COMPARATIVE STUDY FOR ORGANIZATION AND MANAGEMENT IN THE PUBLIC

SECTOR

SUBMITTED BY : CATHERINE N. ANITO

SUBMITTED TO : DR. MARIA ELLEN RUDITHA A. QUINICIO, DP

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Comparative Study on Organization & Management in Public Sector
 I. TITLE
Comparative Study on Leadership Styles of Metro Mayors
II. EXECUTIVE SUMMARY
Leadership has long been an important topic in the commercial, political and
military arenas. However, despite the challenges inherent in leading
humanitarian operations, leadership has, until recently, received limited attention
in the humanitarian sector. The last decade has seen a marked increase in the
time and resources devoted to identifying and developing humanitarian leaders;
however, evidence from ALNAP’s State of the Humanitarian System report
(Harvey et al. 2009), and from elsewhere, suggests that ineffective leadership is
still a major constraint to effective humanitarian action.

III. INTRODUCTION

The Local Government Code of 1991 provides for the decentralization of power
from the national government to different government units. The decentralization
also created an administrative set-up of devolution to make the government
nearer to the people, including the services they are providing to the community.
These set-ups are believed to increase the organizational effectiveness of LGU
and create higher level of organizational performance [1]. However, despite
devolution and the promise of development it portrays, many perceived that the
government is a failure to contribute to genuine national development. Many local
governments in the Philippines still fail to address the most basic needs of their
citizens. Some local government leaders lack the actual observance of
transparency and accountability which would otherwise create a genuine space
for democratic governance in the local level [2].

In a constantly changing political practice, effective leadership is very important.

Local government leaders face the challenges in administration such us raising
local revenues and solving various health issues. The complexity of society also
creates other problems related to rapid growth of urban centers, like preparing for
rapid urbanization that would need more infrastructure facilities, and
improvement of social services, education, peace and order, and adaptation to
climate change. To meet these challenges, a leader must be highly skilled and
effective, to be able to steer up the municipality towards progress. Leadership
style plays a vital role in managing human resources. “Leadership is shifting of
one’s own vision to higher sights, the raising of man’s performance to higher
standards, the building of man’s personality beyond its normal limitations [3]. In
the foreword of Jeevan Jyote and Sonia Bhau and in an ordinary office set-up,
human resources are the most vital part of an organization. They are the
valuable assets, which are unique and can generate innovative ideas for
sustainable and competitive advantages” [4]. It is essential to keep them
motivated by means of leading and managing them efficiently.

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 Leadership is the core of an organization. It manages the most essential part of
an institution—human resources. “Leadership is a social influence process in
which the leader seeks the voluntary participation of subordinates in an effort to
reach organizational goal”, according to [5]. Leaders impact their subordinates in
different manners to become effective and efficient in attaining the objectives.
Transforming leadership is a process, which the leaders and followers help each
other to have a higher morale and motivation. Transformational leaders can
inspire the followers to change expectations, perceptions and motivate them to
achieve common goals through the strength of their vision and personality [6].

There are three classic styles of leadership that has been developed by Kurt
Lewin. These are the Autocratic, Democratic (Participative) and Delegative
(Laissez-faire) leadership. Authoritarian leaders make policies and decide
appropriate division of labor. The power is centralized on one person; it is gained
through punishment, threat, demands, orders, rules, and regulations. This is
appropriate in settings with a constant stream of new employees, limited
decision-making time or resources, and those with a need for large-scale
coordination with other groups and organizations, but it is not suited to
environments in which members desire to share their opinions and participate in
decision-making processes. Thus it may lead to high member dissatisfaction,
turn-over, and absenteeism [6].

According to [9] participative leaders distribute of responsibility and empower

members, they aid the group’s decision-making process. This is participatory
leadership that requires collaboration between leaders and members. It is a
power-sharing arrangement in which workplace influence is shared among
individuals who are otherwise hierarchically unequal [10], 1979, as cited in
Howard [1]. But this must be use carefully to prevent lower employee satisfaction
and productivity when the inputs of the member are rejected. This can be
prevented by developing mature teams. Experienced and cooperative that can
support the group’s goal even when their own suggestions are not adopted.

Delegative leadership is having a minimal interference in decision making and

there is an absence of policies or group related decisions. Members are
responsible for all goals, decisions, and problem solving. The leader trusts the
member to make appropriate decisions and bring in highly trained and reliable
members into the group or organization. This is applicable to highly experienced
and motivated members but not suited to members that require feedback,
direction, oversight, flexibility, or praise.

David Siegel [12] has concluded that “leadership of a Chief Administrative

Officer, have a great impact to the employees as well as to the image of the
mayor and his council. A Chief Administrative Officer can make a mayor or
council look good or bad. They can also be a source of pride and motivation to

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 the employees of the municipalities. They can be the conduits of information
between community organizations and municipality”.

Many of the leadership study is done in school and hospital setting. Only a few of
the researches studied leadership in Local Government Unit, and described the
differences of leadership styles of Department Heads and Chiefs as they are
perceived by followers and public clientles.

IV. STATEMENT OF THE PROBLEM

  It would be interesting then to find out and to ask the following questions:

1. How may the leadership process be described in terms of the

leader’s values, beliefs, and principles and their interaction with his
decisions and choices, using my four personal choices of Metro
Mayors?
2. How may the influence of these four leader’s values, beliefs, and
principles on their decisions and choices be explained and
analyzed? 
3. How may the extent of influence of these leaders’ values, beliefs,
and principles on their decisions and choices be described,
explained, and analyzed in terms of the success of the city
government’s services programs?    
4. What insights can be gained and lessons leaned from the two
cases that may be of importance to public administration and
governance as well as to leadership inquiry in general?

V. RELATED LITERATURES

The literature on leadership is abundant.  In this chapter, only leadership literature that
includes content on values, beliefs, principles, attitudes, and leader character are
reviewed.

1. Foreign Literature
Past Leadership Theories
The first to point out the importance of such mental categories was
Robert Greenleaf (1977) who proposed the Servant Leadership
theory.  Servant leadership is based on the desire to serve the
needs of other people.  Great leaders serve others.  Greenleaf
identifies the servant leader from his distinction between strong
natural leaders and strong natural servants.  The former takes
charge, makes decisions, and gives orders while the latter are
driven by the need to serve a cause.  To him, only natural servants

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 should take the lead.  The servant leader is servant first.  According
to him, it begins with the natural feeling that one wants to serve, to
serve first.  Then conscious choice brings him to aspire to lead. 
Servant leaders help followers develop their own values that
support the organization in its mission.  The test of servant
leadership is whether those served become healthier, wiser, freer,
and more autonomous.

Transformational leaders have strong values.  They are concerned

with end values like liberty, justice, and equality.  Indeed, values
that reflect concern for others are the mark of transforming leaders. 
The impact of transformational leadership is reflected in motivation,
empowerment, and morality.  In Bass and Avolio’s (1997, in Gill,
206: 52-53) model of transformational leadership, the leaders use
one or more of the four “Is,” namely:  individual consideration,
intellectual stimulation, inspirational motivation, and idealized
influence. Individualized consideration is listening actively,
identifying individuals’ personal concerns and needs, providing
matching challenges and opportunities to learn in a supportive
environment, delegating to people as a way of developing them,
giving developmental feedback, and coaching them. Intellectual
stimulation is reflected in questioning the status quo, presenting
new ideas to followers and challenging them to think, encouraging
imagination and creativity in rethinking old assumptions and old
ways of doing things, and not publicly criticizing errors of followers. 
Inspirational motivation is communicating a clear vision of the
possible future, aligning organizational goals and personal goals,
treating threats and problems as opportunities to learn, and
providing meaning and challenge to the work of their followers. 
Finally, idealized influence which is closely related to charisma, is
expressing confidence in the vision, taking personal responsibility
for actions, displaying a sense of purpose, determination,
persistence, and trust in other people, and emphasizing
accomplishments rather than failures.

Visionary leadership involves transforming an organizational culture

in line with the leader’s vision of the organization’s future (Sashkin,
1988, in Avery, 2004: 54). Visionary leadership may also be termed
charismatic or inspirational leadership.  Many in history can be
called visionaries:  Jesus Christ, Buddha or Mohammad, Martin
Luther King, Nelson Mandela, among others. Despite being
idealized in the literature, visionary leaders often employ coercive
tactics.  Visions may be developed and proclaimed by the leader
but may also emerge from the organizational members.  Certain
aspects of visionary leadership appear to be universally
recognized, such as:  being trustworthy, just, honest, charismatic,

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 inspirational, encouraging, positive, motivational, confidence
building, dynamic, good with teams, excellence-oriented, decisive,
intelligent, a win-win problem-solver, and exercising foresight. 

But visionary leadership has its limits.  Followers often place

unrealistic expectations on visionary leaders (Nadler & Tushman, in
Avery, 2004: 25). Followers can become dependent on leaders,
believing that the leader has everything under control.  Also,
innovation can be inhibited if people become reluctant to disagree
with the visionary leader.

Charismatic leadership theory is also about visionary and

transformational leadership.  Charisma is a special quality that
enables the leader to mobilize and sustain activity within an
organization though specific personal actions combined with
perceived personal characteristics (Nadler & Tushman, 1995: 108). 
After some research studies, the resulting approach to studying
charismatic leaders are the following patterns of behavior:

1. Envisioning:  articulating a compelling vision, setting

high expectations, and modeling consistent behaviors.
2. Energizing:  demonstrating personal excitement,
expressing personal confidence, and seeking, finding,
and using success.
3. Enabling:  expressing personal support, empathizing,
and expressing confidence in people.

2. Local Literature

The local literature is dominated by the prescriptions of what a leader’s values

should be.  The rest are case studies of leadership styles and behavior, as well
as life histories published as biographies or autobiographies.  A few ones
classified leadership in the Philippine setting. 

As a backgrounder on Philippine values, the Filipino value system is based on

the ideologies, moral codes, ethical practices, etiquette, and cultural values
handed down to the present since primeval times, crucially mediated for 333
years by Spanish colonial rule influences in addition to 43 years of American
colonial rule influences.  Thus, Jocano identified two models of the Filipino value
system.  One is the foreign or exogenous model.  The second is the indigenous
model. The foreign model is legal and formal while the indigenous model is
traditional, deeply embedded in the subconscious of the Filipinos. 

Filipino indigenous values are centered on maintaining social harmony,

motivated primarily by the desire to be accepted within a group.  Social approval,
acceptance by a group, and belonging to a group are major concerns.  Caring

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 about what others will think, say or do, are strong influences on social behavior
among Filipinos (Mercado, 1980).  The key element of the Filipino value system
are:  optimism about the future, pessimism with the present, concern and care for
other people, friendship and friendliness, hospitability, religiousity, respect to self
and others, and fear of God., among others (Talisayon, 1986).

Villacorta (1994: 73, 87) attributed the inability of the Philippines to achieve a
strong state to the country’s colonial history which has only produced unjust
social structures such as an oligarchy with its wealth based on land and exports
of agriculture, the elite’s oligopolistic hold on the economy, authoritarian rule and
more insurgency, social disorder, and political instability.  Villacorta analyzed that
it is the oligarchic control of the state which is the basic problem.  To deal with
these realities, a leader with a vision and a determination to achieve the vision is
needed.  The leadership must be rooted in personal credibility and one which can
excite and inspire a people.  With the support of the majority of the people, the
leader can ward off the pressures of big politicians and oligarchs.  The leader
who can battle against these odds must possess the resolve to detach himself
from the age-old system of patronage and to break up the oligopolies. 

Legaspi (2007) looked at the profiles of political leaders at the local government
level.  She calls the framework that she used as interactional in the sense that
the leader influences both the follower and the organization and vice versa.  She
included in her framework leadership traits and leadership style behaviors.  Her
book analyzed the leadership of the municipal mayors of Pangil, Laguna and of
Goa, Camarines Sur; the city mayors of Quezon City and of Naga City; and the
provincial governor of Bulacan.

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VI. DATA ANALYSIS

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VII. CONCLUSION

In general, no one leadership style is perceived by respondents’ division chiefs

and department heads of the local government of Cabanatuan City. Their
management shows a blending of different styles of leadership depending on the
thematic areas measured. However, dominant is the democratic style of
leadership in most areas covered.

The study of leadership styles is as old as human aggregation. From the city
state of “polis” to public governance era, the role of leadership is indispensable in
steering up the wheel of the organization to a greater vision and higher level of
performance. The study suggests that in terms of leadership style and its
effectiveness, contingency is more likely to suit to the changing Philippine
politico-administrative set up of local government units.

VIII. RECOMMENDATION

The message emerging from this study is that much more needs to be done in
the international humanitarian aid sector – the focus of this study – to foster
operational humanitarian leadership. This has implications both for the culture of
the international humanitarian aid sector, and for individual organizations.
Developing effective leadership requires engagement and commitment at the
highest level. We therefore make a number of recommendations to chief
executives and their senior management teams. Our recommendations are
presented according to the different target groups, including individuals in the
sector who aspire to develop their leadership skills and potential.

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IX. REFERENCES

Hofstede, G. (1997). Culture and Organizations: Software of the Mind. New York:
McGraw-Hill.

Howell, J.P., Costley D.L. (2001). Understanding Behaviours for Effective Leadership.

NJ: Prentice-Hall.

Lewin, K., Lippit, R., White, R.K. (1939). Patterns of aggressive behavior in
experimentally created social climates. Journal of Social Psychology, 10, 271-301.

Newstrom, J.W., Davis, K. (1993). Organizational Behavior: Human Behavior at Work.

New York: McGraw-Hill.

Schriesheim, C.A. (1982). The Great High Consideration: High Initiating Structure
Leadership Myth: Evidence on its Generalizability. The Journal of Social Psychology,
April, 116, 221-228.

Stogdill, R.M. (1974). Handbook of Leadership: A Survey of Theory and Research. New
York: Free Press.

Tannenbaum, A.S., Schmidt, W.H. (1973). How to Choose a Leadership Pattern.

Harvard Business Review Reprint, 36, May-June, 4-12.

U.S. Army. (1983). Military Leadership. Field Manual 22-100. Washington, DC: U.S.
Government Printing Office.

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