POLYTECHNIC UNIVERSITY OF THE PHILIPPINES

OPEN UNIVERSITY-MANILA

RESEARCH PAPER
LEADERSHIP AND
ORGANIZATIONAL
CHANGE
Prepared By: Mark S. Peralta
MPAOUMN 1-PNP-4

Submitted By: Atty. Ryan L. Estevez

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PROFILE

Company/ Nature of Organization: Mark Peralta Textile and Curtains Store

Owner: Rencie Peralta

Age: 48 years old

Gender: Female

Status: Married

Address: 1027-h dagupan st tondo Manila

Siblings: Mary Joyce Peralta

               Mark S Peralta

Leadership style: Team Leadership

Insight of the store owner:

As I interviewed the owner (Rencie Peralta) the store start in small business from Divisoria. The

business runs through the family and pass in by knowledge and training of their son and

daughter. It starts from selling small pieces of garments and eventually became a big store with

some other branches in Divisoria. The Quality of the said textile and curtain is made from other

countries like Korea, Taiwan and China, and the design made is customized by the owner itself

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through creativity and hard work. When I asked how was the communication between her as an

owner and her employees, she answered me. "Tama lang may respeto saken at ganun din ako sa

kanila. I'm approachable person naman at tinutulungan ko sila kasi gusto ko maganda at tama

ang mga trabaho.” Rencie Peralta is a very considerate person based on her workers because she

always helped them by means of labor work and financial help specially health issue of her

workers as well as the family of them.

Before discussing the characteristic of Rencie Peralta let's just first know the characteristic of a

leader. There are essentially five characteristics of great leaders. The first of these is being

flexible. Not everything goes as planned. Competitors change tactics, governments force new

regulations on business, strikes stop the flow of products, and, occasionally, natural disasters

occur. And at times like these, leaders had to be able to change course; that is, first make sure

their businesses will survive, and then find a new way to reach their goals. The second

characteristic is being able to communicate. Some leaders are great orators, but speaking well

isn’t all that’s required of a leader. As we all know, there are lots of people who talk a great

game but deliver nothing. Leaders who communicate well are those who not only share their

thoughts with employees, but also let their strength and personal character show through in their

communication, and empower those who work for them by defining the company’s goal and

showing how to get there. The third characteristic of great leaders–or, perhaps, group of

characteristics–is having courage, tenacity, and patience Having the courage to stand alone,

the tenacity to not succumb to pressure, and the patience to keep fighting until you win the day–

and sometimes being able to do all three at the same time–is something you will have to develop

if you want to be a true and successful leader. The fourth necessary characteristic is the

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combination of humility and presence. Acting aloof, or above your employees, does not make a

leader. Leaders have to be able to talk and listen to their employees on all levels of the company.

At the same time, they must have the respect of their employees, the kind of respect that’s earned

by being honest, having integrity, and being tough but fair. The fifth and final characteristic of a

successful leader is being responsible. A business owner has to realize that, as the saying goes,

“A skunk stinks from the head down,” and a business does too. This means when there is blame

to be accepted, the owner must be the first one to accept it. But it also means that when accolades

are appropriate, they should be spread out among the employees. And when this happens, a

leader is born.

As my assessment on Mrs. Rencie Peralta, all the 5 qualities that mentioned above, are also the

qualities that Mrs. Rencie Peralta reside. Mrs Rencie Peralta is FLEXIBLE, she can do any work

on the store, on hand to all of the product to be sales even if small or large sales. Her

Communication, the way Mrs. Rencie Peralta communicate with her workers, she never end up

the day without the assessing the things they had done throughout the day, even it is good or bad,

Mrs. Rencie Peralta, rely and open up the issues on her employee so that if not good things

happened it will urgently resolved and to avoid and happening it again. She having courage,

tenacity, and patience to the member and the next owner of the store since she knew that the

business is a good help to the family, humility and presence-in terms of being seen on her by

other people humbleness for the owner is natural she maintains her feet on the ground and last is

responsible, Mrs. Rencie Peralta is very responsible on her people and to the workers as she go

far on the business

Qualities of the Leader

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  There's a lot of a good qualities of the leader according to some scholars but I will just explain

qualities that I have observe to Rencie Peralta which are the following:

•Knowing the Organization

•Responsiveness to the Group needs

•Communication

•Motivating teams

•Vision and Goal Setting

Explaining my side on these qualities are:

Knowing the Organization -Effective leaders know the organization’s overall purpose and goals,

and the agreed-upon strategies to achieve these goals; they also know how their team fits into the

big picture, and the part they play in helping the organization grow and thrive. Full knowledge of

your organization – inside and out – is vital to becoming an effective leader.  

Responsiveness to the Group needs - Being perceptive can also help a leader be more effective in

knowing the needs of the team. Some teams value trust over creativity; others prefer a clear

communicator to a great organizer. Building a strong team is easier when you know the values

and goals of each individual, as well as what they need from you as their leader.

Communication- Good communication skills are required at every level of business, but leaders

must possess outstanding communication skills. Luckily, this is a skill that can be learned.

Motivating teams - Inspiring others is the mark of an effective leader.  Motivation is best done by

example and guidance, not by issuing commands.

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Vision and Goal setting - A team depends on its 

leader to tell them where they are going, why they are going, and how they’re going to get there.

People are more motivated when a leader articulates his or her vision for a project or for the

organization, along with the steps – or goals – needed to achieve it.

Finding

   Rencie Peralta is a leader that is grown by experience on the expertise of her own leadership

role she never use or even don't know any ethical or knowledge regarding the sayings of some

scholar she just know what to do and not to do based on her past mistake and success that's what

she told about the interview I made . Is it true that if we combined the theory in practice we will

make an positive progress regarding leadership and management but some exception will cover

up some leaders who never know what is the ethical or study of leadership will break in or will

come up with some doing that they will developed in the experience of their business or

managerial role. One quality that I adore in her as a leader is that she has a big empathy to her

employees, and before she handled lots of decision she made before doing it she always put

herself to the person or to the position of that person she will handle making that decision less

regretful and deserving. And by means of motivation this leader told me that before she

motivative the employee she must first motivate her own self because even though she talked to

the employee regarding the motivation if she is not motivated on what is the plan they will never

pursue the goal. By my own finding Rencie Peralta is a good leader and have the perspective of a

manager she combined the same as a leader to the employee and a manager on the business even

though she never knew what does some theory means all about she managed the business well as

a team leader.

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As the leader I:

1. Create an atmosphere of mutual trust.

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

2. Demonstrate honest, ethical behavior in all transactions.

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

3. Lead by example as in "doing what I ask others to do."

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

4. Demonstrate courage in all transactions.

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

5. Communicate a clear vision with recognizable goals for the organization and its people.
O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

6. State expectations clearly and confirm understanding.

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

7. Expect people to be accountable and offer support.

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

8. Translate organizational goals practically and meaningfully for people from the lowest level to the
highest level.
O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

9. Make and communicate decisions promptly.

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

10. Resolve conflict with the goal for all to succeed.

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

11. Communicate with charisma and effectiveness to groups.

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

12. Take responsibility for decisions without finger pointing.

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

13. Involve others in planning actions.

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

14. Praise people for work well done.

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

15. Delegate in a way that encourages others to have full ownership.

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

16. Appropriately provide authority to others to make decisions.

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

17. Believe in and provide training that teaches leadership, teamwork and technical skills.
O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

18. Implement innovation as a method to improve performance.

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

19. Demonstrate no tolerance for organizational turfing or "them and us" scenarios.
O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

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20. Create forums to celebrate organizational successes .
O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

21. Support and demonstrate efficient management of personal stress levels.

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

22. Support and demonstrate balance between leadership responsibilities, family and outside activities.
O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

23. Support and facilitate efficient cross functional communication that results in few project or production
delays.
O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

24. Manage impending change, real or rumored, efficiently.

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

25. Encourage at least 80% of the organization's communications to close immediately in some form.
O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

26. Use time constructively and efficiently.

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

27. Help people by listening without pre-judging.

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

28. Have excellent relationships with work associates regardless of position in the organization.
O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

29. Am accessible to communication.

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

30. Encourage people to communicate their differing opinions.

O Very Satisfied    O Satisfied    O Dissatisfied    O Very Dissatisfied

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This learning instrument will provide you with an opportunity for assessing and reflecting your
capabilities and desire for developing leadership skills.

For each of the 20 questions listed below, rate yourself on the scale shown below, with 5 being
Almost Always True and 1 being Almost Never True by circling the number that you feel most
closely represents your feelings about the task.

 Almost Always True — 5

 Frequently True — 4
 Occasionally True — 3
 Seldom True — 2
 Almost Never True — 1

Be honest about your answers as this survey is only for you own self-assessment.

1. I enjoy communicating with others. 1    2    3    4    5

2. I am honest and fair. 1    2    3    4    5
3. I make decisions with input from others. 1    2    3    4    5
4. My actions are consistent. 1    2    3    4    5
5. I give others the information they need to do their jobs. 1    2    3    4    5
6. I keep focused through follow-up. 1    2    3    4    5
7. I listen to feedback and ask questions. 1    2    3    4    5
8. I show loyalty to the company and to the team members. 1    2    3    4    5
9. I create an atmosphere of growth. 1    2    3    4    5
10. I have wide visibility. 1    2    3    4    5
11. I give praise and recognition. 1    2    3    4    5
12. I criticize constructively and address problems. 1    2    3    4    5
13. I develop plans. 1    2    3    4    5
14. I have a vision on where we are going and set long term goals. 1    2    3    4    5
15. I set objectives and follow them through to completion. 1    2    3    4    5
16. I display tolerance and flexibility. 1    2    3    4    5

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17. I can be assertive when needed. 1    2    3    4    5
18. I am a Champion of change. 1    2    3    4    5
19. I treat others with respect and dignity. 1    2    3    4    5
20. I make myself available and accessible. 1    2    3    4    5
21. I want to take charge. 1    2    3    4    5
22. I accept ownership for team decisions. 1    2    3    4    5
23. I set guidelines for how others are to treat one another. 1    2    3    4    5
24. I manage by "walking around" (the front line is the bottom line). 1    2    3    4    5
25. I am close to the business and have a broad view of where we 1    2    3    4    5
are going.
26. I coach team members. 1    2    3    4    5
27. I determine manpower requirements for my department and 1    2    3    4    5
write job descriptions for them.
28. I interview and select the most qualified candidate for an open 1    2    3    4    5
job position.
29. I provide new employees with on-the-job training. 1    2    3    4    5
30. I determine resources, material, and supply requirements for my 1    2    3    4    5
department.
31. I developed a budget for my department. 1    2    3    4    5
32. I can respond to an employee who is upset with me or someone 1    2    3    4    5
else in the organization.
33. I have counseled employees who have personal problems 1    2    3    4    5
(family, health, financial).
34. I react to situations in which the quality of an employee's work 1    2    3    4    5
goes into a decline.
35. I deal with employees who have performance issues, such as 1    2    3    4    5
suspected of substance abuse or chronically late.
36. I reward employees for good performances. 1    2    3    4    5
37. I conduct formal employee performance appraisals. 1    2    3    4    5
38. I can make a presentation to a group of peers and/or seniors. 1    2    3    4    5
39. I write reports to be distributed to a group of peers and/or 1    2    3    4    5

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 seniors.
40. I have a deep-rooted understanding of the functions of my 1    2    3    4    5
organization.
41. I am curious. 1    2    3    4    5
42. I know how to sell. 1    2    3    4    5
43. I am a good learner. 1    2    3    4    5
44. I know how to influence people and get support. 1    2    3    4    5
45. I admit my mistakes and take responsibility for my actions. 1    2    3    4    5
46. I like to talk to people and I am a great listener. 1    2    3    4    5
47. I am a good delegator. 1    2    3    4    5
48. I can separate the important issues from inconsequential ones. 1    2    3    4    5
49. I have integrity and can be trusted. 1    2    3    4    5
50. I am political only when needed. 1    2    3    4    5
  TOTAL  

Total score for all 5 columns: __________ Final Score Scoring

Total each of the five columns and then add the five columns together for your final score. The maximum score is
250 while the minimum score is 50.

As mentioned earlier, there are no right or wrong answers. This means there are no right or wrong scores. This
survey is designed to show you the areas you need to improve in. You lowest scoring answers are the areas you need
to improve. See your manager or training department for resources to help you to become more proficient in your
weak areas.

Use the table below for a general guideline of where you stand.

 175 and above - You are well on your way to becoming a leader.
 125 to 174 - You are getting close.
 124 and below - Don't Give up! Many before you have continued with their studies to become some of the
finest leaders around.

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