Chapter 12

Organizational Leadership and Management

Pinoy Managerial Leadership Patterns

Our organization in the Philippine setting is a product of many culture and traditions that
inter-play in the management practices of the Managers. Our orientation as a nation is still
autocratic in nature, while our training and educational background professes democracy in
character. Our PINOY values greatly affect managerial leadership patterns of behavior as we have
to adjust to the values of “utang na loob”, “Ningas cogon”, “manana habit”, family relationship
and the regionalistic tribal tendencies.
Our employees are still autocratic in nature while our organizational getting is
democratic. In the home, the children have little choice of what to do as father and mother know
best. They are not even trained to choose what to buy or wear, as papa and mama know what is
good for them. The choice of college course is the decision of the elders without even considering
the mental capability, interest or the dreams and aspiration of the student. These home
environments contribute in the making of a confused employee in the organization.
The PINOY Manager in the organizational setting has the same orientation as he is a
product of the prevailing environment. Their managerial leadership style is based on what he
knows best or how he is developed as a person. PINOY under this condition believe that they
know better and his decisions shall prevail at whatever cost. Many are still hungry for power to
command and to get respect. They are the BOSS.
Another factor that fails us to swing and practice participative management is our training
and education. We know more of our rights in a democracy but we fail to realize that the right
carries with it an equal amount of responsibility and accountability. Many of those in the
government believe that it is their right to spend the government’s money the way they want it.
They fail to realize that responsibility and accountability are the very essence of the position for
which they were elected to make this country a better place to live for most of the PINOY. Many
rules and regulations, and even the law of the land fail to institute the necessary remedy to
correct the imbalance between the rich and poor. The rich become richer through corruption and
tin poor get poorer because of the lack of opportunity.
It might be exaggerating to say that PINOY is still Theory X in values and behavior. We
care less about work and need to be coerced to do the job assigned to us. Many of us lack
ambition to execute the performance of our task, but we have high ambition to succeed. High
ambition must carry with it the desire to perform better than ordinary. We must try to reach it
with the greatest effort and talent.
The Changing Pattern in Managerial Leadership
 The continuous intervention and training conducted by industries and outside
organization to improve managerial practices is getting roots among leaders in organization.
There is gradual paradigm shift to more participative system of managing people. Today’s PINOY
managers are beginning to realize that we need to change the pattern of leadership in order to
maximize people potential.
PINOY managers who would like to advance in their career are taking advance studies in
the masteral or doctoral programs. Those in government could not be promoted to higher level
of chief of a division or department without advance studies or attending career development
programs conducted by the Development Academy of the Philippines at Tagaytay City. Managers
who took seriously their studies are showing better managerial and leadership styles, while
others who just took the course for compliance and passed the course with less effort remain to
be the same kind of leader as they were before. Learning and development are internalizing the
lessons.
The Linking Pin of Management and Leadership
Human beings are the most precious creation of GOD and He perceived man to behave
according to His will. GOD bestowed in His people the ability to lead others. The highest
responsibility of the leader is the development of people. It is the human factor that binds people
together and motivates them towards organizational goals.
Leadership is the ability of the person to persuade others to seek defined organizational
goals and objectives. It is the art of making people follow you.
Leadership and management are two important linkages to effective organizational
behavior. One cannot go effectively without the other component. PINOY can be a good leader
but he is not a good manager. And on the other hand, PINOY can be a good manager but not a
good leader. Managers of organization are required to plan, organize, direct and control the
behaviour of people and the set objectives of the organization. On the other hand, PINOY
managers must be able to influence others to follow the direction he sets for the organization.
PINOY as status leader, is directed to lead his people. But that is not enough as he must
have the ability to plan, organize and direct the activities of the organization. The fact that they
can influence others is no guarantee that they are in the right direction. This means that strong
leaders can be weak managers as they may not have the rudiments of managerial strategies that
motivate people to move along the plan direction.
Leadership transforms potential into reality. It is the ultimate task of PINOY managers
that brings to success all the potential that is in the organization and its people. PINOY managers
must remember that leadership is part of management. Part of his functions is to motivate his
people, plan and direct their activities as he influences others to follow the set rules and
procedures of the organization.
Pinoy and Organizational Leadership
 The growing demand for PINOY organizational leadership in the Philippine setting
requires not merely leaders but leaders with managerial capability to run the intricate
development in the new arena of corporate management. This development requires managerial
capability and talents to increase production and develop better service to be competitive not
only in the local market but also in the global setting. Modern business organizations are looking
for high calibre executives as organizational leaders and managers. They are indispensable in the
process of planning, organizing, directing and controlling the production of goods and services.
PINOY who wishes to be successful in his career in the executive position must realize that
organizational leadership is the key in handling people. It is the most delicate job in the
development of better organization. The challenge for PINOY managers is to provide the right
amount of organizational leadership that will cultivate and dwelt individuals with the right values
and attitudes towards work. Pinoy managers must shape a better image of the working individual
in the organization.
Organizational Leadership and Management
Many academicians and those in the industry have misconception about a leader and a
manager. PINOY defines leadership according to his practice and style of handling people in the
organization. To clarify this misconception, it could be pointed out that organizational leadership
is the ART OF MAKING PEOPLE FOLLOW YOU. This art refers to the process of influencing
subordinates towards the goals and objectives of the organization. It refers to the behavior
modification displayed by the leader in getting things done. Such leadership behavior could be
POSITIVE OR NEGATIVE and that it depends on the individual perception of subordinates.
Leaders have different practices in handling people. Others practice autocracy, some are
lenient or more permissive, while others are democratic and still others care less about people
development. PINOY leaders display individual styles in handling people as it is according to their
personal perception of how to make their subordinates behave and act in the organization. While
behavior modification is a science of psychology and sociology, the practice in the art of
leadership vary according to individual leaders and the organizational atmosphere prevailing in
the work environment. It could, therefore be concluded in this discussion that leadership is an
INDIVIDUAL ART OF making people follow you.
The word MANAGER comes from the larger component which is MANAGEMENT.
Management has been defined by many people as the PROCESS OF PLANNING, ORGANIZING,
DIRECTING AND CONTROLING the activities of the organization. As a process, it is the science of
how people carry the function of management. PINOY must understand that management is
setting the administrative machinery of organized efforts towards the objective of the
organization through the four process involved.
PINOY to be effective must know the rudiments of the four process of management as
the tool to effective organizational leadership and management. Managers of organization must
adjust their behavior and values according the needs and problems of the organization.
Managers are focused on the four processes involved, as he also practices the art of how he
makes people behave according to what he wants to happen in the organization.
Based on the foregoing analysis, we could not separate leadership and management. To
be effective managers, they must master the art of leadership equipped with the science of
management and the art of how to make people behave effectively in the organization. As
managers practices the four elements of managements, he must remember the important
element of role behavior. PINOY manager must study carefully and articulate the intricate social
behavior of people in the organized system. A good MANAGER therefore must be a good LEADER
and a good LEADER must be a good MANAGER as we cannot separate the two in the effective
working of people.
The Following Assumptions may be of Interest to Beginning Managers:
1. Managerial leadership is the ability to lead others. It is the important key to effective
management of organization. It focuses on goal achievement regardless of leadership
style.
2. Managerial leadership is the PROCESS AND ART of influencing people for them to move
forward for the achievement of group goals and objectives. It involves goal setting.
3. Managerial leadership depends on the ability to obtain motivated employees and
influence them to follow willingly in performing their task of personal goal setting and
organizational objectives.
4. Managerial leadership involves character building in people and development of values
towards organizational goals. It is the ART OF MAKING PEOPLE FOLLOW YOU WITHOUT
YOU TELLING THEM DIRECTLY OF WHAT YOU WANT THEM TO DO.
5. Managerial leadership focuses on people behavior and the accomplishment of
organizational plans and programs to achieve total performance.
The Need for Organizational Management and Leadership
1. Effective management is more concerned with the wise utilization of the material
resources of the organization.
These resources are available when there is sound financial condition. Manpower
and material resources are determinants of organizational success but these could only
be possible if the leaders who hold the wheels are equipped with the skills of managerial
leadership.

2. The objective of all organization is profitability or sustainability of its operation.

It may be to serve or to gain more profit but its success depends on the strong
caliber of the leaders. The quality of material inputs could be evaluated in simple manner,
but the quality of human output varies in degree as it is cause by different individual
behavior. Managerial leadership is the answer to the nagging question of high quality
human products and services.
 3. Managerial leadership is necessary in setting target goals and objectives.
These goals and objectives are the benchmark to effective implementation. With
good leadership and management, the organizational course of action will be towards
better results, hence profit and sustainability is assured.

4. The prevailing business condition is uncertain and management must be kept on guard
with the environment.
The business environment suffers turbulence in the pursuits of its operation and
the organizational radar must be focused along this scenario. It needs managerial
leadership with clear vision. It needs advance planning, evaluation and analysis. These
could only be done by managers with the highest degree of knowledge and capability for
leadership.

5. Managerial leadership must have the highest value of integrity and character.
Integrity in the highest order must be displayed by the leader for him to be an
effective example to his followers. Character and personal values of integrity are
developed and these two important components of PINOY personalities are the
propelling reason for the development of better organization. We need these in
government and the private organization.
Qualities for Managerial Leadership
1. A good manager has sincere liking for people.
He knows how to deal with them and to work cooperatively with them towards
his objectives and goals. He must have the technical, human and conceptual skills and the
courage to act decisively on their assigned task and responsibility.

2. Skill in effective communication and the ability to win group cooperation.

This refers to his ability to choose the right word to inspire and motivate people.
Pinoy must understand that he cannot do much without the people around him. The level
of effective communication must cascade down to the lowest structure in the
organizational hierarchy.

3. Technical competence and decisiveness on plans and programs.

This refers to PINOY’s ability to analyze the environmental condition prevailing at
work and the external forces that affect the organization. He makes decisions after
evaluating the facts and data and gets his subordinates cooperation in the
accomplishment of the task.
Approaches to Managerial Leadership
 We must understand that managerial leadership is not an institution by itself. It does not
operate in a vacuum. It is a dynamic system of social interaction where groups and individuals
vary at different industry and organization. Managerial leadership cannot be fitted into a single
structure. It must be a dynamic system according to the prevailing condition in different
organization.
Managerial leadership traits and characteristics are highly personal. Leaders have
different levels of education, training and experience. These count so much in the practice of
managerial functions. We must realize our weaknesses and our strength as leaders of our people.
We need to adjust accordingly to create a better organization.
The choice of leaders should consider the suitability of the man for the intricate function
of managing the affairs of the organization. We have to consider a lot of conditions for us to find
the most appropriate man to handle the job of leadership. He must consider the type of
organization, the scope of its operation and the expertise necessary to keep moving towards that
objective and goals.
The following situations must be considered in the exercise of managerial leadership:
1. The desire of the people in the group
2. The level of management expectations of accomplishment
3. The level of satisfaction and challenges of the position
4. The level of respect needed in the performance of the task
5. The level of aspiration and the desired life direction
Determinants for Managerial Leadership
To prescribe a managerial leadership style to follow in the organization is like prescribing
the right medicine for sick patient who consulted a specialist. Prescription needs careful analysis
as to what the patient needs in order to cure immediately the illness. The patient has to be
subjected to a lot of laboratory test to diagnose what is really wrong with him.
In the same line of thinking, we need to see and analyze the prevailing situation in the
work environment. We need to go deeper into the problem. SWOT analysis is the laboratory test
that will make the organizational problems to surface. We need to see our STRENGH as an
organization and make this strength as the jumping board for people empowerment. On the
other hand, we need to see our WEAKNESSES and make adjustment to correct them. The
organizational environment is full of OPPORTUNITIES and managerial leadership must focus to
keep growth going. The organizational environment is not without THREATS as opponents or
competitors will always look at the good side of the organization and develop their counter
strategies to overcome the organizational advancement.
We can assume the following important determinants:
a. Managerial Orientation
 a. The personality and character of the manager.
Individual personality and character of PINOY manager is important
determinants in the kind of leadership style. The kind of home environment where
he lived has great influence on the kind person he is. PINOY who is reared in the
family with strong tendencies for autocracy will display strong discipline at work.
His behavior and characteristics define the style that has to be implemented.

b. The educational background and managerial training.

The higher the educational achievement of the manager and the more he
is exposed to managerial interventions would greatly change his behavior and
character for leadership. Trainings and exposure when practice will make him
more permissive and group centered. He will be able to practice the process of
management and the rudiments of effective leadership.

c. Great knowledge of psychology and social behavior.

Since leadership is the art of making people follow you, PINOY manager
must be people and task oriented to achieve the organizational perceive goals.
Working with people is a must for all PINOY managers as the task around him
cannot be achieve without the total involvement of people. This needs a great
knowledge of people behavior and how the social system operates.

d. The capability for decision making.

One of the important behavior of the manager is to make decisions.
Decision making requires PINOY to build confidence in his ability to make sensible
decision. He needs analytical mind and proactive perceptions of the probable
events that would likely happen. The right choice of alternatives and solutions to
organizational problems is the important component in making decisions.

e. Capability to motivate and control people.

PINOY managers must have the capability to motivate people at work.
People are like machines that need to be oiled and greased. Development of
motivation requires knowledge of people behavior. Employees must have great
trust on PINOY leadership as model to his people. Motivation is synonymous to
control as it developed self-direction and discipline among subordinates. Control
would greatly mean moving the direction towards better performance.

b. The Behavioral Patterns of Subordinates

The subordinate orientation determines the leadership styles that shall be
practiced by the leader. PINOY subordinates are the recipients of the managerial
functions. PINOY managers must know the different behavioral patterns of the people
which composed his team. PINOY has to adjust to the style of leadership that would be
 most appropriate for his subordinates in order for them to be an effective member of the
organization. It may be important for us to note the following behavior.

a. Subordinates with THEORY X pattern of behavior.

As pointed out in the earlier discussions, these employees generally dislike work
and would avoid it if possible. PINOY leaders need a strong hand or stricter system of
control to make them move along the direction of the organization. They must be coerced
or threatened with punishment in order to get the necessary performance.

They have little ambition but they want security in employment that lead them to
join company unions to protect their personal interest. Their motivation is financial and
material rewards but monetary factors are counterproductive as it does not solve the cost
of living as all other commodities is more than the increase in salary.

Under this pattern PINOY managers has to practice autocratic leadership style as
he has no choice but to get results. He needs to be strong in character and impose greater
authority over subordinates.

Nevertheless, a good manager must know how to transform his people towards
participation as he could not get total performance with coercion. PINOY manager must
gradually use the power of behavioral transformation for him to avoid personal and
leadership stress and thereby get better results. PINOY must take time, courage and
patience to it.

Change through training and team building seminars may do the process of
assimilation towards better behavior at work. It needed also positive motivation at work.
ANG KAWAYAN AY DAHAN-DAHANG HINUHUTOK UPANG ITO AY DI PUMUTOK. KAPAG
MAY TIYAGA AY LAGING MAY NILAGA.

b. Subordinates with THEORY Y pattern of Behavior.

Under these condition employees believed that expenditure of physical and
mental efforts in work in normal. Employees have developed self-direction and sell-
discipline in attaining the goals of the organization. Employees believed that rewards are
associated with individual achievements and contribution to group goals.

The average individual learns under proper condition and mental conditioning
goes through the process of assimilation into the corporate system. Under this process
they seek responsibility to grow and develop as a responsible member of the
organization. They exercise a high degree of imagination, ingenuity, and creativity and
contribute to the solutions of organizational problems.
 Under these behavioral patterns PINOY managers should practice the democratic
and participative style of managerial leadership. A work group that exercise self-direction
and self-discipline needs more freedom of decision making and thereby boost their ego
involvement.

Work groups of this nature that value independence and unilateral decision
making influence the managerial style of involvement and participation. On the other
hand, total trust and confidence should not be given as values and attitudes change when
the managers become too relaxed. PINOY managers, therefore, must know when to ring
the bell and When to change his course of action.

The need of the individual requires immediate action. Motivation to greater

performance is secured when the employees are given recognition for their
accomplishments. A pat on the shoulder for a good work done could go a long way to the
accomplishment of more noble objectives. A coffee time with employees before the start
of work or on break periods may develop better relationship at work.

c. The Working Environment.

Then third element that determines the managerial leadership style is the work
environment itself. It refers to the total work in the environment. A factory system where
the employees are subject to follow routinary procedure would respond to a different
style. Those in marketing and advertising activities require work independence and
individual creativity. Those in the office require analysis and data gathering may respond
to different style.

PINOY managers under these conditions require a broad working knowledge

about people’s behavior and how to adjust to different individual and groups to get the
maximum output. The art of managerial leadership is important to adjust to different
work situation enhancing employee involvement and participation. Motivational
approach may be modified to suit individual needs and problems.

The organizational structure prevailing in the organization is another factor in the

work environment. In a matrix organization, managerial leadership is seeing to it that
standard opera ting procedures have to be followed. The line of authority and
accountability follows a definite system to accomplish a given task and deviations may
mean insubordination. Adherence to rules and regulations is a must for all This requires
a more autocratic approach to managerial leadership with a little of democratic
participation as may be allowed from time to time in making intricate decision.

The amount of technology use in the production of goods and services is another
factor in the work environment. The use of sophisticated technology reduces the amount
 of creativity on the part of the employee. Under this condition managerial leadership is
focused in technology output rather than individual work performance as the job entails
routine operation.

Motivation of the employee is centered on the proper maintenance of the

equipment and its proper operation. The directive approach to managerial leadership is
practice as the jobs are highly structured based on the automated system in the
production of goods and services. Employees are already provided operating manuals and
work directions. Managerial influence is limited and motivation is based on quantity and
quality output. Bonus for excess production may be given as incentive.

The organizational climate is another factor in the practice of managerial

leadership. In the multinational corporate setting the atmosphere is more towards
participative management. in the Japanese system, work orientation is the discipline of
human behavior and where decision has to be arrived at first before action is taken. In
local scenario, where the PINOY Boss is hungry for power and authority, the situation is
more of autocracy and obedience. Managerial leadership is good followership.

The organizational climate that top management operate and practices vary
according to the organizational sphere and the scope of their operation. When top
management is concentrated in the making of wider corporate objectives and programs
for expansion and growth and leaves the details to lower managerial positions, then,
Managerial leadership is more receptive to democratic and participative style.
The Landscape of Managerial Leadership
Managerial leadership is not a final one shot deal to the making of better organization.
Managerial Leadership is situational in nature and nobody can claim that one approach to
managerial leadership is the best. We have to understand the various elements prevailing in the
organization. We have to know the managerial tendencies of the people who are given the task
of managing people.
The result of good management can be seen on how the organization progress in their
line of operation and how the people react to these improvements both in human behavior and
their economic wellbeing.
Organization has to progress as people working and enjoying the fruits of their labor.
Organization and people must live harmoniously and cooperative efforts must be followed for
effective management of the organization.
Managerial leadership must be pro-active to the needs of the organization, sensible to
the needs and wants of the people and sincere concern with the environment where man and
nature operate in balance to sustain life in this planet, we can call our own.