THREE IMPORTANT ASPECTS OF LEADING FILIPINO EMPLOYEES :

 Social Acceptance
 Business and Pleasure
 Professionalism and Personalism

A. ) Social Acceptance

1.) An important requirement for any manager to be perceived as a good leader by a

Filipino is to have genuine regard for workers. Filipinos look for caring leaders, who will
make time to interact with subordinates, listen and understand their concerns, and
value their contribution to the organization by consulting them on matters that they are
knowledgable of.
2.) Giving critical or corrective feed back to a subordinate is best done in private. This will
not only make the manager seen sensitive but will also make feedback more acceptable
Public loss of face is considered a major indignity. However, praise for performance
should generally be targeted at groups.

B. ) Business and Pleasure

1.) Social scientist have noted that Filipinos do not see work as separate from fun. Work is
closely tied up with other social practices and the climactic conditions in the country.
2.) Managers can enhance their leadership effectiveness by tapping into the Filipino
penchant for a festive atmosphere, at least when occasions allow it.
3.) New members in the work group can be welcomed with some ritual fanfare by an
assigned or volunteer group of old members.

C. ) Professionalism and Personalism

1.) The professional and the personal cannot be completely separated. One mistake that
can be made is to insist that purely professional concerns (meaning organizational and
not family or in-group concerns) dominate a worker’s priorities. It must be realized that
a Filipino’s identity and sense of meaning one significantly tied to his or her group
membership. The challenge, therefore, to contemporary management leadership, is to
link corporate goals to personal and group goals and sentiments
2.) This set of norms implies that managers need to spend time getting to know the
personal backgrounds and aspirations of subordinates in the areas which the
subordinate is willing to disclose.
 PERSONAL ENTREPRENEURIAL CHARACTERISTICS (PECs)

1. Opportunity -Seeker
a. Perceives and acts on new business opportunities
b. Seizes unusual opportunities to obtain financing equipment, land, work,
space, or assistance.
2. Persistent
a. Takes repeated or different actions to overcome obstacles
b. Makes sacrifices or expends extraordinary effort to complete a task
c. Sticks to own judgement in the face of opposition or disappointments.
3. Committed
a. Accepts full responsibility for problems encountered
b. Helps own employees to get the job done
c. Seeks to satisfy the customers
4. Risk-Taker
a. Takes moderate risks
b. Prefers situations involving moderate risks
5. Values Efficiency and Quality -Oriented
a. Always strives to raise standards and aims for excellence
b. Strives to do things better, faster, and at a lower cost.

PLANNING CLUSTER

An entrepreneur is clear on what he wants to achieve. He plans his every move because he knows
that eliminated resources will be used. To make sure that the resources (money, materials, machinery,
etc.) are efficiently used he makes his move tentatively on paper, hence, the plan. A plan is a blueprint
of the project that he wants to establish. Such quality of an entrepreneur demands that he be a:

6. Goal Seeker
a. Sets clear and specific short-term objectives
b. Sets clear and long term goals
7. Information -Seeker
a. Personally seeks information on clients, suppliers, and competitors
b. Seeks experts to render business or technical advise
c. Uses contacts or information networks to obtain information