentary procedure, productive meetings and

leadership styles.

XI. PROGRAM OF ACTIVITIES

TIME ACTIVITY RESPONSIBLE RESOURCE/MATERIALS
FRAME PERSON NEEDED
 52

7:00 – 8:00 Registration Secretariat Registration Sheet

Committee
8:00 -8:30 Opening Program Laptop, Projector, white
Program Committee screen and sound system
Innovation
Singing of the
Philippine
National Anthem
Recognition of
Delegations and
Presentation of
Delegations
8:30 – 8:40 Welcome Selected BEED Laptop, Projector, white
Message Student screen and sound system
8:40 – 8:45 Presentation the Selected BEED Laptop, Projector, white
Guest Speaker Student screen and sound system
8:40 – 11:00 Plenary Session Mr. Antonio A. Laptop, Projector, white
1 Alteza screen and sound system
Topic 1: Resource
Parliamentary Speaker
Procedure
Topic 2:
Productive
Meetings
Top 3:
Leadership
Styles
11:00 – 12:30 LUNCH Food Committee
12:30 – 4:30 Team Building Facilitator Material needed for the
Activity and activity
Leadership
Enhancement
Activity

XII. Working Committee

Executive Committee: Researchers (Indicate your name)
Program and Technical Committee
 BEED 4A
Secretariat Committee
 BEED 4B
Invitation and Certificate Committee
 BEED 4C
Venue and Preparation Committee
 53

 BEED 1A
Committee of Finance
 BEED Treasuries and Auditors
Food Committee
 BEED 1B
Logistic Committee
 BEED 2
Documentation Committee
 BEED 3
Facilitator
 All

XIII. Budgetary Requirements

UNIT ITEM QUANTITY UNIT TOTAL
DESCRIPPTION COST COST
Ream A4 BOND 2 175 350
PAPER
Packs Special Paper 5 50 250
Piece Tarpulin 4x8 1 600 600
Pieces Brown Folder 50 5 250
Bottle Epson Ink 1 245 245
(black)
Bottle Epson Ink 1 245 245
(Magenta)
Bottle Epson Ink 1 245 245
(Cyan)
Bottle Epson Ink 1 245 245
(Yellow)
Pcs A4 Frame 3 120 360
Pcs Ballpen 50 5 250
Pcs Token 3 500 1,500
Honorarium 3 500 1,500
Per head Morning Snacks 55 30 1,650
Per head Lunch 55 30 2,750
Per head Afternoon 55 30 1,650
Snacks
Miscellaneous 500
TOTAL Php.12,590.00
 54

Prepared by:
ACAL CARLO A.
ESTEFANI JOSEPH A.
SAGALES JAN ANDY A.
Proponents
Noted by:
NILDA P. OLORES, Ph.D.
Research Adviser

ANN LIZA P. BORDADO, Ph.D.

Dean, College of Education

Approved by:

HELEN L. MADELA, Ed.D.

Campus Administration

APPENDIX B
APPROVAL LETTER
Republic of the Philippines
CENTRAL BICOL STATE UNIVERSITY OF AGRICULTURE
Sta. Cruz, Ratay, Calabanga, Camarines Sur
www.cbsua.edu.ph
TELEFAX: (054) 470-19-68
 55

October 8, 2018

Sir/Ma’am,

Greetings of peace!

In partial fulfillment of our requirements for Educational Research subject, the

undersigned students of Central Bicol State University of Agriculture- Calabanga
Campus, taking up Bachelor of Elementary Education major in Content Area are
currently having a research study entitled “Leadership Styles and Motivational
Factors of Youth in Calabanga”.

In connection with this, we would like to ask permission to allow us to conduct

survey and interview to the barangay SK Chairmen of Calabanga. Rest assured
that the data we will gather will remain absolutely confidential and to be used on
academic purposes only.

Your approval to conduct this study will be greatly appreciated. For further
questions please contact us at 09506708047. Thank you very much!

Respectfully yours,

JAN ANDY A. SAGALES

BEED 4 Student

JOSEPH A. ESTEFANI
BEED 4 Student

CARLO A. ACAL
BEED 4 Student

Noted:

NILDA P. OLORES, PH. D

Adviser, Educational Research
 56

APPENDIX C

QUESTIONNAIRE

Republic of the Philippines

CENTRAL BICOL STATE UNIVERSITY OF AGRICULTURE
Sta. Cruz, Ratay, Calabanga, Camarines Sur
www.cbsua.edu.ph
TELEFAX: (054) 470-19-68

Leadership Style and Motivational Factors of Youth in Calabanga

Dear Respondent,
The undersigned students of Bachelor of Elementary Education Major in
Content area are currently pursuing their thesis entitled “Leadership Style and
Motivational Factors of Youth in Calabanga” in partial fulfillment of requirements
for the said degree. Kindly accomplish this Survey Questionnaire Form by
answering as honest as possible. The data you will be provided will be treated
with outmost confidentiality.
Sincerely yours,

Joseph A. Estefani

Jan Andy A. Sagales

Carlo A. Acal
Reaserchers

I. Youth Profile

Name(Optional): _____________________________ Age: _____ Gender:

_________
Educational Attainment: ______________ Designation: _________________
Position: __________________________
Membership in the Organization: _______________________________
 57

II. Leadership Style

Instruction: Please put a check on the following parameter.

Strongly Agree Moderately Disagree
agree agree
1. I make sure that I motivate and
inspire my members.
2. I keep my ego under control even
if I have the highest/high position
in the organization.
3. I communicate the vision
effectively my members and I
value a sense of commitment
and purpose.
4. I value everyone’s contribution
and I regularly seeks out
opinions.
5. I persuade my members rather
than commanding.
6. I always make sure that I
encourage my members. I
always say “Let’s do it” rather
than “You do it”
7. I always tell my members of what
should they do.
8. My opinion must always be
followed because I have the
highest position.
9. I closely watch my members
when they are working for them
to do it correctly.
10. I collect all ideas and put it
forward in open group discussion
and effectively delegate tasks to
the people who best fit the role.
11. I respect other’s opinion and take
them into consideration as a final
decision is made.
12. I and my members’ shares equal
responsibility in the organization
disregarding the hierarchy of our
position.
13. I let myself and my members
solve our own problems in the
organization because I believe
that they have the capabilities.
14. I let my members do what they
think are right but I still take
responsibility for their actions.
 58

15. I let my members do a certain

task when I know I lack of
expertise on that task.
16. I reward my members for
achieving the task I gave, and
give punishment for those who
are not doing their task
17. I resist change because I want
everything to remain strictly as
they are.
18. I believe that there are hierarchy
in our organization and I having
the highest position are the one
who make all the decisions.
19. I believe that I must not talk
about the talk, but I must walk
the walk.
20. I believe that I am an extremely
good listener. I always pay
attention to what others are
saying and also listen to them
with interest.
21. I understand that I have the
qualities that make me different
from others that I know where to
improve myself.
22. I am not afraid of taking chances
and adopt a radically different
leadership style if the situation
demands it.
23. I adapt in a way that is most
appropriate considering factors
such as the maturity levels of my
members, the organizational
structure and culture, and the
goals to be achieved.
24. I try to encourage my members
to become more independent
performing task by letting them
take routine decision.
25. I believe that I have the highest
authority and power.
26. I strictly follow rules and
regulation.

III. Instruction: Please put a check on the following parameter.

A. What are the motivational factors that trigger you to engage in leadership
and politics?
 59

Strongly Agree Moderately Disagree

agree agree
1. My parents persuaded me.
2. For the monetary income.
3. Barangay official convinced me
to run.
4. I t is my free will and ambition to
run.
5. I want to develop my leadership
skills.
6. I run to increase popularity and
fame.
7. I believe that it will benefit my
family.
8. I run to have more friends.
9. I run for the scholarship program
that they can offer.
10. I run to inspire other youth to
engage in leadership.

Others, please specify:

___________________________________________________________
________________________________________________________________
______________________________________________________________

B. What are the trainings, seminars and workshop that you need to attend to
capacitate you as a leader?
Yes No
1. Parliamentary procedures and productive
Meeting.
2. English Proficiency Training.
3. Barangay Budgeting.
4. Youth Summit.
5. Mandatory Training.
6. Not attended at all.

Others, please specify:

___________________________________________________________
________________________________________________________________
______________________________________________________________
_________________________________________
RESPONDENT’S SIGNATURE OVER PRINTED
NAME
 60

APPENDIX D

LIST OF TABLES
Table 1:Profile of the Youth Leaders in Calabanga.

Frequency Percent
Age

18 2 6.7
19 5 16.5
20 11 36.7
21 1 3.3
22 3 10.0
23 2 6.7
24 3 10.0
26 2 6.7
28 1 3.3
Total 30 100.0

Gender

Male 17 56.7
Female 13 43.3
Total 30 100.0

Educational Attainment

College Level 5 16.7

HS Graduate 1 3.3
Undergraduate 23 76.7
Vocational 1 3.3
Total 30 100.0

Position

Auditor(SSC) 1 3.3
B.Mngr(SSC) 1 3.3
Business Manager 1 3.3
External Sec(SSC) 1 3.3
External VP(TESS) 1 3.3
Internal Sec (TESS) 1 3.3
Internal VP (TESS) 1 3.3
President (SSC) 1 3.3
Senate Pres (SSC) 1 3.3
 61

Senator (SSC) 7 23.3

SK Chairman 9 30.0
SK Kagawad 3 10.0
Vice-President(SSC) 1 3.3
Youth Coordinator 1 3.3
Total 30 100.0

Table 2: Leadership Styles of Youth in Calabanga

Weighted Mean Descriptive
Rank
Leadership Styles

1. Transformational Leadership 3.43 2

2. Servant Leadership 3.53 1
3. Autocratic Leadership 2.24 5
4. Democratic Leadership 3.37 3
5. Laissez- Faire Leadership 3.17 6
6. Transactional Leadership 2.21 9
7. Charismatic Leadership 3.11 7
8. Situational Leadership 3.34 4
9. Bureaucratic Leadership 2.62 8

Table 3: Motivational Factors of Youth Leaders in Calabanga

Intrinsic Motivators Weighted Descriptive Rank

Mean Interpretation

6. My parents 1.73 Low motivator 5

persuaded me to
run.
7. It is my free will and 3.23 Moderate motivator 3
ambition to run.
8. I want to develop 3.73 High motivator 1
my leadership skills.
9. I run to have more 1.87 Average motivator 4
friends.
10. I run to inspire other 3.60 High motivator 2
youth to engage in
leadership.
 62

Extrinsic Motivators Weighted Descriptive Rank

Mean Interpretation

6. I run to for the

monetary income.
7. Barangay officials
convinced me to 1.23 Low motivator
5
run.
8. I run to increase my
popularity and fame.
1.53 Low motivator
9. I believe that it will 3
benefit my family.
10. I run for the
scholarship program
that they can offer.
1.40 Low motivator
4

1.73 Low motivator

2

2.00 Average motivator

1

Legend: (1-1.75): Low motivator (1.76-2.50) Average motivator

(2.51-3.25) Moderate motivator (3.26-4.00) High motivator

Table 4:Leadership styles between Male and FemaleYouth leaders

Frequency Percent
Male

2 1 5.9
A 4 23.5
B 8 47.1
D 1 5.9
E 2 11.8
G 1 5.9
Total 17 100.0
 63

Female

4 1 7.7
A 1 7.7
B 7 53.8
F 3 23.1
G 1 7.7
Total 13 100.0

Table 5: Motivational Factors between Male and Female Youth Leaders

Frequency Percent
Male

Valid: 1 17 100.

Total 17 100.0

Female

Valid 1 13 100.0

Total 13 100.0

Table 6: The Needed Seminars, Workshops, and Trainings of Youth Leaders

in Calabanga.

Trainings, Seminar, and Frequency Percentage Rank

Workshops

1. Parliamentary 25 75.00 1
Procedures and
Productive meetings.
2. English Proficiency 13 39.00 5
Training
3. Barangay Budgeting 18 54.00 4
4. Youth Summit 24 72.00 2
5. Mandatory Training 22 66.00 3