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Chapter 1 The Problem and Its Settings Introduction There are multiple factors that
make up an effective leadership like honesty, commitment, integrity, confidence, passion
and the ability to inspire others. A good communication skill and decision-making
capability also play a big role in the success or failure of a leader to guide and manage
his members (Downard, 2018).

Nobody would like to work in an organization that is leaded by a lazy, unorganized, and
selfish head. Leadership is needed in every organization because it integrates different
activities that help in the accomplishment of the organization's goals. An organization is
made up of groups of people who share the same goals and who work together to
achieve these goals (Farooq, 2012).

One is considered as millennial if he ages 22 to 37 years old but there are more factors
that would determine this cohort. They are perceived to narcissistic, lazy, self-centered
and impatient when it comes to their work, so this means that they tend to transfer from
one job to another. Job stability is their primary adversary when it comes to their
occupation.

But there are still number of factors why this employee turnover happens, and one is the
leadership styles that the school administration gives their teachers and staffs. A study
from Gozukara, Gunes and Hatipoglu in 2017 showed that handling workers with their
preferred leadership style would stimulate a positive effect for them and their work
performance as well.

The researchers conducted this study to determine the preferred leadership styles that
are pertinent to the millennial teachers since this generation is said to be diverse from
the other cohorts. Background of the Study Leadership is an ability that can enhance the
talent and skills through training to produce great leaders. A leader is called adaptive if
he can make adjustments to his employees in case there is an emergency or crisis that
may be encountered.

Leadership can empower the members by bold talking, soft talking and other ways to
boost their employee's confidence and self-esteem. The way of leadership creates equal
balance contributions in sharing ideas which enables the employees to use their
imagination to and be creative in solving problems (Smith, 2010).

It has discovered that Millennials would want their pioneers to exhibit commitment in
the work they do because millennials are said to be displaying the similar leadership
traits in themselves as they regard with their leaders. This means that the millennials are
showing the same leadership traits that they see in their pioneers (Futrell, 2013).

Gozukara, Gunes, and Hatipoglu (2017) showed that implementing the perceived and
preferred leadership styles of workers can bring a positive effect to their work
performance as well as performance appraisal satisfaction. Providing workers with their
preferred leadership style can increase the quality of their work performance inside the
workplace.

Millennials want to be handled by someone they can look up to and trust. They are
seeking for a leader or co-workers who would help him in settling in the company.
Another thing that they want to see in an organization is collaboration and cooperation,
not competition. For them, a good and healthy organization is a place where workers
help each other.

They do not want a workplace wherein employees are competing with each other or
trying to bring co-workers down (Engstrom, 2018). In this study, the researchers strived
to determine the effective leadership styles that are pertinent to millennial teachers,
since this generation was said to be diverse from the other cohorts. They may possess
distinct traits that can affect their preference when it comes to how they would like to
be managed.

Theoretical Groundings Roger Gill’s Theory and Practice of Leadership According to

Roger Gill (2011) traditional theory focused on the leader as an individual and trait as a
leader. The effectiveness of individual leadership styles is inconsistent in all situations,
however; the modern perspective suggests that the followers are attracted to charisma
and can be motivated to perform their work.
The study will help the researcher to identify the preferred leadership of the workers and
how it will affect their working performance.Gill (2011) proposed two theories which are
Traditional Leadership Styles and Contemporary Leadership Styles. Under the Traditional
Leadership Styles are the following: Autocratic Leadership Style is a leadership style
where make decisions and rules without any contribution from its members and have
control and power to enforce those rules.

Democratic Leadership Style is a leadership style where make decisions with the
contribution of his members and encourages his members to participate and having a
good relationship with the members. Laissez-Faire Leadership Style is a leadership style
where he let his members make decisions, but the leader is lack of involvement of the
members.

While, under the Contemporary Leadership Styles are the following: Charismatic and
Visionary Leadership Style is a leader who is a role model to his members through the
emotions and trust. He is also concerned with the vision of the organization’s future by
transforming and integrating. Transactional Leadership Style is a leader who exchanges
extrinsic and intrinsic reward for the effort and punishment made by the members.

Transformational Leadership Style is a leader who influences his members to perform

better at work through charisma, intellectual stimulation and being considerate. Kendra
Cherry’s The Great Man Theory of Leadership According to Kendra Cherry (2017), great
leaders are born and not made; great leaders will arise when there is great need. These
are people who were often from aristocracy that a little lower position had less an
opportunity to become a leader.

This study helps to identify the gender issue in leadership to its members.At the time,
the male population was considered as of high position and is often perceived as the
right candidate for a position, especially in the military leadership.It is either an
individual is born a true leader or not.

Conceptual Framework / Figure 1: Input - Process - Output Mechanism The researchers

had collected the list of the teachers from nursery to grade 12 with their birthdays. They
identified who were millennial teachers to be used as respondents. The researchers had
to give questionnaire to the chosen respondents. Once the researchers gathered the
data, they would conduct the statistical treatment proceed through the presentations,
analysis, and interpretation of data.

It would be presented through tables and figures for clearer and better visual
representations. Statement of the Problem What is the profile of the respondents in
terms of: Age Sex What are the preferred leadership styles of the millennial teachers?
How do the preferred leadership styles of the millennial teachers affect their work
performance? Is there a significantrelationship between preferred leadership style and
work performance of millennial teachers? Hypothesis There was a significant
relationship between the preferred leadership styles and its effect on the work
performance of millennial teachers.

Scope and Limitation The research study aimed to know the preferred leadership styles
that would reflect significantly in the work performance of the millennial teachers. They
chose the teachers from nursery – grade 12 of Divine Light Academy – Bacoor who fell
under the category age of millennials which were those who born between the year
1981 and 1996. There were 40 respondents who are the Millennial teachers from nursery
– grade 12.

The researchers choose the Millennial Teachers as their respondents for the study, since
they experience conflicts in their work performance. The study will be conducted on the
campus of Divine Light Academy - Bacoor during the students’ availability. The
instrument that the researchers use to conduct the study is through a survey composed
of matrix questions that would be given to the Millennial Teachers, the questionnaires
for the study would only be adopted from a previous research that would answer the
statement of the problem.

The researchers’ respondents were from nursery to grade 12 teachers. The researchers
had gathered information with the help of the internet and school library, for there were
not enough resources available. Significance of the Study The results of this study would
benefit the following: Millennial Teachers, the results of the study would benefit the
Millennial Teachers to identify their preferred leadership style and if it had an effect in
their work performance.

School Administration,the results of the study would benefit the school administration
as it would help to solve the problem in school administration due to the overlapping of
work occurred in work practice. Future Researchers, the results of the study would
benefit the future researchers as the research might serve as their reference in making a
study related to the topic. It would help them gain additional information that they
needed for a study. Definition of Terms Job Performance.

This term refers to a way to achieve an objective or set of objectives inside an

occupation, job, or association, yet not the real outcomes of the demonstrations
performed inside employment (Campbell, 1990). Leadership. This term refers to a
process where an individual can influence others have a better performance and to help
each other by their efforts, talents, and skills to accomplish the tasks (Cole, 2011).
Millennial.

This term refers to people between 1981 and 1996 are said to freely move from one
company to another since they turned to be unattached to the organization or company
(Adkins, 2018). Chapter 2 Review of Related Literature and Studies Contingency Theory
as Leadership Styles Contingency theory is focused on a variable that was related to the
environmental changes (Cherry, 2018). It determined what the suited leadership style for
any situation is.

Cherry (2018) stated that there was no leadership style best in all and it depended on
the organization. The best leadership was not about the skills and talent of a leader, but
it was about how they balanced the behaviors, assessing the needs of the members and
connect. The caution owner-managers of small businesses to carefully consider the way
they behaved in a certain situation to the enrichment of employee motivation to work
with the purpose to obtain a better performance of their enterprises.

They should avoid assuming that there were more or less appropriate leader behaviors
(Campdesuñer, Rodrífuez, Vidal & Vivar, 2017). Definition of Leadership Leadership had
a variety of definitions in the use by the complexity of the context of businesses to
organizations. Adair (2007) stated that a leader was like a shadow who guided and
followed his members to do the task at the right time.

A leader should be professional and flexible inside and outside of the working place. A
leader should be successful in his work to inspire the members to be productive. Smith
(2010) said that leadership was an ability that could enhance the talent and skills
through training and produce great leaders. Leadership was adaptive that a leader could
make an adjustment to his employees in case there was an emergency or crisis that
might encounter.

Leadership could empower the members by bold talking, soft talking and other ways to
inspire the confidence and self-esteem. The way of leadership created equal balance
contributions in sharing ideas that could help before making final decisions in the way
of thinking in limited resources, but leaders enabled the people to use their imagination
to be creative to solve a problem.

Cole (2011) defined leadership as a process where an individual could influence others
in order to have a better performance and helped each other by his efforts, talents, and
skills to accomplish the tasks. Different Types of Leadership Styles According to
Chowdhury (2014), there were three types of leadership styles such as transformational,
transaction, and laissez-faire.

Transformational leadership styles had a characteristic of being influenced to the group,

and give inspiration and considerations to make a change. Transaction leadership style
focused on the exchange not to remain together consequent to exchange and every
party had to exchange to recognize the value of the relations. The leader of
transactional leadership should be expecting the work behavior from the subordinates.

Laissez-faire leadership styles, also known for delegative leadership, had a decentralized
organization structure where the subordinates were allowed to give ideas and make
decisions. There were different kinds of leadership style such as autocratic leadership
style, democratic leadership styles, and free-rain leadership styles (Mentor, 2013).

The autocratic leadership style had a classical type of approach, wherein the top level
management had more authority and power to make decisions. Managers under this
type of leadership were often strict, and they always monitored their subordinates. This
style practiced one-way communication. Democratic leadership style, on the other hand,
was the opposite of autocratic leadership style.

This promoted the sharing of ideas to come up with comprehensive decisions and it
practiced an open communication where subordinates were allowed to speak up, but
the final decision was up to the leader and it's the most effective type of leadership
style. Free-rain leadership style was a style where the subordinates had the autonomy to
make decisions and it had less control over their work.

This leadership style was effective when an organization has a highly qualified, good
experience, honest, and hardworking subordinate. Factors Affecting Job Performance
Munisamy (2013) stated that stress, work environment, workload, and their wages
affected job performance significantly among the employees working on an oil palm
plantation in Malaysia.

In addition to this, it allowed the employees to determine, assess, and control these
factors to cope with job satisfaction and job performance. By understanding what
caused the job performance of an employee, the right action should be chosen for them
to maintain and administer the job performance of the employees.

Harahap, Muda, and Rafiki (2014) said that job stress, motivation, and communication
were the things that had a significant effect on employees’ performance at two Islamic
banks. It also showed that both job stress and motivation did not have an effect on the
employees’ performance, while communication has a little effect on employees’
performance.

Although these results might not be generalized, the Muslim respondents in this
research might have the same perceptions on the employees who worked at other
Islamic banking institutions. Primarily, all Muslims developed the same thinking and
learn Islamic teachings from Al-Qur’an and Hadith. Thus, Islamic banks would consider
other factors that might have an effect on employees’ performance, Islamic banks
needed to further develop the connection between them as it was a vital aspect in the
performance of an employee, and the Central Bank of Indonesia advised to create rules
or policies that would monitor and assess the performance of employees or institutions
that would certainly help to support programs to encourage employees to have the best
performance.

Job Performance of the Millennials Job Performance was a way to achieve an objective
or set of objectives inside an occupation, job, or association, yet not the real outcomes
of the demonstrations performed inside employment. For an individual to reach his job,
role, and organizational goals, one needed to excel in his job performance.

This study pointed out that job performance was not just a single activity or action, but
a complex activity, so it had a variety of tasks, actions and duties. A job was a distinct
and separated entity from their product (Campbell, 1990). On an extremely broad level,
occupation execution could be characterized as "every one of the practices workers take
part in while at work".

This was a fairly obscure depiction. A decent measure of the employees’ conduct
showed at work wasn’t really identified with employment particular viewpoints. All the
more regularly, work execution alluded to how well, somebody performed at his or her
work (Berghe,2011). Leadership Styles on Job Performance Leaders were believed to be
the people who did the right thing as they were the ones who set smart goals for their
subordinates and encouraged them enough to achieve the organizations goals.

Al-Malki, and Juan (2018) focused on examining how the leaders’ influence manage the
effectiveness of the teams. How leaders lead was a vital aspect to the success of the
organization. Malcalm, and Tamatey (2017) said that the leaders of the public sector in
Ghana were exhibiting the right leadership styles although they did not have that much
impact on the performance of the employees.

Two leadership styles which were: transformational and transactional were leadership
styles that when used correctly, it would bring out the best performance of the
employees. The employees did not heavily rely on their leaders as they were productive
on their own. Each leadership style had its own uniqueness, and each had his own
variety that could be applied at different situations.

These were analyzed to know how to use them correctly and would result to high
quality of performance of the employees. These would benefit any organization, teams,
and groups as they would be able to further understand what kind of leadership style
was the most appropriate for them. Millennials at the Work Place It had been discovered
that Millennials would want their pioneers to exhibit commitment in the work they do.

Millennials were said to be displaying the similar leadership traits in themselves as they
regarded their leaders. This stated that the millennials were showing the same
leadership traits that they see in their pioneers (Futrell, 2013). Workers passed through
career stages the attitude towards their works, values, and their fulfillment could change.

Millennial generation should further develop their competency trait as they mature.
(Cennamo, 2005) Millennials who were in today’s classroom could be considered as
tomorrow’s leaders. Some of the millennials nowadays held initiative positions.
Millennials could be both a follower and a boss to their workforce, it’s important for the
boomers and Xers to understand the leadership values of today’s generation.

The Boomers and Generation X should recognize that Millennials were the crucial part of
the work power and knowing how to handle and apply the proper leadership for this
millennial would be beneficial to both businesses and higher education. The study
stated that the Millennials could really be a big help on businesses and education
because of their knowledge and skills (Futrell, 2013).

Millennials Difference from the Past Generations According to Asghar (2014), Millennials
perceived themselves as special or important. They believed that what they said and
acted were heard and valued by others. They also focused on gaining merits when it
came to work and this group sought for a frequent job appraisal and feedback on their
job performance.

Millennials had this mindset that they “work to live”, so this meant that they only did
their job because they needed it in able to live. While the Gen Xers foresaw their work as
a mean to acquire an adequate and established retirement. Unlike millennials, they saw
higher positions as a goal to work harder.

According to Bartz, Rice, and Thompson (2017) stated that Millennials, Generation X and
Baby Boomers, which were different generations, were said to have different perceptions
of work. This diversity was not a hindrance for them to work with a superior who could
effectively manage his workplace. The difference between these cohorts was the way
they see a job or work functions. It showed that there was a difference in between baby
boomers and Millennials.

Baby Boomers were the largest generation of active workers. The boomers distinguished
their strengths as hierarchical memory, positive thinking, and their eagerness to work
extended periods of time. While the Millennials were considered as highly educated,
highly skilled in technology, and do multi-task. Millennials were said to have high
expectations on themselves.

Millennials and Job Stability Millennials tended to transfer from one job to another. It
was stated that this cohort had a tendency to change their jobs every 26 months. Their
jobs were like passport stamps, and they were like travellers who collect these stamps.

The reason for this was that they seek for a better working environment, more
experience and a different environment. Money mattered a lot to millennials, but they
prioritized job satisfaction more. The Millennial generation was the group that was most
likely to switch jobs. People between 1981 and 1996 were said to freely move from one
company to another since they turned to be unattached to the organization or
company.

They also showed a small amount or willingness and interest in staying in their current
job, so they had low engagement in their workplace (Adkins, 2018). A universal
Institution located in the U.S. observed that 75% of the population of people who aged
from 18-35 that Job-hopping was healthy for their careers. A Job hopper was a person
or worker who had five jobs in different companies within a span of 10 years.

In the management’s perspective, 44% stated that losing a job hopper wouldn't be
much of an issue for them, so there was no sense in avoiding this employee separation,
20% wanted to hire job hoppers, and the rest were neutral (Burnett, 2018). Millennials
and their Attitude Towards Work The problem of most Millennials was impatience.
Millennials saw other people’s success that was their age or close to their age, and they
were intimidated by these facts.

They also wanted to become instantly successful, to the point that they wanted to do all
things to become what they wanted to be. Patience was a virtue, but millennials got
none (Li, 2017). Millennials were very impatient when it comes to their development in
terms of career and profession. They also got very impatient in their desire to get
promoted, and what gave them the title or the perception of being impatient was that
they were more vocal and open in what they wanted to acquire and what they expected
(Middlemiss, 2018). Motivation on Job Performance Motivation was what drives every
person to take action.

In a business, motivating employees to do their work was one of the purposes of a

manager in order for the business to continue its operations and grow smoothly along
the way. This motivation could be the persons’ needs, wants, or desires to be able to set
or attain one’s goals. It just meant that they had a reason to keep going, to have
something to hold onto while going through the tough battles of life.

It was an aspect of doing something that clearly interests and totally committed to a job
or role. Mensah (2015), said that companies that offered good payment were
determined to be the best motivating factor for employees in the mining industry in
Ghana. Motivated employees were said to be more productive than non-motivated
employees. If an employee would be satisfied, then he would do his work impressively.

Motivators were considered as something that were highly needed as it comprises of

accomplishment, being acknowledged, having a sense of commitment and chance for
improvement Herzberg (2003). Also, it was said in the works of Maslow (1954) that
intrinsic factors had a positive effect on job performance as they intended to satisfy the
workers’ need for self-actualization.

In addition to this, intrinsic factors were powerful motivators that employees needed
intrinsic rewards such as acknowledgement and a sense of doing something productive
(Frey, 1997). Intrinsic factors showed significant difference on motivation as when
workers were paid well, they got to appreciate and be more motivated to work. Every
manager wanted their employees to work at their fullest. They had to ensure that every
employee didhis work while focusing on the goal of the organization.

But then it all depended on the person whether they wanted to do it or not. It depended
on how satisfied they were that would motivate them to work harmoniously. Preferred
Work Environment of Millennials Millennials wanted to be handled by someone they
could look up to and trust. They were seeking for a leader or co-workers who would
help him in settling on the company.

In short, they wanted mentors or trainers who would help them bloom in the workplace.
Another thing that they wanted to see in an organization is collaboration and
cooperation, not competition. For them, a good and healthy organization, was a place
where workers helped each other, and their leaders inspired them to successfully reach
their organizational goals. They did not want a workplace wherein employees were
competing with each other or trying to bring co-workers down (Engstrom, 2018).
This generation had different personalities; each personality had a corresponding work
environment that was suitable for this personalities. First was the “do-ers”, they tended
to work with machines, equipments, objects, tools and other materials rather than the
employees. Second, the “thinkers”, they wanted to be surrounded by wise people, they
wanted to investigate, solve problem, and analyze to learn.

Next was the “organizers”, they preferred to work with data, and they wanted to use
their cognitive and other mental skills to accomplish tasks that were given by superiors.
Fourth, the “creators”, they were most likely to work in a setting that did not have much
rules and was strict, because they wanted to acquire autonomy in their job. Next was the
“helpers”, they wanted to work in a place where they could enlighten and inspire their
co-workers.

Lastly, the “persuaders”, they preferred to work with people (Simmons, 2018). Having a
flexible work hour would help an organization to be more productive. The main point of
this flexible work hours was shifting and driving away from giving rules to employees
when it came to schedules and time control. Both the millennial employee and the
employer benefited from this kind of method.

Preferred Leadership Styles of the Millennial Employees Jayme Currans (2018) stated
that by knowing the appropriate leadership style would be best in supervising the
employees as it could help build trust and avoid miscommunications. The superiors
would know what to do and how to deal with them. People varied from their own
characteristics and principles thus making them unique in their own way.

They came from different generations making them have their own set of values and
perceptions in life. That was the main reason why miscommunication happened as they
had their own different perceptions in things. Leading them would then be hard so
having leadership styles would make the work environment be much better.

A preferred leadership style was essential in communicating with the employees to build
more trust in each other. Relationship between Leadership Styles and Employees’ Work
Performance Bature et al. (2014) stated that there was a significant and positive
relationship between leadership styles and work performance.

It had been observed that leaders and their leadership styles affected the organization
greatly in achieving its goals and objectives. The effective style of leadership would get
the employees to cooperate and be productive with their work. This also affected the
performance of the employees in a way that they were able to produce better decisions
and they exerted much effort with their work.

Synthesis of the Related Review of Literature and Studies Millennials were often
perceived to as narcissistic, lazy, self-centered, and impatient when it came to their work,
so they tended to transfer from one job to another. Job stability was their number one
adversary in staying in a workplace. There were certain factors that might affect this
employee turnover, and one factor was the leadership style that the school
administrators gave their teachers and staffs.

From the gathered literature and studies of the researchers, it showed that handling
workers with their preferred leadership style stimulated a positive effect for both the
worker and their work performance as well. Increase in productivity and job enrichment
became existent. Smith (2010) said that leadership was an ability that could enhance the
talent and skills through training and to produce great leaders.

Leadership was adaptive that a leader could make an adjustment to his employees in
case there was an emergency or crisis that might encounter. Job Performance was a way
to achieve an objective or set of objectives inside an occupation, job, or association, yet
not the real outcomes of the demonstrations performed inside employment. For an
individual to reach his job, role, and organizational goals, one needed to excel in his job
performance.

The millennial generation was the group that was most likely to switch jobs. People
between 1981 and 1996 were said to freely move from one company to another since
they turned to be unattached to the organization or company. They also showed a small
amount or willingness and interest in staying in their current job, so they had low
engagement in their workplace (Adkins, 2018).

Chapter 3 Research Methodology Research Design The study aimed were to identify the
preferred leadership style of millennial teachers and its effect to their work performance.
The researchers conducted quantitative research. Through correlational research design,
it would conceive if the two variables, preferred leadership styles and the effect to their
work performance of the millennial teachers were interfaced with one another.
Population and Sampling Size The target population of the researchers were 92
teachers.

These teachers were from nursery to grade 12 levels. In order to get the sample size, the
researchers would get the list of teachers’ birthday from Nursery to Grade 12, who were
born between 1981 and 1996.The total numbers of millennial teachers of Divine Light
Academy – Bacoor were 40 teachers.
Description of Respondents The respondents of the study were the Millennial Teachers
from nursery to grade 12 of A.Y 2018 – 2019 in Divine Light Academy – Bacoor. The
respondents were composed of the Millennial Teachers who were born in the year 1981
to 1996, whose ages fell from 22 to 37. The researchers chose the millennial teachers as
their respondents in their research because Millennials were had a different styles of
teaching from others and this research aimed to know their preferred leadership style
that would have an effect on their work performance.

Research Instrument The researchers made research instrument present in the study of
Tomas Rees(2017), entitled “An Investigation On How Different Leadership Styles Affect
The Management Of Millennials”. Rees made use of a survey with three sections. The
survey was designed to be short, allowing it to be completed by participants in less than
five minutes.

All questions in the survey were clear and unambiguous as participants might have had
a different perspective and decreased understanding of the topic as the researcher,
meaning that the answers might be answered inaccurately or incorrectly (Babbie, 2010).
In section two of the survey, matrix questions were used to attain data. Statements were
given regarding what leadership style a manager was used and participants were
required to give their level of agreement to the statements provided from one to five
with one (1) being“strongly agree” and five (5) being “strongly disagree”. Matrix
questions were used again in section three.

Statements were given of the dependent variables, productivity,satisfaction and intent

to leave. Matrix questions offered advantages over other questionnaire formats such as
a faster response rate for participants making it more likely for respondents to fully
complete the survey (Babbie, 2010).

Data Gathering Procedure The researchers would distribute the letter to ask for the
consent of the respondents to participate in the study. In order to receive correct and
honest responses from the chosen respondents, the researchers would explain briefly
the content of their questionnaire. These would be collected right after they finished to
ensure high response rates.

The researchers would provide a letter to the school administration requesting a copy of
the list of millennial teachers from the primary level to senior high school level, which
included the chosen respondents’ birthday and age. Statistical Treatment of Data The
researchers gathered data that would be tallied and presented in graphs and used
frequency percentage in getting the mean of the scores from the questionnaire that
answered by the respondents.

Formula: P = ?? ?? x 100 Wherein, P = percentage f = frequency n = total number of

respondents By determine the relationship between the two variables, the researchers
would use t-test treatment. Formula: ??= ?? 1 - ?? 2 (?? 1 - 1) ?? 1 2 + ?? 2 - 1 ?? 2 2 ?? 1
+ ?? 2 - 2 1 ?? 1 + 1 ?? 2 Wherein, ?? 1 = mean of sample 1 ?? 2 = mean of sample 2 ??
1 = number of subjects in sample 1 ?? 2 = number of subjects in sample 2 ?? 1 2 =
variance of sample 1 = S( ?? 1 - ?? 1 ) 2 ?? 1 ?? 2 2 = variance of sample 2 = S( ?? 2 - ?? 2
) 2 ?? 2 Chapter 4 Presentation, Analysis and Interpretation of Data Profile of the
respondents in terms of the following: Age Age Frequency Percentage 22-25 24 60%
26-29 8 20% 30-33 3 7.50% 34-37 5 12.50% Total 40 100% Table 1.

Age of the Respondents Table 1 showed that there were more than half of the selected
respondents at 59% aged from 22-25 years old; 20% were 26-29 years old; 12.50% were
34-37 years old; and 7.50% were 30-33 years old. Adkins (2018) stated that people
whose ages were between 1981 to 1996 were known as the millennials. All of the
respondents that were chosen for the study feel under the age between 22 to 37 years
old. Sex Gender Frequency Percentage Female 27 67.50% Male 13 32.50% Total 40
100% Table 2.Sex of the Respondents Table 2 showed the frequency distribution of the
respondents by gender.

The researchers gathered 40 respondents of millennial teachers and the majority of the
respondents were female millennial teachers which were 67.50%, and 32.50% were male
millennial teachers Preferred Leadership Styles of the Millennial Teachers Leadership
Styles Frequency Percentage Democratic 17 42.50% Charismatic 11 27.50%
Transactional 8 20% Autocratic 2 5% Transformational 2 5% Laissez-Faire 0 0% Total
40 100% Table 3.

Preferred Leadership Styles Table 3 showed the preferred leadership styles of the
millennial teachers. The researcher gathered data and showed that 42.5% of the
millennial teachers preferred democratic leadership style, a leadership style wherein the
leader let his members participate in making contributions and had a good relationship
with them; 27.5% of the millennial teachers preferred charismatic leadership style, a
leadership style wherein the leader was a role model to his members and was concerned
in the vision of the organizations future; 20% of the millennial teachers preferred
transactional leadership style, a leadership style wherein the leader followed a reward
and punishment system for the efforts done by the members; 5% of the millennial
teachers preferred autocratic leadership style, a leadership style wherein the leader had
regulation among the decisions without any contribution from the members; 5% of the
millennial teachers preferred transformational leadership style, was a leadership style
wherein the leader influenced his members to perform better in work; and there were no
respondents preferred laissez-faire leadership style, a leadership style wherein delegates
his task to his member and he made little contribution to it.

Jayme Currans (2018) stated that the best way to supervise the employees was to use
the appropriate style that could help build trust within them. The managers would know
how to communicate better and know the approach they should take when conversing
with them. The results showed that among these six leadership styles, democratic was
the one preferred by the millennial teachers in which displayed that they wanted to have
a good relationship and participate when the administrators made decisions with
regards to the organization they were working for.

Effect of Preferred Leadership Styles to the Work Performance of the Millennial

Teachers. Effects Frequency Percentage The administrator’s leadership style makes my
job more enjoyable and gives me satisfaction. 25/40 62.50% The administrator’s
leadership style makes me more productive and achieve more than usual.

26/40 65% The administrator’s leadership style makes me want to leave my current
work. 12/40 30% Table 4. Effects of Preferred Leadership Styles to Work Performance
Table 4 showed the effects of the preferred leadership style of the millennial teachers to
their work performance. From the gathered data of the researcher, it showed that
62.50% or 25 millennial teachers stated that their administrators leadership style made
their job more enjoyable and it gave them satisfaction; 65% or 26 millennial teachers
agreed that their administrator’s leadership style made them more productive and
achieve more than their usual; and 30% or 12 millennial teachers stated that their
administrator’s leadership style made them want to leave their current work.

Harahap, Muda, and Rafiki (2014) said that job stress, motivation, and communication
were the factors that had a significant effect on employees’ performance. It showed that
both job stress and motivation did have an effect on the employees’ performance, while
communication had a little effect on employees’ performance. The percentage of the
millennial teachers who wanted to leave their current workplace is against the study of
Adkins (2018) The Millennial generation was the group that was most likely to switch
jobs.

People between 1981 and 1996 were said to freely move from one company to another
since they turned to be unattached to the organization or company. They also showed a
small amount or willingness and interest in staying in their current job, so they had low
engagement in their workplace. Relationship between Preferred Leadership Style and
Work Performance of Millennial Teachers in terms of: Age Leadership Styles Age Mean
Frequency P-Value T-Value Decisions Remarks Preferred Leadership Styles Work
Performance Democratic 22-25 4.65 3.87 17 .001273 4.96253 Accept it Significant
26-29 4.42 3.33 30-33 5 4 34-37 4.58 3.67 Charismatic 22-25 4.54 3.89 11
.000915 5.30025 Accept it Significant 26-29 4.63 3.84 30-33 4.25 3.67 34-37
4.50 3.33 Transactional 22-25 4.50 3.67 8 .016414 5.38245 Accept It Significant 26-
29 4.38 3.33 30-33 0 0 34-37 0 0 Autocratic 22-25 4 4 2 .5

0 Denied It Not Significant 26-29 0 0 30-33 0 0 34-37 0 0 Transformational

22-25 0 0 2 .476752 0.06079 Denied It Not Significant 26-29 3.25 3.33 30-33 3.75
3.33 34-37 0 0 Laissez-Faire 22-25 0 0 0 .5 0 Denied it Not Significant 26-29 0 0
30-33 0 0 34-37 0 0 Table 5.

Relationship between the Preferred Leadership Style and Work Performance of

Millennial Teachers in terms of Age. Table 5 showed the relationship between the
preferred leadership style and work performance of millennial teachers in terms of age.
17 millennial teachers preferred democratic leadership styles, since the p-value is .
001273 less than 4.96253; therefore it had a significant relationship; 11 millennial
teachers preferred charismatic leadership styles, since the p-value is .00915 less than
5.30025, therefore it had a significant relationship; and 8 millennial teachers preferred
transactional leadership styles, since the p-value was .016414 less than 5.38245,
therefore it had significant relationship.

However, millennial teachers who preferred autocratic leadership styles,

transformational leadership styles and laissez-faire leadership styles showed that their
preferred leadership styles and effect on their work performance in terms of age was not
significant because their t-values was not less than .5 with the use of statistical
treatment. Bature et al. (2014) stated that there was a positive connection between the
leadership styles and the employees’ work performance.

The effective style of leadership would get the employees to participate and enhance
productive with their work and enhances the employees’ work performance that would
prosper as time went by. The styles affected the performance of the employees because
it helped with the planning and the effort the employees exerted in their work.

Sex Leadership Styles Sex Mean Frequency P-Value T- Value Decisions Remarks
Preferred Leadership Styles Work Performance Democratic F 4.64 3.85 17 .13955
5.85975 Accept It Significant M 4.59 3.54 Charismatic F 4.56 3.75 11 .00466 10.2854
Accept It Significant M 4.33 3.67 Transactional F 4.43 3.53 8 .03141 3.79936 Accept
It Significant M 5 3.67 Autocratic F 4 4.67 2 .38001 0.34959 Denied It Not
Significant M 3.50 3.33 Transformational F 3.60 3.33 2 .09891 1.9
Denied It Not Significant M 4.20 3.33 Laissez-Faire F 0 0 0 .5 0 Denied It Not
Significant M 0 0 Table 6. Relationship between the Preferred Leadership Style and
Work Performance of Millennial Teachers in terms of Sex. Table 6 showed the
relationship between the preferred leadership style and work performance of millennial
teachers in terms of sex.

17 millennial teachers who preferred democratic leadership styles were composed of 9

female and 8 male teachers, the p-value was .13955 that was less than to 5.85975, which
resulted a significant relationship to their work performance; 11 millennial teachers who
preferred charismatic leadership styles were composed of 8 female and 3 male teachers,
the p-value was .00466 that was less than to 10.2854, which resulted a significant
relationship to their work performance; and 8 millennial teachers who preferred
transactional leadership styles are composed of 6 female and 2 male teachers, the p-
value was .03141 that was less than 3.79936, which result a significant relationship.

Millennial teachers who preferred autocratic leadership styles, transformational

leadership styles and laissez-faire leadership styles did not show significant between
their preferred leadership styles and effect on their work performance in terms of sex
because the t-value was not less than .5 with the use of statistical treatment. Neal,
Waner, and Winter (2001) stated that men and women had different leadership styles
and communication styles towards their co-workers and leader.

It showed that each person had his own attitude and characteristics in doing his work
respectively. Chapter 5 Summary of Findings, Conclusions, and Recommendation
Summary of Findings The following were the summary of findings in the study. These
were the results that the researchers had come up in order to answer the problems of
study: Profile of the respondents in terms of age, and sex.

Age The researchers found out that 60% of the millennial teachers were 22-25 years old,
20% were 26-29 years old, 12.50% were 30-33 years old, and 7.50% were 34-37 years
old. Sex From the gathered data of the researcher, 67.50% of the millennial teachers
were female and 32.50% were male. Preferred Leadership Styles of the Millennial
Teachers The 42.5% of the millennial teachers preferred Democratic Leadership Styles,
27.50% chose Charismatic Leadership Styles, 20% favored Transactional Leadership
Styles, 5% preferred Autocratic Leadership Styles, and 5% preferred Transformational
Leadership Styles. However, there were no millennial teachers who preferred Laissez-
Faire Leadership Styles.

Effect of Preferred Leadership Styles to the Work Performance of the Millennial

Teachers. The effect of preferred leadership styles to the work performance of the
millennial teachers made their work more enjoyable and gave them satisfactions. It also
made them more productive and that they achieved more than their usual.

However, there are millennial teachers who had negative feedback about their current
leadership styles where they wanted to leave their current work because they had their
own preferred leadership styles. Relationship between Preferred Leadership Style and
Work Performance of Millennial Teachers The researchers found out that the 17
millennial teachers preferred democratic leadership styles, 11 millennial teachers
preferred charismatic leadership styles and 8 millennial teachers preferred transactional
leadership styles had a significant relationship to their work performance in terms of
their age and sex.

By the use of statistical treatment of data which is t-test and then their t-value is more
than .5. Therefore, the data were accepted and showed a significant relationship.
Conclusion Based on the summary of the findings of this conducted study, conclusions
were hereby stated: The demographic profile of the respondents in terms of their age,
were 24 respondents who were 22-25 years old, 8 were 26-29 years old, 3 of them were
30-33 years old, and 5 teachers were 34-37 years old.

The population of the teachers who participated in this study was 40 millennial teachers,
27 of these teachers were females and 13 were male. The most preferred leadership
style of the millennial teachers was the Democratic Leadership Style where it showed
that most of the respondents aspire for a workplace where members were expected to
participate in decision-making, where ideas and thoughts were freely expressed and
exchanged and discussions are encouraged with proper guidance and control.

The second leadership style that most respondents preferred was the Charismatic
Leadership Style while the most abominated type of leadership was the Laizzes-Faire,
where no respondent chosen this type of leadership style because in this style, leaders
were hands-off and they allowed their workers and members to make their own
decisions which lead to low productivity within the workplace.

Currans (2018) stated that by knowing what was the preferred leadership style would
eventually lead to the superiors knowing how to approach their employees, creating a
healthy and productive environment. Using a Likert scale, with the current leadership
style of the school administration of Divine Light Academy-Bacoor, 62.50% of the
teachers who work became more productive and that they achieved more than usual.

65% of the respondents who perceived that their work was enjoyable and it gave them
satisfaction. A total of 5% of the respondents whose current leadership style made them
want to leave their current work. It was parallel to what Gozukara, Gunes and Hatipoglu
(2017) stated, showed that handling workers with their preferred leadership style would
stimulate a positive effect for them and their work performance as well.

Handling the millennial teachers with Democratic Leadership Style, Charismatic

Leadership Style, and Transactional Leadership Styles would stimulate a positive effect in
the workplace in terms of their age and gender, the company and to the millennials as
well. This would also trigger an increase in productivity and efficiency inside the
workplace which would greatly contribute to the success of both the employer and
employee.

Bature et al. (2014) stated that there was a positive relationship between the leadership
styles and the employees’ work performance because it helped with the preparation
when making decisions and it improved the employees’ work performance.

Neal, Waner, and Winter (2001) stated that men and women had a different leadership
styles and communication styles towards their co-workers and leader. Recommendation
Based on the conclusions of the study, the recommendations were hereby stated: To the
Millennial Teachers, The researchers inform the teachers on what are their preferred
leadership styles for them to be aware of the different styles that are essential in making
decisions to have a productive and healthy work environment.

The researchers inform the teachers that knowing what are their preferred leadership
style/s will create a good relationship with their superior and other co-employees. The
researchers inform the teachers that knowing what their preferred leadership styles are
leading them to achieve the organizations goals and objectives. To the School
Administration, The researchers inform the administration that by knowing the preferred
leadership style of their employees, it will be essential in making decisions in the
workplace to make it more comfortable and productive in work environment.

The researchers inform the administration that knowing the preferred leadership style of
their employees; they will know how to approach their employees and governing them
into being productive in their work. The researchers inform the administration that by
knowing the preferred leadership style of their employees, To the Future Researchers,
The researchers suggest that the future researchers will delve in deeper in the study as it
currently has limited studies related to it.

The researchers suggest that the future researchers will consider having a much larger
scope of respondents as to get a more accurate result in relation to the preferred
leadership style of the employees. The researchers suggest that they will add more
questions in the questionnaires that will be used by the researchers in getting the
preferred leadership styles of the millennial teachers, so it will be more accurate and
reliable.

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