CHAPTER I

PROBLEM AND ITS SETTING

Introduction

"Let them alone; they are blind guides of the blind.

And If the blind man guides a blind man, both will fall into a pit."

-Matthew 15:14

Leadership is a process by which a person influences others to accomplish an

objective and directs the organization in a way that makes it more cohesive and

coherent. This definition is similar to Northouse's (2007) and according to him,

leadership is a process whereby an individual influences a group of individuals to

achieve a common goal. Leadership as a process means that leaders affect and are

affected by their followers either positively or negatively. It stresses that leadership is a

two-way, interactive event between leaders and followers rather than a linear, one-way

event in which the leader only affects the followers. Defining leadership as a process

makes it available to everyone, not just a select few who are born with it. More

important, it means that leadership is not restricted to just the one person in a group

who has formal position powering that it was once common to believe that leaders were

born rather than made. While leadership is learned, the skills and knowledge processed

by the leader can be influenced by his or hers attributes or traits; such as beliefs,

values, ethics, and character. Knowledge and skills contribute directly to the process of

leadership, while the other attributes give the leader certain characteristics that make

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him or her unique. Skills, knowledge, and attributes makes a Leader. Different people

require different styles of leadership.

There are several leadership theories and styles formulated over the past few

years. These theories are made in order to postulate and have a basis in identifying the

leadership styles of an individual as a leader. There are also numerous leadership

theories that became the foundation of studying the different variables and factors

affecting leadership setting. Since leadership is a broad topic, this study come up with

the idea of incorporating major theories like the four-factor of leadership created by

Lipham and his colleagues and other applicable theories which will be used and tackled

in this research to study the leadership of barangay chairman concerning the

chairperson’s conduct in promoting the peace and order in the community.

Consideringthe government setting here in the Philippines, leadership can be

attributed to the conduct and manner of public officials on how they manage the

government agencies, carry-out laws, implement necessary rules and execute the

governmental programs necessary for the general welfare of the people. And in the

smallest political subdivision of the Philippine government, barangay serves as the

primary planning and implementing unit of government policies, plans, programs,

projects, and activities in the community, and as a forum wherein the collective views of

the people may be expressed, crystallized and considered, and where disputes may be

amicably settled. A barangay is led and governed by its barangay officials. The

barangay chairman, as the chief executive of the barangay government has powers and

responsibility to perform important functions and duties in which includes the

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preservationof peace and order in the barangay, as provided by Philippine local

government code of 1991.

The issue of peace and order in the barangay is a significant matter because it

covers the safety and security of an individual living in the society. The barangay

chairman has the authority and duty to enact laws which will be beneficial and helpful in

suppressing criminalities that are disrupting the orderliness and harmony of the

barangay. With the help of the tanod brigade,they play an important role in the

development and progress of the barangay.They also become one of the platforms in

the implementation of necessary programs of the Barangay Peace and Order

Committee (BPOC), which has the primary task of ensuring that peace and order prevail

in the barangay.

Peace and order in local communitiestranslates to a sense of a shared feeling of

security among the citizens. People who have this sense of security are more likely to

participate in community activities that aim to improve the livelihood and well-being of

all. In this sense, the maintenance of peace and order is part of the foundation for

genuine, community-based development.

Since the engagement of the barangay chairmanin preserving the peace and

order process is necessary for the improvement of the totality of the barangay,

leadership of this certain public official is a very significant feature which totally affects

the matter about peace and order within the society. Leadership styles among

barangay chairman varies and differs from one another based on the situation of the

community. In order to achieve the harmony of the society, the head of the community

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which is the barangay chairman enacts necessary actions to solve the problems and

difficulties regarding the peace and order of the barangay. It is something that really

needs to be maintained with the help of his subordinates and personnel in the barangay

sector.

In this study, the researchers want to elucidate and seek for the dominant

leadership style being manifested by the barangay chairmen from fourteen barangays

(Poblacion Barangays) in Batangas City regarding their conduct to peace and order

process. Furthermore, this study will determine if there is a significantdifference in the

leadership style of the barangay chairmen in the selected barangays of Batangas City

when grouped according to profile. In addition, the study also want to distinguish the

usual problems regarding the promotion of peace and order do the barangay chairmen

from selected barangays in Batangas City encounter while employing their respective

manifested leadership style. Lastly, this study will seek for a suitable barangay-based

leadership program which may enhance the leadership and management capacity of

the barangay chairmen from Batangas City

Theoretical Framework

This research will focus on the analysis of the leadership style emanating from

the leaders of the barangay which are the barangay chairmen in selected barangays in

Batangas City. The evaluation of the barangay chairmen’s conducts and directiveswhich

are accentuated with the peace and order status will be tackled and examined using

major and applicable theories like the one developed by Lipham and his colleagues

(2005) “The four-factor of Leadership”(structured, facilitative, participative and

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supportive) to identify the major leadership style existing in the selected barangays in

Batangas City.

The first is the structured leadership. It indicatestaking immediate action on

important issues, delegating task to subordinates, stressing organizational goals and

monitoring implementation of decisions. This leadership behavior indicates that the

leader lets the subordinates know what is expected of them, provides specific guidelines

concerning what is to be done and how to do it, sets performance standards, schedules

and coordinates work.

The second is facilitative leadership. This is a leadership style where the

barangay chairmen will obtain and provide required resources, minimize bureaucratic

work, offering suggestions for solving problems and scheduling of activities. A facilitative

leader sets challenging goals for subordinates, emphasizes excellence in performance

and shows confidence in subordinate’s ability to achieve high standards of performance.

The third type of leadership role is supportive. This means the leader encourages

other’s efforts, demonstrates friendliness and collegiality, trusting others with delegated

responsibility and enhancing staff morale. A supportive leader is friendly, approachable,

and concerned with the needs, status and well-being of subordinates. He/she treats

them as equals and frequently goes out of his way to make their work environment

pleasant and enjoyable.

The last and fourth leadership role is participative. It indicates that the leader

seeks decisional input and advice, working actively with individuals and groups,

involving others in decision making and maintaining willingness to modify preconceived

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positions. A participative leader consults with subordinates concerning work related

matters, solicits their opinions and frequently attempts to use subordinate’s ideas in

making decisions.

The said theories will be incorporated in the study to seek and evaluate what

leadership style is particularly governing to the majority of barangay chairmen from

selected barangays in Batangas City about their engagements in performing the

apportioned duties and such operations on keeping the peace and order of the

community.

The researchers’ will create a questionnaire in which its inquiries will be based

upon the theories about leadership styles so as to assess and determine what kind of

leadership style is prevailing among the majority of barangay chairmen in selected

barangays in Batangas City in relation to peace and order condition.

The concern in this study is to analyze the leadership style of barangay chairmen

in selected barangays from Batangas City. The study will determine different leadership

styles of the barangay chairmen and challenges they face in terms of their responsive

measures regarding the peace and order duty for the betterment of the condition of their

respective barangays within the Batangas City area. The study will materialize with the

help of a designed questionnaire so as to determine the leadership style being practiced

and manifested by the barangay chairmen from selected barangays in Batangas City.

In addition, an evaluation among the barangay chairmen’s leadershipwill be

made to assess the leadership style being used by them to peace and order situation in

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the barangay sector. This will offer some data, knowledge, information and practical

initiatives for enhanced methods to be used for yet to come related study.

The developed questionnaire provide certain aids that are very useful in the part

of those barangay officials under the supervision and control of the barangay chairmen

to have an objective evaluation of the latter’s performance in terms of giving necessary

actions, directives and procedures pertaining to peace and order of the barangay. By

giving concentration on this instance, a clearer view to the reasons and explanation

about leadership role of the barangay chairmen will be obtained and certainly will help

to the enlightenment of the said matter.

A research paradigm were constructed for a clearer explanation on the

procedures, changes and impacts of the study about leadership style of barangay

chairmenfrom selected barangays in Batangas City in relation to peace and order.

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 INPUT
• Barangay Chairmen's profile record
• Roles or views of the barangay chairmen in each barangay when it comes to
peace and order
• Major characteristics of the selected barangays in relation to peace and order
• Issues recently involved the barangay / current problems of the barangay in
relation to peace and order
• Leadership style of barangay chairmen in selected barangays in batangas city
when it comes to peace and order
• Views of barangay councils members and barangay chairmen about the latters
leadership when maintaining peace and order is involved

PROCESS
• Evaluation and interpretation of the result from the questionnaire

OUTPUT
• Proposed barangay-based program in order to enhance barangay official's
leadership and management capacity in handling peace and order challenges in
their respective barangays in Batangas City

Figure 1

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 Research Paradigm

Statement of the Problem

This study aims to distinguish and ascertain the functioning leadership style that is

being applied by the barangay chairmen in relation to peace and order in selected

barangays of Batangas City.

Specifically, the study endeavors to seek answers to the following questions stated

below;

1. What is the profile of the barangay chairmen (respondents) in terms of the

following variables;

1.1 Gender

1.2 Length of Service (In years)

2. What leadership style is commonly manifested by the barangay chairmen in

selected barangays in Batangas City when promoting peace and order is

involved?

3. Is there a significant difference in the leadership style of the barangay chairmen

as manifested by the selected barangays of Batangas City when grouped

according to profile?

4. What usual challenges regarding the promotion of peace and order do the

barangay officials from selected barangays in Batangas City encounter?

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 5. What barangay-based program may be developed in order to improve and help

the barangay officials’ conduct and management capacity in promoting

barangay’speace and order?

Hypothesis
From the data that are collected, the researchers constructed an assumption for

the conclusion of the study.

Null hypothesis H O : There is no significant difference in the leadership style of

the barangay chairmen as manifested in the selected barangays of Batangas City when

grouped according to profile.

Alternative hypothesis H a : There is a significant difference in the leadership

style of the barangay chairmen as manifested in the selected barangays of Batangas

City when grouped according to profile.

Assumptions

The researchers created the following assumptions in conducting this study:

1. That the chairmen and councilors of selected barangays in Batangas City who

were the participants in the study would be cooperative, kind and truthfulin

answering the questionnaire;

2. That the respondents of the study would provide the researchers with handy and

necessary information;

3. That the survey questionnaire distributed to the respondents of this study would

be collected on time;

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 4. That all the datagathered would be valuable, beneficial, valid and reliable in

answering the problems of the study;

5. That the research study conducted would be an edifying source of information for

both the researchers and readers in acquiring more knowledge about the topic;

6. That the researchers could finish the thesis on time; and

7. That the study conducted would identify the manifested leadership role of the

barangay chairmen from selected barangays in Batangas City.

Scope, Limitation and Delimitation

This study focuses on the relationship of leadership styles of barangay chairmen

in connection with the promotion of peace and order in selected barangays within the

Batangas City area.

This study has mainly give emphasis on the leadership styles of a public leader

in the conduct of peace and order in the community. The barangay chairmen in selected

barangays in Batangas City are the primary subject of this study. In addition, major

theory which is applicable in the conduct of the study like the four-factor theory of

leadership devised by Lipham and his colleagues (2005) are incorporated in the study in

order to determine and assess the leadership style of the selected barangay chairmen

in Batangas City. This research also highlights one of the social issues in the society

which is the peace and order in the barangay. The said social issue is given same and

equal consideration in the study.

The study is delimited to the smallest political subdivision of the government

which are the barangays of the Philippines, for they are the ones that is the main focus

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of this study. Places that will take part and involve in this study are thePoblacion

barangays in Batangas City specifically barangays 1, 5, 7, 8, 9, 10, 11, 13, 14, 15, 16,

19, 22 and 23. Additionally, the respondents of the said study are those current

barangay officials rendering public services in the chosen barangays whom are

personnel involved in managing and keeping the peace and order in the barangay.

Since leadership style of the barangay chairmen in relation to peace and order is the

center of this study, the researchers have chosen an applicable theory about leadership

styles and incorporated it to the study so as to set boundary and narrow the broad

subject matter.

The future findings and conclusion of the study will be based only on the facts

and data which shall be collected by the researchers. Those specific data will originate

from the primary responses of the participants in the survey questionnaire.

Significance of the Study

The study looked into the relationship of the barangay chairmen’s leadership

style to the peace and order in the barangay.

Findings of the study will help develop important information regarding the

correlation of leadership style of barangay chairmen to peace and order in the

barangay. Data obtained from this undertaking could be used in developing a deeper

understanding of barangay chairmen’s leadership since it is critical in the knowledge of

management of an entity where leadership is in a constant state of evolution, impacting

considerably the manner of a public sector.

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 For the government, this will turn out to be a necessary reference when

evaluating the conduct of barangay chairmen in terms of their performance in

preserving peace and order in their respected barangays. This research paper will also

help the government in formulating desirable laws which will assist the barangay

personnel in eliminating depravities that are disrupting the orderliness and peace of the

community.

For the city government officials, they will find this study useful as a mechanism

in their deliberations concerning the movement of the barangays in the various levels.

They can also utilize the data to analyze the leadership styles of the barangay chairmen

and in making decisions essential in managing the affairs of the barangay.

For the barangay chairmen, they will find this study asan essential reading

material because of its relevant information and findings obtained while conducting the

research. This will also aid them to become fully aware of the different leadership styles

existing up to present. Using this study, they will be able to garner new understanding,

view and realization about leadership which is very important since they are working in

a public office as leaders. Through this research, it will enhance their insights and skills

for the better utilization and management of affairs intheir respective barangays.

For the barangay peacekeepers, this study will serves as their guide in making

an objective assessment about the leadership style commonly emanating from their

respective barangay chairman. As an official law enforcers of the barangay, this study

will help them become more aware of the necessary procedures that can greatly affect

the conduct and operations in maintaining orderliness and peacefulness of the

community.

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 For the residents, this study will become a basis for them to discern how to

evaluate their barangay officials that are responsible for securing the community. Since

the participation of the dwellers in a specific place is a major contributor affecting the

maintenance of peace and order, this study they will make them realize that the success

of achieving a pleasant place also depends on their actions.

The professors of scholastic institutions particularly those teaching public

administration subject could also utilize this study when giving lectures to the learners.

Because the facts about leadership were presented in this study and incorporated with

the conduct of public officials specifically the barangay personnel. The students could at

least realize modest and multifaceted problems about leadership and as well as they

could know facts and necessary information about the effects of leadership to the

management and conduct of a specific dealings of an entity, whether it is private or

public.

Furthermore, this study will make the present researchers well-informed and

more knowledgeable about the different theories of leadership styles.

And finally, to the future researchers, this study will become a helpful tool and

source of informationfor other researches withprincipal focus about investigation on the

concept of an effective leadership among public officials. This research study will serve

as a guide in doing further investigations on the leadership roles of public officials in

different strata of government. They will be able to use the findings in this study for the

purpose of conducting a follow-up research regarding this topic, however, making an

exploration on the different setting of the problem.

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Definition of Terms

For better comprehension of the frequently used words in the study, the following

terminologies are hereby given definition lexically and operationally:

Chairmen. A person to preside over meeting. The president of committee, board

magistrate’s bench chairmanship. (The New Lexicon Webster Dictionary of the English

Language, 2010)

Government. The continuous exercise of authority over and the performance of

functions for a political unit. The organization, machinery, or agency through which a

political unit exercises authority and performs functions and which is usually classified

according to the distribution of power within it. The complex of political institutions, laws,

and customs through which the function of governing is carried out. (Merriam Webster

Dictionary, 2016)

Laissez-faire. A doctrine opposing governmental interference in economic affairs

beyond the minimum necessary for the maintenance of peace and property rights. A

philosophy or practice characterized by a usually deliberate abstention from direction or

interference especially with individual freedom of choice and action. (Merriam Webster

Dictionary, 2016)

Leader. Someone who acts as a guide. A directing head or chief of a political

party. (The New Lexicon Webster Dictionary of the English Language, 2011)

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 Leadership. Position of a leader. The quality displayed by a leader. The act of

leading or an instance. (The New Lexicon Webster Dictionary of the English Language,

2011)

Management. The act or art of managing: the conducting or supervising of

something (as a business). Judicious use of means to accomplish an end. The

collective body of those who manage or direct an enterprise. (Merriam Webster

Dictionary, 2016)

Order. A statement made by a person with authority that tells someone to do

something or an instruction or direction that must be obeyed. (Merriam Webster

Dictionary)

Peace. State of tranquility or quiet: as freedom from civil disturbance. A state of

security or order within a community provided for by law or custom. (Merriam Webster

Dictionary, 2016)

Peacekeepers. The preserver of peace; especially: international enforcement

and supervision of a truce between hostile states or communities. (Merriam Webster

Dictionary, 2016)

Public office. A position or occupation established by law or by the act of a

government body, for the purpose of exercising the authority of the government in the

service of the public. (Merriam Webster Dictionary, 2016)

Public officials. Individuals who hold such positions or exercise a public function

for any part of a territory, as well as for the whole of a country. Common examples

16
include: government ministers and civil servants; local government members and

officials; the police and other security agencies, such as immigration and border control;

the armed forces; etc. (Merriam Webster Dictionary, 2016)

Transactional. A man’s acts or deeds may be exclusively his own; his

transactions involve the agency or participation of others. A transaction is something in

completed; a proceeding may result in action, the dividing line between the two words

becomes sometimes quite faint. Both transactions and proceedings are used of the

records of a deliberative body, especially when published. (Webster Comprehensive

Dictionary International Dictionary, 2011)

Theory. Idea or ideas that explain a group of facts or phenomena; hypothesis

that has been confirmed or proved by observation, experiment, or reasoning. Branch of

science or art which deals its principles, methods, or abstract applications rather than its

practice. Abstract reasoning; speculation. Assumption or guess based on some

evidence. (Collier’s Dictionary, 2014)

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 CHAPTER II

REVIEW OF RELATED LITERATURE AND STUDIES

This chapter presents the literature, concepts, ideas and comprehensive

researches which are related on the problem under study. They were well-chosen to

support best the ideas, knowledge and insights included in this paper for better and

meaningful improvement. The related literature gives essential information and facts

concerning leadership styles necessary for the investigation, analysis and exploration of

the central topic of the research. Related studies, on the other hand, specify the

parallelism and dissimilarities of the current study to the findings of some related

researches produced in the past.

Related Literature

I. Definition of Leadership

Leadership has different meanings to various authors. In their books, leadership is

defined as influence, that is, the art of process of influencing people so that they will

strive willingly and enthusiastically toward the achievement of group goals. Ideally,

people should be encouraged to develop not only willingness to work with zeal and

confidence. Zeal is ardor, earnest, and intensity in the execution of the work; confidence

reflex in experience and technical ability. Leaders act to help a group attain objectives

through the maximum application of its capabilities. They do not stand behind a group to

push and prod; they place themselves before the group as they facilitate progress and

inspire the group to accomplish organizational goals.

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 Leadership effectiveness depends upon the various elements in the group

environment. This might be expected. Cast in the desired role of leaders, knowledge to

the realities of the group reporting to do well, to recognize that they are practicing an art.

But in doing so, they will necessarily take into account the motivations to which people

will respond and their ability to satisfy them in the interest of attaining goals.

Leadership, by contrast, involves having a visions of what the organization can

become. Leadership requires eliciting cooperation and teamwork from a large network

of people and keeping the key people in that network motivated, using every manner of

persuasion.

Every leader in every organization performs certain roles/tasks for the smooth

running of the organization and improvement of organizational performance. As a result,

Ezeuwa (2005) sees it as the act of influencing people so that they strive willingly and

enthusiastically towards the accomplishment of goals. In the same manner, Ukeje

(1999) observes that leadership means influencing people to work willingly with zeal

towards the achievement of the corporate goals. A leader cannot work alone; he must

have people to influence, direct, carry along, sensitize and mobilize towards the

achievement of the corporate goal. Leaders express leadership in many roles. These,

among others, are: formulating aims and objectives, establishing structures, managing

and motivating personnel and providing leadership (Daresh 2002).

However, Nathan (1998) asserts providing leadership is a very essential component

of a leader’s role. The leadership style leaders choose to perform the above mentioned

roles will determine whether they will accomplish the task at hand and long-term

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organizational goals or not, and whether they will be able to achieve and maintain

positive relationships with staff.

Leadership is needed whenever a goal can be attained only by the efforts of two or

more persons. When there is no leader, or when the leader does not measure up to the

requirements of his position, the group will meet with failure unless remedial measure to

install effective leadership are instituted before the situation has become hopeless.

Superior leadership will generate greater achievements, just as poor, mediocre, or

uninspired leadership will spell failure. To a substantial extent, therefor the degree of

success, which the group will eventually attain, is predicated upon the quality of

leadership with which the group in endowed.

According to Yukl (1994), leadership is the process of influencing followers. Leaders

play an important role in the attainment of organizational goals by creating a climate that

would influence employees‘ attitudes, motivation, and behavior. However, as noted by

Aldoory and Toth (2004), despite the extensive research on the construct of leadership

in the disciplines of management, business, and marketing, a ―strong scholarly

discourse on leadership is lacking in public relations. Management scholars (i.e., Bass,

1999; Castro, Perinan& Bueno, 2008) have demonstrated that effective leadership acts

through empowering employees to engage them and improve work outcomes.

Former views about leadership illustrate that it is seen as a personal capability.

However, based on opinion of Messick and Kramer (2004) that the degree to which

individuals’ exhibits leadership depends on the characteristics and personal abilities,

characteristics of the location and environment in which he finds himself.

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 Furthermore, Messick and Kramer (2004) explained that since human beings could

become members of an organization in order to achieve certain personal objectives, the

extent to which they are active members depends on how they are convinced that their

membership will enable them to achieve their predetermined objectives. Therefore an

individual will support an organization if he believes that through it, his personal

objectives and goals could be met, if not the person’s interest in the organization will

decline. According to London (2001), objectives assist executives in performing

leadership roles by providing the basis for uniting the efforts of the workers within the

organization. It was further stressed that achieving set objectives help to give identity to

an organization as well as recognition and status.

In context, leadership development can be viewed as the planned experience,

guided growth and training opportunities provided for those in position of authority. To

this effect the leader of a small scale business should recognize that their

responsibilities include performing management function, which according to Dubrin

(2007) are planning, organizing, directing, controlling and co-ordination of all activities

as they relate to the activities of the firm in order to achieve the firm’s objectives.

Based on Burns (1978) many scholars as well as practitioners argue that leadership

is one of the most observed and least understood phenomena on earth. If not the most

important, factor influencing the ethics and integrity of employees, the role modeling of

managers through setting a good example for employees, strictness of managers in

applying clear norms and sanctioning misbehavior of employees and openness of

21
managers to discuss integrity problems and dilemmas (Huberts, Kaptein, &Lasthuizen,

2007).

Leadership is a dynamic process of influencing people which, in certain

organizational conditions, can have an effect on other members, with the aim of meeting

the objectives of the group. Leading people is of great importance and it is one of the

most studied topics in this area. There are, therefore, numerous authors and theories

that try to explain leadership. However, the best way to lead people cannot be clearly

identified in practice.

Leadership is about setting a direction or developing a vision of the future together

with the necessary strategies for producing the changes needed to achieve a vision

(Long, &Thean, 2011). Leadership is one of the most observed and least understood

phenomena on earth (Burns, 1978).

Leadership is an integral part of innovative corporate performance for at least two

reasons. First, leaders construct the environments that favor creativity and ultimately

innovation (Hemlin et al., 2008; Shalley and Gilson, 2004). Second, in a top-down

process, leaders manage the strategic innovation goals and activities of their

organizations. Leaders may set these goals and direct these activities by managing

time, facilities, money, and knowledge resources by setting and managing individual

and team goals, by defining expectations for creative performance (Shalley and Gilson,

2004), by managing rewards (Mumford and Gustafson, 1988), and by granting

autonomy to individuals and teams (Hemlin, 2006; Hunter et al., 2007).

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II. Leadership Theories

A. The Great Man Theory

The Great Man Theory hypothesizes that true leaders are born not

made. Leaders have an inherent capacity to rise to the occasion when

needed either through charisma, intelligence, wisdom or some other

parameter. The theory was given prominence by a Scottish writer named

Thomas Carlyle in the 1840’s. He felt that heroes used their personal

attributes or divine intervention to shape history. His most famous quote

“The history of the world is but the biography of great men”, reflected his

belief concerning leaders being born not made (Carlyle, 1888).

B. Trait Theories

Trait Theories can be described as a branch of the Great Man

Theory. These theories hypothesize that the specific traits of an individual

give them better propensity to be a leader. These personality traits or

behavioral characteristics are inherent in the family and passed on

genetically. This theory emphasizes that leaders share many common

traits and characteristics that make them successful. Gordon Allport was

an early advocate for trait theory and the study of traits. Allport and

scholars after him identify physiological, demographic, intellective, task-

23
 related and social characteristics with leader effectiveness. Professionals

have moved on from this way of thinking and focus more on what we can

do as individuals to develop leadership qualities within ourselves and

others.

C. Contingency Theories

The Contingency Theories hypothesize that no leadership style is

correct as a stand-alone. The leadership style used is contingent on

factors such as the situation, quality of the followers or a number of other

variables. In this theory there is no one right way to lead because the

internal and external factors of the environment require the leader to adapt

to that particular situation. This could never be more prevalent in a

situation where a leader is very successful in a given organization but

when moved to a different organization the leader is a failure. The leader

didn’t change, the environment, dynamics and personnel within the

organization did. In a general sense, contingency theories are a class of

behavioral theory that contends there is no one best way of organizing /

leading and that an organizational / leadership style that is effective in

some situations may not be successful in others (Fiedler, 1967).

D. Situational Theories

Situational Theories are very similar to Contingency Theories in

that the theories hypothesize that no single best type of leadership style

exists. Effective leadership is determined by the leader, the group being

24
 led and the tasks that are required to be completed. Situational

Leadership Theory includes four different leadership styles: telling, selling,

participating and delegating. The telling style requires the leader to direct

what subordinates are to do. The selling style has the leader selling the

idea to subordinate while giving them independence and autonomy to

complete the task. The participating style has the leader interacting with

everyone about his ideas while he listens to feedback. The delegating

style has the leader fully delegating tasks to subordinates and allowing

them to work autonomously.

E. Behavioral Theories

In direct contrast to the Great Man Theory, Behavioral Theories

hypothesize that great leaders are made, not born. This theory focuses on

the actions of leaders not on personalities or characteristics they possess.

The belief is that the leader can become an effective leader through

observation, teaching and experience. This theory focuses on how leaders

behave in given situations with the thought that the leaders can be

conditioned to respond appropriately when confronted with various

situations. Theorists such as B.F. Skinner, John Watson and Kurt Lewin

have been associated with behavioral theory. Lewin (1935) argued that

there were three types of leaders: autocratic, democratic and laissez-faire.

The autocratic leader makes decisions without consulting subordinates.

The democratic leader consults his subordinates then makes his decision

25
 (with or without using their input). The laissez-faire leader lets

subordinates make the decision and therefore takes no real leadership

role other than assuming the position. Lewin believed that all leaders

could fit into one of these three categories.

F. Participative Theories

Participative Theories hypothesize that the best leaders take into

account what others have as input. This type of leadership helps to give a

sense of ownership to the subordinates with the intent to garner active

collaborative participation within the organization. By allowing

subordinates to be involved increases their knowledge of the workings

within the organization and helps them to understand the intricacies

involved in the decision making process by the leader. Using this type of

leadership when developing organizational policy that directly affects

subordinates will often result in active participation. Within this theory the

leader still retains the right to allow or not allow input of subordinates. The

level of participation required or requested may depend on the type of

decision being made. This type of leadership can lead to negative

consequences if the leader often asks for opinions then ignores the

subordinates input.

G. Management Theories

Management Theories (also known as Transactional Theories)

hypothesize that optimal performance can be achieved through the use of

26
 awards and punishments. These theories are often used in management

where employees are rewarded (bonuses, time off, etc.) when they

optimally perform and are punished (reprimanded, shift work, etc.) when

their performance is severely below expectations. These theories focus on

controlling (micromanaging), short term planning, immediate task

accomplishment and being organized. This type of leadership was first

introduced by Max Weber in 1947 then expounded upon by Bernard Bass

in 1985. The exchange between leader and subordinate involves four

dimensions: contingent rewards, active management by exception, and

passive management by exception and laissez-fair. The use of contingent

rewards has the leaders linking the goal to rewards while clarifying

expectations. Leaders set SMART (specific, measurable, attainable,

realistic, and timely) goals for the subordinates. During active

management by exception the leader monitors subordinates to ensure

adherence to rules and policy. During passive management by exception

the leader intervenes only when standards are not achieved. The laissez-

faire leader delegates responsibility and makes no decisions (as was

discussed with behavioral theorists). Transactional leadership theory is by

far the most pervasive theory used by leaders in professional

organizations.

H. Relationship Theories

27
 Relationship Theories (Transformational Theories) hypothesize that

leadership should create positive change in subordinates by taking care of

them thus enhancing motivation and performance of subordinates. This

theory focuses on the connections made between leaders and

subordinates. Leaders should motivate and inspire subordinates by

helping them to understand the importance of the task or goals trying to be

achieved. Leaders within this theoretical model usually have high ethical

and moral standards and strive to ensure organizational, group and

individual success. James MacGregor Burns first introduced

transformational leadership theory in 1978. He made a conscious effort to

point out the differences between transactional and transformational

leadership theory. While he sees this type of leadership as being

connected to a higher order of values and thinking, Bass in contrast sees

it as amoral attributing it to dysfunctional or toxic leaders at best. This

leadership theory, more than any other, incorporates multiple leadership

theories such as behavior, charismatic, situational and transactional.

I. Four-Factor Theory of Leadership

Lipham (2004) and his colleagues have developed a four factor

theory on leadership. The first is the structured leadership. It indicates

taking immediate action on important issues, delegating task to

subordinates, stressing organizational goals and monitoring

implementation of decisions. This leadership behavior indicates that the

28
leader lets the subordinates know what is expected of them, provides

specific guidelines concerning what is Tobe done and how to do it, sets

performance standards, schedules and coordinates work. The second is

facilitative leadership. This is a leadership style where the barangay

chairmen will obtain and provide required resources, minimize

bureaucratic work, offering suggestions for solving problems and

scheduling of activities. A facilitative leader sets challenging goals for

subordinates, emphasizes excellence in performance and shows

confidence in subordinate’s ability to achieve high standards of

performance. The third type of leadership role is supportive.

This means the leader encourages other’s efforts, demonstrates

friendliness and collegiality, trusting others with delegated responsibility

and enhancing staff morale. A supportive leader is friendly, approachable,

and concerned with the needs, status and well-being of subordinates.

He/she treats them as equals and frequently goes out of his way to make

their work environment pleasant and enjoyable. The fourth leadership role

is participative. It indicates that the leader seeks decisional input and

advice, working actively with individuals and groups, involving others in

decision making and maintaining willingness to modify preconceived

positions. A participative leader consults with subordinates concerning

work related matters, solicits their opinions and frequently attempts to use

subordinate’s ideas in making decisions.

29
 III. Leadership Styles

The manner that leader performs the roles and directs the affairs of the

organization is referred to as his/her leadership style. Leadership style therefore is the

way a leader leads. Some leaders are more interested in the work to be done than in

the people they work with while others pay more attention to their relationship with

subordinates than the job. Whether a leader emphasizes the task or human relations is

usually considered central to leadership style. (Chandan, 1987) define leadership style

is the ingredient of personality embodied in leader s that causes subordinates to follow

them. (Okumbe, 1998) on the other hand defines leadership styles is particular

behaviors applied by a leader to motivate subordinates to achieve the objectives of the

organization.

Leadership styles are defined as the pattern of behaviors that leaders display during

their work with and through others (Hersey and Blanchard, 1993). Miller et al. (2002)

view leadership style as the pattern of interactions between leaders and

subordinates.Theories on leadership generally argue that when leaders are able to

exhibit appropriate leadership style to the situation or context they are in, they make

high performance and employees satisfied in their job.

Some earlier explanations of leadership styles classify them on the basis of how

leaders use authority. Theories on leadership generally argue that when leaders are

able to exhibit appropriate leadership style to the situation or context they are in, they

make high performance and employees satisfied in their job.

30
 It is the leadership style that creates the appropriate climate for innovation in

organizations also with respect to the managers with a strong influence on innovation

processes in organizations has substantial leadership competence; Leadership in

innovative projects is often seen as an important management function, based on

human capabilities like: entrepreneurship, championship and strategic vision, Managers

driving innovation perform distinctive leadership styles.

There are numerous styles of leadership that are based on different theories. The

individual’s styles were based on a combination of their beliefs, values and preferences,

as well as the organizational culture and norms which encouraged some styles and

discouraged others.

A. Democratic Leadership Styles

Democratic leadership refers to a situation where there is equal work among

leaders and followers. According to Goldman (2002), democratic organizations

typically have the following six characteristics: policies are determined by a group

of organizations, technical and job performance measures are discussed so they

are understood by all, leaders provide advice to members in regards to

implementing tasks, members are free to choose with whom they work, the group

determines the distribution of tasks, and leaders try to be objective in giving

praise and criticism. Goldman (2000) states that leaders using a democratic style

of leadership build consensus through participation, but these leaders also

expect a higher level of excellence and self-direction. From my own experience I

have observed that these leaders have time to listen and share ideas with their

31
followers. They also tend to be more flexible and are responsive to one’s needs.

They are able to motivate teachers to participate in decision-making and are

respectful. The democratic style of leadership emphasizes group and leader

participation in the making of policies. Decisions about organizational matters are

arrived at after consultation and communication with various people in the

organization. The leader attempts as much as possible to make each individual

feel that he is an important member of the organization. Communication is

multidirectional while ideas are exchanged between employees and the leader

(Heenan and Bennis 1999). In this style of leadership, a high degree of staff

morale is always enhanced (Mba, 2004). In other words, consultation, teamwork

and participation are the common key characteristics of successful schools.

House and Mitchell (as reported in Oyetunyi, 2006) suggest that a leader can

behave in different ways in different situations.

B. Directive Style

Directive leadership style is similar to the task-oriented style. The leader who

uses this type of leadership style provides teachers with specific guidelines, rules

and regulations with regard to planning, organizing and performing activities. This

style is deemed to be appropriate when the subordinates’ ability is low and or the

task to be performed is complex or ambiguous. Job satisfaction is increased

when the leader gives more directives (Hoy &Miskel, 2001).

C. Supportive Style

Supportive leadership style is more of a relationship-oriented style. It requires

the leader to be approachable and friendly. He/she displays concern for the well-

32
being and personal needs of the subordinates. He/she creates an emotionally

supportive climate. This style is effective when subordinates lack self-confidence;

work on dissatisfying or stressful tasks and when work does not provide job

satisfaction (Hoy &Miskel, 2001).

D. Participative Style

The leader who employs this style consults with subordinates for ideas and

takes their ideas seriously when making decisions. This style is effective when

subordinates are well motivated and competent (Lussier&Achua, 2001).

E. Consultative Styles

The leader has substantial but not complete confidence and trust in the

employees. Although general decisions are made by the leader, he/she seeks

the opinions of the employees, but he makes the final decision. The employees

have positive attitudes toward the organization, the manager and their work.

When the employees feel that enough consultation has not taken place, they

publicly accept orders from the manager, but sometimes covertly resist the order

by insubordination, especially when the manager decides on majority rules

principle (Owens 1981).Communication flows from and to the hierarchy. The

manager consults through relevantchannels, with subordinates. They in turn

consult with him/her on matters they would like to bring to his/her attention

(Brownwell 1985). Control is mainly at the top. Middle management usually

33
delegates tasks to control subordinates at lower levels. This is done in terms of

appraisal, evaluation and supervision. Subordinates perceive control as a way of

maintaining the set standard (Ukeje 1992).

F. Achievement-Oriented Style

In this style, the leader sets challenging but achievable goals for the

subordinates. He/she pushes work improvement sets high expectations for

subordinates and rewards them when the expectations are met. That is, the

leader provides both high directive (structure) and highsupportive (consideration)

behavior. This style works well with achievement-oriented subordinates

(Lussier&Achua, 2001).

G. Autocratic Leadership Styles

Autocratic leadership refers to a system that gives full empowerment to the

leader with minimal participation from the followers. Yukl (1994) found that

autocratic leaders tend to have the following five characteristics: they do not

consult members of the organization in the decision-making process, the leaders

set all policies, the leader predetermines the methods of work, the leader

determines the duties of followers, and the leader specifies technical and

performance evaluation standards. Since this style of leadership usually only

involves one person deciding, it permits quick decision-making. Although the

autocratic style is relatively unpopular, in certain circumstances it can be an

effective strategy, especially when the leader is short on time and when followers

are not productive.The autocratic leadership style is also known as the

authoritarian style of leadership Power and decision-making reside in the

34
autocratic leader. The leader directs group members on the way things should be

done and does not maintain clear channel of communication between himself or

herself and the subordinates. He or she does not delegate authority nor permit

subordinates to participate in policy-making (Smylie and Jack, 1990; Hoy and

Miskel, 1992; John, 2002).

H. Laissez-Faire Leadership Styles

Laissez-Faire leadership is when leaders are hands-off and allow group

members to make the decisions. With this style, freedoms are fully determined by

group goals, techniques, and working methods. Leaders rarely intervene.

Laissez-faire style is described by Hackman and Johnson (2009) as the most

effective style, especially where followers are mature and highly

motivated.Laissez-faire leadership style allows complete freedom to group

decision without the leader’s participation. Thus, subordinates are free to do what

they like. The role of the leader is just to supply materials. The leader does not

interfere with or participate in the course of events determined by the group

(Talbert and Milbrey, 1994).

I. Transactional Style

Transactional leaders focus mainly on the physical and the security needs of

subordinates. The relationship that evolves between the leader and the follower

is based on bargaining exchange or reward systems (Bass, 1985; Bass and

Avolio, 1993). “Using a carrot or a stick, transactional leadership is usually

35
 characterized as instrumental in followers‟ goal attainment” (Bass, 1997). There

are three components in transactional leadership – Contingent reward, whereby

subordinates‟ performance is associated with contingent rewards or exchange

relationship; Active Management by exception, whereby leaders monitor

followers‟ performance and take corrective action if deviations occur to ensure

outcomes achieved; Passive Management by exception, whereby leaders fail to

intervene until problems become serious (Bass, 1997).

J. Transformational Style

Transformational leaders encourage subordinates to put in extra effort and

to go beyond what they (subordinates) expected before (Burns, 1978). The

subordinates of transformational leaders feel trust, admiration, loyalty, and

respect toward leaders and are motivated to perform extra-role behaviors

(Bass, 1985; Katz and Kahn, 1978). Transformational leaders achieve the

greatest performance from subordinates since they are able to inspire their

subordinates to raise their capabilities for success and develop subordinates‟

innovative problem solving skills (Bass, 1985). This leadership style has also

been found to lead to higher levels of organizational commitment and is

associated with business unit performance (Barling et al., 1996).

IV. Public Leaders and Leadership

Aristotle is said to have originated the dictum that people want a government of laws

not men. And, to an important extent, that is what people have got — the established

democracies in particular. Public leadership evolves as an adaptive response to the

non-routine, strategic challenges in a society, People can begin to map out the specific

36
challenges awaiting them whose jobs are primarily located in three constituent (and

admittedly overlapping) spheres of public governance: the political, the administrative

and the societal. (Hart, 2008)

In terms of political leadership, leaders of government are also leaders of political

parties. In most cases, they are leaders of parties well before they become leaders of

government. Political parties perform many functions, one of which is to mobilize social

and cultural partialities that support their cause. In this quite fundamental sense, leaders

of governments promote an ‘us and them’ mentality, contrasting their own party against

competing political parties. But this creative tension goes far beyond the polite forms of

party competition: heads of government frequently define their government, their nation

and indeed their society in terms of a set of differences between ‘our world’ and ‘other

worlds’, trying to reinforce a sense of national or social identity by marking out

differences or contrasts managed by competing leaders.

In a public entity, public servants manage the organizations’ transactions as well as

functional roles as a part of a bigger mechanism of government’s operation.

Managerialism is a doctrine that holds that the art of management has its own

distinctive practices and values. When applied to public organizations, managerialism

suggests that public servants have a set of distinctive managerial responsibilities that

supplement the policy responsibilities of political officials. According to Hart (2008),

Managerialism is more about the art of ‘public management’ that has overtaken the

traditional art of public administration, but in he noted that an intermediate form of

managerial organization has attracted a leadership seal of approval from the likes of

37
Philip Selznick (1957). This intermediate form emerges historically later than the original

validation of public service in the accounts of Weber and Wilson, and with reference to

Selznick should be enough to suggest that mid-twentieth century experiments in quasi-

autonomous public corporations like the Tennessee Valley Authority, the vast US public

utility studied by Selznick, or the US Forest Service studied by Herbert Kaufman (1981).

Of course, the public officials managing these valuable public enterprises exercised, writ

large as it were, the family of administrative crafts also exercised in more modest profile

by their bureaucratic cousins in the core public service. But the advantage of noting the

scale of managerial mastery delegated by politicians to public managers in public

corporations (‘statutory authorities’ in Australian parlance) is that we see all those

business-like skills predicted by Wilson on public display by the original generation of

public entrepreneurs, exercising leadership over the management of very large public

assets placed by politicians in public trust beyond the immediate political interference of

elected officials (Terry 1995).

And in the Philippine setting, there is a law which provides a comprehensive role,

functions and structural outline of leaders that manages the dealings of governmental

affairs in a local community and this is known to be the R.A. 7160. The Republic Act

7160 otherwise known as The Local Government Code of 1991provides for the

provisions of the territorial subdivision of the state which is the local government Unit. In

the Book III of the Local Government Code of 1991, it stated that the barangay is the

basic political unit of the Philippine government. Section 384 of the code assertsthat the

barangay serves as the primary planning and implementing unit ofgovernment policies,

plans, programs, projects, and activities in the community, andas a forum wherein the

38
collective views of the people may be expressed, crystallizedand considered, and where

disputes may be amicably settled. This section of theLocal Government Code projects

the role of the barangay as the front liner ofgovernment.

The most powerful government officials in the Barangay are the Punong Barangay

and the Sangguniang Barangay Members. Every barangay has a Punong Barangay

which serves as the leader of the community, Seven Sangguniang Barangay Members,

SangguniangKabataan Chairperson, Barangay Secretary and Barangay Treasurer.

They are meant to exercise executive and legislative powers. In accordance with Local

Government Code of 1991, the chief executive of the Barangay is given with executive

power for efficient, effective and economical governance, the purpose of which is the

general welfare of the Barangay and its inhabitants. On the other hand, the

Sangguniang Barangay Members shall enact ordinances as may be necessary to

discharge the responsibilities conferred upon it by law or ordinance and to promote the

general welfare of the inhabitants therein.

Relating the leadership to the local government officials, the 1987 Philippine

Constitution where the controlling provisions of local governance can be found under

Article X stated that these officials such as mayors, governors, barangay chairmen etc.

and other officials that have direct relation, influence or even working in a public entity

have different roles that portray and do in order to attain a specified goals and aims for

the betterment of the society by means of effective leadership, sense of accountability

and responsibility, transparency with accordance to the informationthat the masses

consult and must have a good governance conduct.

39
 V. Peace and Order

Security is one of the things that every individual expect in its immediate community.

Security is a feeling, according to Shehayeb (2008). She stated that “The importance of

providing a sense of security among people in public spaces cannot be

underestimated.” The author explained that the feeling of insecurity can make people

anti-social and cause stress-related outcome (p. 107). Hence, there is a need for the

maintenance of peace and order in the community to provide a secure feeling as well as

safety for the residents.

At the barangay level the maintenance of peace and order provides security to the

residences. Thus in order to strengthen peace keeping in communities, barangay peace

and order committee is created in accordance to Executive Order No. 366 (1996).

Different strategies, processes and operations are used by the peace and order

committee to attain its goals. One of these operations is the Foot Patrol. As suggested

in a study held in Philadelphia, foot patrol may be considered a good way to decrease

crime related concerns if it is intelligence-lead. In other words, foot patrol effectiveness

in handling security will be more guarantied if the selection of target areas in foot patrol

is thoroughly studied. The findings show that there is a decrease of violent crimes;

however the decrease does not suggest that it completely deter crimes (Ratcliffe 2011

p. 795-831). So, even though it is not the best solution in preventing crime related

violence, foot patrols can still decrease crime. Therefore, this strategy is still helpful in

managing peace and order.

40
 In the Philippines, R.A. 7160 provides the set of programs and committee

responsible for the conduct andmaintenance of the peace and order in the society. A

barangay tanod, also known as a barangay police officer and sometimes as BPSO

(which can stand for barangay peace and security officer, barangay peacekeeping and

security officer, or barangay police safety officer) is the lowest level of law enforcement

officer in the Philippines. He is a watchman for a barangay who is supervised by the

barangay captain and performs a variety of police functions. Tanods are "front liners in

the preparation and response to any type of atrocities, public disorders, emergencies

and even disasters or man-made calamities that threaten peace and order and public

safety." They may be either unarmed or armed simply, say with a truncheon or abolo, a

type of machete.

While they cooperate with the Philippine National Police (PNP), they are not a

part of the PNP. They do not have the same authority as police officers. Rather tanods

augment the police and fulfill "certain functions which the police force cannot

immediately discharge especially with respect to the implementation of national and

local laws within barangays." The Local Government Code of the Philippines sets out

the basic duties and responsibilities of a tanod while the Department of Interior and

Local Government provides training and a fuller definition of these duties.

Related Studies

This portion shows the extracted findings, conclusions and summaries from the

related researches, studies and also dissertations gathered and compiled by the

41
researchers that are in lined to the issues and problems with respect to leadership

styles that were produced in the past.

Foreign Studies

The leader's personality can interact with his or her behavior to help shape

his/her vision content. Examining how the self-concept may be projected by leaders into

their communications in ways that allow followers to better identify with them. According

to the study of Dinger and Sosik (2007) entitled “Relationships between leadership style

and vision content: The moderating role of need for social approval, self-monitoring, and

need for social power”, they concluded that leaders were often self-expressive of whom

they were in their communications and such expressiveness needed to be consistent

with their behavior to produce the vision statements that were authentic to their true

selves.

Sethurama& Suresh (2014) found out that the selection of an appropriate

leadership style depends on the situation as well as the personalities of leaders for

influencing. Knowing and understanding the different types of personality preferences of

a leader, can form the basis of a leadership style which will result in high probability of

success. In the same study, it concluded that personality will also help the leaders to

flex their leadership styles appropriately as and when there is a need. It is found that a

leadership style need not be inborn, but can be developed.

Leadership behaviors, such as communicating shared vision and high

performance expectations, providing an appropriate role model, fostering collaboration

among employees to achieve collective goals, stimulating new perspectives and ideas,

42
emphasizing the quality of relationships with employees, and showing concern about

employees’ individual feelings and welfare, directly cultivate employees’ favorable

overall attitudes toward the organization. In addition, the study conducted by Men

(2010) about “MeasuringImpact of Leadership Style and Employee Empowerment on

Perceived Organizational Reputation” stated that through sharing power with employees

and engaging them in the decision-making process, transformational leaders make

employees feel more accepted, trusted, and valued, thus indirectly shaping employees‘

favorable evaluation of the organization. present study provide new evidence from an

internal perspective that effective leadership such as transformational leadership

(strategic, charismatic, inspiring, democratic, and relational-oriented) shapes

employees‘ positive perception of the organizational reputation, whereas transaction-

based authoritarian leadership does not.

The study conducted byCasse and Claudel (2011) showed that the active leader

should always be aware that there is more than one way to lead others, and that his

preferred or ‘natural’ style was not necessarily the best for the situation and people

involved. In their study, three variables of business situation were checked, people’s

competence, commitment and corporate culture is a good and safe way to decide on

the best adapted leadership practice for the circumstances, which in turn should be

conducive to top performance and high personal satisfaction for team members. So,

one conclusion that the researcher stated was the active leader should be aware of the

three key indicators and adapt the leadership style(s) to the situation that currently

facing, the people who are working with the leader and the corporate culture to which

the leader belongs. As to the findings of Casse and Claudel, the major success factor of

43
good leadership is actually the leader’s ability to measure the impact that his behavior

has on people and adjust it accordingly. The leadership challenge is to be flexible

without appearing weak, ambiguous and unfair.

The study conducted and completed by Nwankwoet. al. (2008) was mainly

focused on the role of local leaders in community development programs in Ideato Local

Government Area (LGA) of Imo State. The researchers found out that among the

prominent roles played by the local leaders include; making decisions on different

issues affecting the community that require integrated approach, acting as liaison

between governmental and non-governmental agencies and the community for financial

and technical assistance, monitoring and evaluation of projects for proper

implementation, and raising funds through levies, donations, launchings, etc to finance

community development projects in the area. Further results of the said study also

showed that the main source of information on community development in the area was

through the local leaders. Also, women were not actively involved in local leadership in

the area. The respondents identified incompatibility of government policies with

community programs, insufficient sources of funds, poor implementation of programs,

and gender bias among others as the major constraints that limit local leaders from

achieving results in community development in the area. And according to the study

conducted, extension policy must legitimately recognize the potentials of local leaders in

rural community development and partner with them in the overall efforts to provide

innovative solutions to the hydra-headed nature of problems in the rural areas. In

addition, the researchers also stated that there must be gender balance in leadership in

order to give the often marginalized groups (women, youths, and children) opportunity

44
to participate in community development programs. The identified constraints need

integrated approach in providing solutions by all stakeholders in rural community

development including extension workers, farmers, influential people in the community,

government, non-governmental organizations, charity organizations, and the

international donor agencies.

The study conducted by Adeyeyeet. al (2013) about “An assessment of

leadership role of the political office-holders in the 21st century at the Nigerian local

government level: A theoretical perspective” showedthat in the 21st century, more than

75% of the contemporary political office-holders at local level found themselves at the

corridor of powers through a fortuitous combination of political circumstances; most of

them do not have a blueprint or schema for governance. Such step is expected to

acquaint them with adequate knowledge on governance and administration, as well as

pragmatic approaches to solving management and societal problems. The researchers

stated that government at the local level was rated to be the most accessible level by

citizens for their needs. The study recommended that such attribute should not be

staved off, but complemented with quick responsiveness regardless of all odds.

Moreover, in policy and project consideration, ‘public interest’ must supersede all other

forms of interest. In this capacity, local government would gain public confidence and

loyalty, as well as legitimacy. While sustaining the cordial intra-local relation, in addition

the study of Adeyeyeet. al (2013) recommended that cooperative relationship should be

established among local governments with the aim of building formidable grassroots

development and efficient mobilization and utilization of available human and material

resources. The researchers also found out that effective political leadership was at the

45
heart of effective democracy. Political office-holders are crucial to the shared vision for

local governance in Nigeria– efficient, accountable, reliable and changing lives for the

better. The study pointed out that the concerted efforts must be geared towards

ensuring that the public officials are bold and ambitious leaders, equipped to tackle

these following challenges: reinvigorating local governance; ensuring strong democratic

accountability; building civil society; making tough decisions amidst pressures;

devolving power to local people; promoting fairness; and tackling inequality.

For Lahel (2011) in his study entitled Political Leadership: Character &

Performance: A Comparative Analysis of British PoliticalLeadershipshowed that political

leadership performance in British politics has assumed an integral role. Lahel(2011)

found out that culture and institutions are contexts which frame political action, providing

performative opportunities and/or constraints. There are various ways in which political

actors deploy their person and ‘persona’ to affect and structure political outcomes e.g.

comportment, speeches, interpolation of policy. The media reception of political persona

affords political actors positive and negative opportunities and constraints. The

relationship between the media and politics is significant and consequential for political

outcomes. In addition, the relationship between performance and persona is significant;

however, the mediation of performance and persona in the public realm is not controlled

by political actors. The most important conclusion from the literature review of the said

study, interview data and case studies is that culture, institutions and performance are

inherently linked in which political performance cannot be seen in isolation from culture

and institutions.

46
 The research of Siswana (2007) regarding “Leadership and governance in the

South African Public Service: An overview of the public finance management”, revealed

that governance and managerial leadership in the South African Public Service are

faced with various forms of organizational problems or challenges, ranging from

ineffective internal controls, the inability to implement the vision and mission of a

department, lacking a culture of risk management, poor analysis of both organizational

(internal) and external environment, ineffective parliamentary oversight, low ethical

conduct, inability to manage transformation and also inability to align evolving public

finance management systems with managerial leadership’s skills base. The researcher

also found out that a lack of systems in the Public Service also contributed to poor

financial management and governance in general. Therefore, Siswana (2007) deduced

that poor systems, unethical managerial leadership and the inability of the same

leadership to analyze the environment in which they are working, poor technical and

conceptual skills and poor culture of integrated risk management in the Public Service

have been identified as having a negative effect on governance and financial

management in particular.

With respect to the leadership style in a school entities, the study of Castro

(2013) found out thatschool administrators are generally democratic and coaching

leaders who allow people a say in decisions that affect their goals and how they do their

work, thus, driving up flexibility, responsibility and keeping morale high. In the same

study, the researcher stated that school administrators possess effective

organizational productivity skills particularly transfer of knowledge skills and

organizational skills. In addition, school administrators who employ the

47
aforementioned leadership styles more often were likely to demonstrate more

effective organizational productivity skills than their counterparts. The more often

school administrators employ the aforementioned leadership styles, the more

professionalism is enhanced among the teachers. The school administrators’

organizational productivity skills are significantly correlated to teacher

professionalism. The more effective are the organizational productivity skills of

school administrators, the more teacher professionalism is developed.

Regarding the transactional leadership style concerning the bank, it was

concluded in the study conducted by Chaudhry and Javed (2012) that having this kind

of method was more motivating than those having transformational; leadership style. So

the workers are more motivated in those banks where transaction leadership style was

used, however the study found out in transactional leadership style banks wanted to

improve management by exception trait and try to be moderate in other traits of

transactional leadership aspects. According to the same study, motivation level is high

in respect of transactional method of leadership and low rate if turnover under this

method. And on the basis of Chaudhry and Javed study, they ranked it first in respect of

leadership styles beneficial for management of banks. Aside from the transactional

leadership style, the study conducted by Chaudhry and Javed also analyzed the

motivational level in respect of Laissez Faire which was low because of not

interference of management. Laissez Faire also have positive relation but due to

insignificant relation, the same study deduced that Laissez Faire style is not an

important style that boost the motivation level of workers as compare to other

48
leadership styles. So it is important for banking sector to focus and adopt that method

which is beneficial and healthy for their workers.

In terms of “the influence of managerial leadership style on employee’s job

satisfaction,” the study of Al-Ababneh(2012) found that there were also significant

differences in leadership style due to managers’ demographic characteristics, and that

the democratic leadership style was preferred among managers, in contrast to

suggestions that hotel managers prefer to be autocratic. In the same study, the results

of the data analysis indicated that there were indeed significant differences in job

satisfaction due to employees’ demographic characteristics, but that overall employees

were moderately satisfied with their jobs and with the job facets investigated. The

outcomes showed that the relationship between leadership style and job satisfaction

could not be proved, but that neither could the relationship be discounted.

While in the Australian cultural context, the study completed by Jogulu (2010)

stated that it brings about a harmonious and equal leader-subordinate relationship

because the role of a manager is typically viewed as a coordinating role. Leaders

encourage direct disagreement and choose more open discussion procedures to

resolve problems and disputes to avoid risk of being misunderstood. Jogulu said in his

study that the cultural norms and values are internalized as managers and subordinates

grow up in an egalitarian environment such as Australia, suggesting that managers who

are in chargeof other staff are only seen as someone who co-ordinates and delegates

work. In addition, leaders in egalitarian cultures are most concerned about progress and

individualism. Therefore, they are mindful of being a visionary leader to provide

49
intellectual stimulation and articulate goals to subordinates and identify with Culturally-

linked leadership styles employees. The study of Jogulu also found out that the

Australian culture shapes managers’ attitudes and behaviors into someone who is able

to be participative, consultative and co-operative in making decisions when dealing with

staff. Thus, it is important to recognize that different cultures maintain different sets of

norms and beliefs towards leadership styles because they reflect different concepts of

how reality should be viewed and practiced.

However in the study conducted by Russell (2011) on “Leadership Theories and

Style: A Transitional Approach,” he emphasized that the leadership profession currently

operates as a decentralized organization with multiple theories and styles being

prevalent. A centralized theoretical construct coupled with a sound methodology for

training needs to encompass all current theories and styles (except the Great Man

Theory) in an effort to optimize opportunities for leadership success. The Transitional

Leadership construct has the viability to be that centralized theoretical foundation for the

profession. In the sane study, the researcher included that it was understood that there

would be a process that will have to garner widespread support throughout the

leadership community before being considered as a viable new leadership theory.

Additionally, it was understood that a significant amount of research, dialogue, writing

and communication needs to be conducted in order to get the parameters of the theory

correct. The paper made by Russell served as a very general overview of the major

leadership theories and styles as well as a short introduction to the proposed

Transitional Leadership Theory.

50
 As elaborated in the study of Anwar and Haider (2015), the participative style of

leadership has a greater positive effect on employee performance in which situation

employee feel power and confidence in doing their job and in making different

decisions. And in autocratic style leaders only have the authority to take decisions in

which employees’ feels inferior in doing jobs and decisions. In democratic style

employee have to some extent discretionary power to do work so their performance is

better than in autocratic style. In their study, the researchers pointed out that the

authoritative style is appropriate: When new employees are unfamiliar and don’t have

sufficient know how about their jobs. If the employee constantly misusing their authority,

when company rules are violated by employees. When the sole person responsible for

a decision making and implementing. Based on the same research, the consultative

style is appropriate; when organization needs creative problem solving. When

organization is conducting planning meetings for the department’s working

improvement. When organization is training people for leadership roles. When you need

good and efficient performance of the day-to-day organizational tasks. The participative

style is appropriate: When organization have competent and talented team members.

When company or department planning meetings for improvements. When company

conducting evaluation sessions. When you are motivating top-performers in an

organization. When you need of innovative and creative work.

The role of leadership plays whether a particular style is dominant when dealing

with emergencies was illustrated in the study conducted by Fox (2009). Fox had made a

determination as to perceivethe effectiveness of one style of leadership over another

when dealing with emergencies. Congruently, these answers will provide important

51
information forfuture incident commanders when working together with other agencies

during the response and recovery phases of emergencies. The results of the research

showed that the police and fire disciplines used transformational style leadership most

often, and transportation leaders used transactional leadership most often. Fire/EMS

and police dominant style was Individualized Consideration, a transformational style.

Transportation’s dominant style was Contingent Reward, a transactional style. Further,

the dominant response regarding team performance was good or very good. Fox

study’s results showed that all agencies worked well together or better than average in

the great majority of incidents. The results of his research also indicated that

transportation appeared to play more of a support role in the vast majority of incidents

and transportation leadership was active in a small number of incidents.

Koech and Namusonge (2012) in their completed study “The Effect of Leadership

Styles on Organizational Performance at State Corporations” assumed the essence of

leadership is influence, leadership could broadly be defined as the art of mobilizing

others to want to struggle for shared aspirations. However, it could be argued this

“influence, mobilization and struggle” is of little value in an organizational context unless

it ultimately yields an outcome in line with the “shared aspiration” for leadership to be

deemed successful. At the same time in the said study, the literature suggests that

empirical evidence on the link between leadership styles and performance in an

organizational context is limited and inconclusive. Subsequently, Koech and

Namusonge study investigated the effect of different leadership styles on organizational

performance. Laissez-faire leadership style is characterized by avoidant leaders who

may either not intervene in the work affairs of subordinates or may completely avoid

52
responsibilities as a superior and is unlikely to put in effort to build a relationship with

them. Previous findings of similar studies assert that laissez-faire style is associated

with dissatisfaction, unproductiveness and ineffectiveness. Unsurprisingly, the

findings of their study were consistent with this observation as there were no significant

relationships between laissez-faire style and performance. The descriptive statistics

however suggests that this style was prevalently practiced by managers at the sampled

organizations. The second leadership style investigated in the study was the

prevalence of transactional leadership behaviors and their effect on organizational

performance. The “carrot or a stick” approach is instrumental in followers‟ goal

attainment. The results indicated Contingent Rewards and Active Management by

Exception have a medium positive correlation with organizational performance. On

the other hand, transformational leaders encourage subordinates to put in extra effort

and to go beyond what they (subordinates) expected before. Transformational leaders

achieve the greatest performance from subordinates since they are able to inspire

their subordinates to raise their capabilities for success and develop subordinates‟

innovative problem solving skills. As expected, relational analysis found that all

transformational leadership behaviors have a strong positive correlation with

organizational performance.

While in the study of Herrera et. al. (2003), it focused on the competitive

organizations in the 21st century depend on a comprehensive understanding of its

leader’s abilities and leadership style. Understanding the nuances and characteristics of

the existing leadership styles provides management with a necessary tool for

developing future leaders. The research study of Herrera, Enz, and Lankau was

53
focused on the perceptions of employees working in the Las Vegas casino-gaming

industry about the leadership styles found in their managers. During the first half of the

20thcentury, scholars found that individual characteristics defined leadership (McCauley,

2004). Lim and Ployhart found a strong relationship between the Five-Factor Model of

Personality factor of extroversion and the components of the transformational

leadership. Spinelli initially hypothesized that no difference would exist in the perception

about hospital executive leadership traits. Spinelli found the perceptions of hospital

employees correlated the four components of transformational leadership to the

contingent reward component of transactional leadership. In the said study, the

conclusion and finding determined that Las Vegas casino-gaming employees perceived

their managers as following the contingent rewards transactional leadership style which

is a good leadership style for the organization.

For Rotemberg and Saloner (2008), the study conducted by these two

researchers stated that leadership style affects the corporate culture of the organization

in that employee's beliefs about how they will be treated in various circumstances.

Maximization of ex ante profits sometimes requires that the firm not be too keen on

maximizing ex post profits. According to them, leadership style matters because it can

achieve this aim. The principal open question left by this research was its empirical

relevance. Fiedler (1965) showed that the extent to which the leader gives a favorable

description of his least preferred co-worker was positively correlated with the

permissiveness and human-relations orientation of the leader. He also showed that

leaders who give such favorable descriptions tend to be more successful in decision

and policy making teams and in groups that have a creative task.

54
 In Meinhart (2006) thesis about examining how four Chairmen of different

leadership styles used an evolving strategic planning system to respond to the

complex and ever changing strategic environment revealed five key leadership

concepts that today’s leaders should employ. These leadership concepts are

organized along the following five areas: importance of a vision; key characteristics of

an effective strategic planning process; the need to strike a balance between flexibility

and structure within the strategic planning system’s products; understanding the

magnitude of change needed; and using systems and processes to create a culture.

The first leadership concept is that leaders need to clearly articulate a vision,

owned by the organization, as part of the strategic planning system to influence

long-term change effectively. Chairman Shalikashvili clearly identified a need for a joint

vision in 1996 and employed an inclusive leader-involved process to create that vision,

which had wide acceptance among those he coordinated with and those above him.

The second leadership concept is that leaders need to ensure their strategic planning

processes are flexible, inclusive, and integrated to improve effectiveness. The flexible

aspect rests with the fact that, in execution, each Chairman modified to different

degrees the strategic planning system he inherited. This was caused by the leader’s

style and the strategic environment. The third leadership concept centers on the need

for leaders to ensure their strategic planning products have the proper balance between

flexibility and structure. The Chairman’s strategic planning products related to strategy

and vision had great flexibility in providing broad direction, which enabled staffs to use

their intellectual capacities to develop a wide range of successful responses to complex

issues. The fourth leadership concept is that leaders need to understand the

55
relationship between the magnitude and speed of change needed and how a strategic

planning system can be used to influence that change. If change is needed quickly and

is revolutionary in scope, then leaders should not use a strategic planning system but

work outside that formal system. The last leadership concept is that leaders can

use a strategic planning system to help them create a climate and embed a culture

within complex organizations. Leaders of complex organizations who embrace the

concepts just mentioned will be able to better use a strategic planning system to

respond to their strategic challenges and provide direction to their organizations to meet

the current demands while positioning for the future. An examination of history has

shown that each Chairman’s ever evolving strategic planning system comprised of

inclusive and flexible processes, along with the right combination of flexibility and

structurein products, was important in enabling him to provide strategic advice and

direction to our nation’s civilian and military leaders during volatile and uncertain times.

The leadership style varies in different factors that can affect the success rate of

the goal and in the study made by Khan et. al (2015), the researchers evaluated the

significance of the style of leadership in their study as a crucial project success factor in

recent years feel sure that project managers’ style of leadership will have an

impact on the project team’s outcomes. In the same study, it showed three major

objectives which were addressed by the current review. Firstly, to explore the

managers’ influential leadership styles including Transformational, Transactional and

Laissez-Faire. Secondly, to get a detailed examination of variation that could be

defined in criterion variable in connection to the predicting variables

(Transformational, Transactional and Laissez-Faire Styles of leadership). The

56
researchers concluded on their study that the democraticleadership was found as the

influential leadership style among the managers that combines both the features of

Transformational and Transactional Leadership. In second place, the style of

Transactional Leadership was found the most influential styles of leadership among

these managers.

In the study of Gonos and Gallo (2013) regarding “Model for Leadership Style

Evaluation”, concluded that most companies included in the scope of their study trust

their subordinates, but confidence is not absolute. Most of the surveyed companies use

opinions of their employees in the work processes. The analysis in the study of Gonos

and Gallo also indicated that fundamental decisions are made mostly on the top

management level. In the majority of surveyed companies, employees are motivated

by using rewards. Most of the companies also use the possibility of punishment. It is up

to the company to decide what style of leadership applies to its employees, but it is

important that employees feel needed by the company and, thus, bring benefits to their

organization and its stakeholders.

Local Studies

Napire’s (2013) study was focused on the “Adversity Quotient and Leadership

Style in Relation to the Demographic Profile of the Elementary School Principals in the

Second Congressional”, it garnered findings about thepointers to improve the

leadership style and adversity quotient profile including principals who should take

into consideration their personal attributes as well as their own implicit

understanding of leadership to determine the most effective leadership style. In

57
the study completed by Napire, he also stated that principals have to constantly

review their own adversity quotient profile as he/she is constantly exposed to

different pressures both internal and external.

The study of Pasok and Bocar (2011) which focused on the “Leadership Style of

Urban Barangay Chairmen in Ozamiz City, they concluded that although the urban

barangay chairmen manifested capabilities in performing their leadership that

contributed to the attainment of the goals of the barangays, there were certain areas

that they needed to improve on. Also, it can be inferred that for the barangay chairmen,

their facilitative and the participative leadership styles should be more emphasized and

refined since the perceptions of their subordinates did not coincide with their own

perceptions. On the other hand, their structured and supportive leadership styles should

be continued and be polished further because the responses of their subordinates

supported their own evaluations. The researchers recommended that the city

government must encourage the barangay chairmen to enact more ordinances to

improve socio-economic conditions. They must also initiate an annual review of the

goals of the barangay together with their officials to clarify each member’s role in the

attainment of the barangay’s objectives. And intensify participation of council members,

health workers, and purok presidents in taking actions as issues and problems

emerged.

Synthesis of Reviewed Materials

58
 The related literature and studies collected help the researchers to manage the

proper conduct of the study. It guided the researchers in making a sound and valuable

study that will greatly contribute to the pond of knowledge.

Majority of the studies revealed that leader’s behavior, characteristics and

outlook towards attaining the specified goal affect the way of his conduct in terms of

leading the people around him. Leadership means a lot in the success or failure of the

organization, the leaders and the followers. The right leaders carry in their position the

authority, responsibility and accountability.

The present study was similar to the different studies conducted by different

researchers in terms of its variables which dealt with the leadership styles of the high

ranking officials in an entity and the perspectives of its followers toward the kind of

leadership style that the leader manifests in the course of which aimed to correlate the

two variables in connection with the leaders’ functions.

This present study is different to the other studies in terms of its propose which is

primarily to look into the leadership style being used by the Barangay Chairmen in

relation to peace and order in selected barangays in Batangas City.

59
 CHAPTER III

RESEARCH METHODOLOGY

This chapter manifestly explains the methodological part of this study. The

research design of the study is presented in this chapter as well as the well-chosen and

appropriate participants in the study. The data gathering instrument and data gathering

procedure are also included in this chapter which have tackled the ways and

procedures on how the researchers obtain and garner specific and necessary

information while conducting the study.

Research Design

A descriptive research survey based on the perceptions of the barangay

chairmen and barangay councilorsfrom the selected Poblacion barangays in Batangas

City had been undertaken. The researchers used a descriptive method of research in

the attainment of significant information for the completion of this study.

The researchers chose this method to identify, answer and explore the subject

matter under study which is the leadership style of barangay chairmen in relation to

peace and order in selected barangays in Batangas City. The descriptive research

technique was incorporated in order to accomplish and attain the study’s objectives.

Descriptive method proceeds to describe certain phenomena. For this reason,

some authorities research describe it to be “fact finding” or “information gathering” with

analytical interpretations.

60
Participants of the Study

Hair, Bush and Ortinau (2009) postulated that the target population of a research

study encompasses individuals sharing a unique focus or purpose. Leedy and Ormrod

(2005) found that the validity of the sample size depends on the level of homogeneity of

the population. The subjects of this research are the barangay chairmen and barangay

councilors which came from the fourteen selectedbarangays within

thePoblacionBatangasCity area.

The respondents of the study were comprised of the fourteen barangay chairmen

and ninety – one barangay councilors from chosen barangays inBatangas City. They

were the primary participants of this study in which the relevant data were taken.

Data Gathering Instrument

The researchers applied the survey method in order to attain essential data

which were beneficial in accomplishing the study.

The primary tool that the researchers utilized for collecting significant data for this

study was a questionnaire. In order to construct an understandable and reliable survey

questionnaire, the researchers had done an analysis and reading after which the

questionnaire would be formed. Aside from this, the researchers had examined and

studied some of the past investigations relative to this study.

The questionnaire was composed of relevant inquiries regarding the main topic

of the research which is leadership style of barangay chairmen in relation to peace and

order from selected barangays in Batangas City.

61
 Moreover, the researchers held a further interview to clarify and explain the

responses obtained from the designed survey questionnaire. The interview was an

unstructured one and executed to gather supporting details and explanation from the

participants of the study regarding their respective feedbacks.

Data Gathering Procedure

To acquire pertinent and important information needed for the accomplishment of

this study, the researchers sought necessary data from journals, magazines, books and

other research materials regarding the focus of the study being examined. The

researchers also browsed various site on the internet that gives reliable and accurate

information which are significant for the problem under study. The same references and

sources had been utilized to devise a concrete conceptual framework and to develop a

good questionnaire for survey.

Aside from that, the researchers visited several libraries and looked through

available resources that have a significant bearing in the study.

In addition, the researcher perused various undergraduate theses, dissertations

and published researches in order to have a guide and insight on the structure and

necessary parts of a research paper. The researchers consulted many theses which

served as reference and secondary source for collecting suitable and handy information

that became beneficial in attaining the objectives of the study.

62
Statistical Treatment

The data obtained from the questionnaire will be tallied, tabulated, analyzed and

statistically treated to simplify the analysis and in order to arrive at certain and concrete

conclusions.

For more valid and meaningful interpretation of data, percentage method,

weighted mean and frequency will be employed to verify and check the future

information. Moreover, the chi square method will be used in order to determine the

relationship and validity of the hypothesis. This is also known as the statistical

hypothesis test. These will be used to distinguish the leadership style of barangay

chairmen in relation to peace and order from three selected barangays in Batangas

City.

Percentage Method. This method determines the relationship between

magnitudes as part of a whole. The data collected are presented on table so called

frequency table. Frequency and Percentage distribution determine the ratio of the

participants falling in every category. The formula in getting the percentage is presented

below.

P = f/n x 100

Where: P = Percentage

F = Frequency

N = Total number of participants

100 = Constant multipier

63
 Weighted Mean.This statistical tool is another descriptive statistics that is similar

with the average. The weighted is also called the weighted average. It is a mean

calculated by giving values in a data set more influence according to some attribute of

the data. It is an average in which each quantity to be averaged is assigned weight, and

this weightings determine the relative importance of each quantity on the average.

The formula in computing the weighted mean is as follows:

Where: Wm = Weighted mean

Ws = Weighted some

Tr = Total response (sample population)

Ws = (W1 + W1) + (W2 + W2) + (W3 + W3) + … (Wn + Wn)

Where: Ws = Weighted mean

W1 W2 = Weighted sum

r1 = Frequency of response

P – Value. The p-value is defined informally as the probability of obtaining a

result equal to or "more extreme" than what was actually observed, when the null

hypothesis is true.This ignores the distinction between two-tailed and one-tailed tests

which is discussed below.

In frequentist inference, the p-value is widely used in statistical hypothesis

testing, specifically in null hypothesis significance testing. In this method, as part of

experimental design, before performing the experiment, one first chooses a model (the

64
null hypothesis) and a threshold value for p, called the significance level of the test,

traditionally 5% or 1% and denoted as α. If the p-value is less than or equal to the

chosen significance level (α), the test suggests that the observed data is inconsistent

with the null hypothesis, so the null hypothesis must be rejected. However, that does

not prove that the tested hypothesis is true. When the p-value is calculated correctly,

this test guarantees that the Type I error rate is at most α. For typical analysis, using the

standard α = 0.05 cutoff, the null hypothesis is rejected when p < .05 and not rejected

when p > .05. The p-value does not, in itself, support reasoning about the probabilities

of hypotheses but is only a tool for deciding whether to reject the null hypothesis.

Chi-square Test. A chi-squared test, also written as χ2 test, is any statistical

hypothesis test wherein the sampling distribution of the test statistic is a chi-squared

distribution when the null hypothesis is true. Without other qualification, 'chi-squared

test' often is used as short for Pearson's chi-squared test. This statistical tool was used

to evaluate the relationship of the given variables in this study.

The formula for the chi-square statistic used in the chi square test is:

The chi-square formula.

65
 CHAPTER IV
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

This chapter presents the analysis and interpretation of the data gathered to

provide a more accurate conclusion for the study. The presentation was patterned on

the sequence of the statement of the problem.

1. Profile of the Barangay Chairmen (Respondents)

The profile of the respondents (Barangay Chairmen) includes gender and length of

service.

Gender. Table 1 presents the distribution of the respondents in terms of gender.

It also shows its frequencies and percentage.

Table 1
Distribution of Respondents in terms of their gender
Gender Frequency Percentage
Male 10 71
Female 4 29
Total 14 100

The table above shows the personal profile of the barangay chairmen in terms of

gender. Ten (10) respondents, or 71%, were male barangay chairmen. It can be

perceived from the table that there were more male barangay chairmen respondents. Of

the 14 respondents, only four (4) barangays were governed by female barangay

chairman, which made up only of 29% of the respondents.

66
 Length of Service (In Years). Experience could be one of the indicators of a

leader’s ability to lead. The data pertaining to the length of service of the barangay

chairmen (respondents) is presented in table 2.

Table 2
Distribution of Respondents in terms of their length of service
Length of service Frequency Percentage
1-3 3 22
4-6 3 22
7-9 3 22
10 and above 5 34
Total 14 100

The table above presents the professional profile of the respondents regarding

their working experience. Of the fourteen (14) barangay chairmen, three (3) or 22% has

a working experience of one (1) to three (3) years. Three (3) out of fourteen (14)

barangay chairmen respondents is continuouslyrendering their service for four (4) to six

(6) years. Under the bracket of seven (7) – nine (9) years, there were three (3) or 22%

respondents which had been rendering service in that span of time. Lastly, thirty-four

percent (34%) of the respondents comprises the barangay chairmen with ten (10) and

above years of working experience as a public officials. The data shows that most of the

barangay chairmen had been in the public service for more than ten (10) years.

2. Leadership style commonly manifested by the barangay chairmen

Table 3
Leadership Style manifested by the Barangay Chairmen when Promoting Peace and
Order(As assessed by the Barangay Chairmen)
Leadership style Frequency Percentage
Structured 3 21
Facilitative 2 14
Supportive 9 65
Participative 0 0
Total 14 100

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 The table above displays the data computed regarding the leadership styles of

the barangay chairmen. Based on the assessment made by the selected barangay

chairmen, it can be seen that most of the barangay chairmen are using the so called

supportive leadership. Nine (9) out of fourteen (14) barangay chairmen respondents or

about or 65% are practicing the supportive leadership style.

Table 4
Leadership Style manifested by the Barangay chairmen when Promoting Peace and
Order (As assessed by the Barangay Councilors)
Leadership style Frequency Percentage
Structured 18 20
Facilitative 6 7
Supportive 41 45
Participative 26 28
Total 91 100

Table 4 shows the assessment made by the barangay councilors regarding the

leadership styles of the barangay chairmen in the selected barangays in Poblacion,

Batangas City. Based on the result, it can be perceived that forty-one (41) out of ninety-

one (91) barangay councilors states that the kind of leadership style that is used by the

barangay chairmen is one of a supportive leadership. Most of the respondents agreed

that a supportive leadership style is being manifested by the barangay chairmen.

3. Significant difference in leadership style of the barangay chairmen when

grouped according to profile
Table 5
Difference in the Leadership Style of the Barangay Chairmen in terms of their
Length of Service
Length of service
Leadership
style 10 and
1-3 4-6 7-9 above Total

68
 Structured 0 1 0 2 3
Facilitative 2 0 0 0 2
Supportive 1 2 3 3 9
Total 3 3 3 5 14
Computed chi-square value=10.68, p-value=.099 (Failed to Reject, NS)

In this table the computed p value of 0.099 is higher than 0.05, then the result

simply imply that there is no significant difference between the leadership style of the

barangay chairmen and their length of service. This shows that it does not necessarily

mean that the longer the period of service, the better the leadership style used in their

respective barangay.

Table 6
Difference in the Leadership Styles of the Barangay Chairmen in terms of their Gender
Leadership Gender
style Male Female Total
Structured 2 1 3
Facilitative 1 1 2
Supportive 7 2 9
Total 10 4 14
Computed chi-square value=0.66, p-value=.719 (Failed to Reject, NS)

In the difference in the leadership style of the barangay chairmen in terms of

gender the p value of 0.719 was computed and such is higher than 0.05, then there is

no significant difference between the leadership style of the barangay chairmen and

their gender. This shows that gender does not determine the leadership style used by

the barangay chairmen in their respective barangay.

69
4. Usual challenges encountered in the promotion of peace and order in
selected barangays
Table 7
Mean Distribution in the Responses on the Challenges/Issues regarding the Promotion
of Peace and Order
Facilities/Equipment Problems Brgy Chairmen Brgy Councilors

WM VI WM VI
1. Faces shortage in funds to finance the necessary 2.79 Frequently 2.58 Frequently
things for programs regarding the promotion of
barangay’s peace and order
2. Encounters mechanical trouble in vehicles which are 2.36 Occasionally 2.32 Occasionally
used for patrolling and securing the barangay’s
vicinity
3. Experiences faulty communication equipment (e.g. 2.14 Occasionally 2.41 Occasionally
telephone, radio communication) which leads to slow
response to peace and order conflict within the
barangay
4. Has poor level of surveillance result regarding the 1.93 Occasionally 2.19 Occasionally
barangay’s peace and order condition due to
malfunctioning equipment (e.g. closed-circuit
television camera, radio, patrol van)
5. Experiences poor handling of street crimes regarding 2.0 Occasionally 2.31 Occasionally
peace and order during nights due to few and faulty
streetlights in the barangay
COMPOSITE MEAN 2.24 Occasionally 2.36 Occasionally

In this table it clearly showed that according to the Barangay Chairmen, the main

challenge or issues that affects peace and order in terms of facilities and equipments in

their barangay is the shortage in funds to finance the necessary things for programs

regarding the promotion of barangay’s peace and order campaign. On the otherhand,

based on their perspective, with the weighted mean of only 1.93, it occasionally facing

poor level of surveillance result regarding the barangay’s peace and order condition due

to malfunctioning equipment (e.g. closed-circuit television camera, radio, patrol van).

In the same table according to the barangay councilors, it is frequently facing the issue

on shortage in funds to finance the necessary things for programs regarding the

promotion of barangay’s peace and order. They observed that same challenge as

70
observed by the barangay chairmen. Meanwhile, according to the barangay councilor’s

perspective the same poor level of surveillance result regarding the barangay’s peace

and order condition due to malfunctioning equipment (e.g. closed-circuit television

camera, radio, patrol van) is occasionally observed.

The table in general states that most of the problems on facilities and equipments

listed above occasionally occur.

Table 8
Mean Distribution in the Responses on the Challenges/Issues regarding the Promotion
of Peace and Order
Managerial Problems Brgy Chairmen Brgy Councilors
WM VI WM VI
1. Sees lack of cooperation and involvement among 2.21 Occasionally 2.26 Occasionally
barangay officials in different projects/programs
intended for the promotion of barangay’s peace and
order
2. Perceives lack of knowledgeable and active 2.29 Occasionally 2.47 Occasionally
personnel engaged in the promotion of peace and
order in the barangay
3. Witnesses failure in implementing certain program for 2.07 Occasionally 2.15 Occasionally
the promotion of barangay’s peace and order due to
personnel’s incompetence
4. Faces jeopardy because of scarce man power that 2.07 Occasionally 2.35 Occasionally
will carry-out programs on the promotion of
barangay’s peace and order
5. Notices negligence of duty on the maintenance and 2.07 Occasionally 2.25 Occasionally
promotion of barangay’s peace and order among
appointed officials
6. Encounters conflict among personnel due to 1.93 Occasionally 2.19 Occasionally
misapprehension of the laid objectives on programs
for the promotion of barangay’s peace and order
COMPOSITE MEAN 2.11 Occasionally 2.28 Occasionally

The table showed that the main issue in terms of the management of peace and

order program of the barangay was the perceived lack of knowledgeable and active

personnel engaged in the promotion of peace and order. This challenge obtained the

highest weighted mean for both the barangay chairmen and barangay councilor’s

71
perspective. However, according to the barangay chairmen obtaining the lowest

weighted mean is with regard to the issue on conflict among personnel due to

misapprehension of the laid objectives on programs for the promotion of barangay’s

peace and order. The same is the perspective of the barangay councilors.

It can be seen in the table that all the stated problems in relation to management of the

peace and order of the barangay, occasionally occur.

Table 9
Mean Distribution in the Responses on the Challenges/Issues regarding the Promotion
of Peace and Order
Issues affecting the promotion of Brgy Chairmen Brgy Councilors
peace and order
WM VI WM VI
1. Robbery 2.21 Occasionally 2.82 Frequently
2. Gang fighting 1.36 Never 2.37 Occasionally
3. Trespassing 1.43 Never 1.74 Occasionally
4. Destruction of private property 1.43 Never 1.76 Occasionally
5. Conflicts between residents 2.07 Occasionally 1.90 Occasionally
6. Drug abuse 1.71 Occasionally 1.79 Occasionally
7. Family feud 1.93 Occasionally 1.93 Occasionally
COMPOSITE MEAN 1.73 Occasionally 2.0 Occasionally

The highest weighted mean of 2.21 and 2.82 for both the barangay chairmen and

barangay councilor were obtained respectively. Robbery is the main issue affecting the

promotion of peace and order in the selected barangays of Batangas City. Both the

barangay chairmen and the barangay councilors agreed on the same problem.

Moreover, according to most of the respondent barangay chairmen, gang fight,

trespassing and destruction of private property were never present in their barangays.

72
The barangay councilors however, agreed that robbery is frequently present in their

barangay. It is occasional that trespassing incidents occur in their locality.

6. Proposed measures to improve and help the barangay officials conduct

and management capacity in handling peace and order situation

Table 10
Frequency and Percentage Distribution of Participants Responses on Proposed
Measures to Improve Conducts in Barangay’s Peace and Order
For the Barangay Officials Brgy Chairmen Brgy Councilors

f % f %
1. Conduct a monthly symposium about the role of barangay 9 64.29 38 41.76
officials when it comes to preservation and promotion of peace
and order
2. Undergo management training program for them to improve their 13 92.86 62 68.13
capacity in handling peace and order conflicts as public officials
3. Hold an annual conference which will tackle leadership on 11 78.57 46 50.55
promoting peace and order whose participants will be the
barangay public officials in the Batangas city
4. Perform a joint/collaborative action with neighboring barangays 11 78.57 42 46.15
for the purpose of resolving similar peace and order conflicts

In the table, 92.86% of the respondent barangay chairmen believed that there is

a need to undergo management training program for them to improve their capacity in

handling peace and order conflicts as public officials so as to improve officials’ conduct

and management capacity in promoting peace and order. Meanwhile, the barangay

councilors agreed that the same leadership program shall be developed for

improvement and enhancement of the official’s conduct and management capacity in

promoting peace and order in the barangay.

Table 11
Frequency and Percentage Distribution of Participants Responses on Proposed
Measures to Improve Conducts in Barangay’s Peace and Order
For the Laws/Ordinances Brgy Chairmen Brgy Councilors

f % f %
1. Revise or amend existing peace and order laws/ordinances so 9 64.29 33 36.26
as they can comply to the changing condition/situation of the
barangay

73
2. Create new ordinances or laws which will help in maintaining 12 85.71 48 52.75
and promoting the barangay’s peace and order
3. Innovate already passed ordinances/laws to conform with the 8 57.14 42 46.15
cases involving peace and order issues in the barangay
4. Review past cases about the barangay’s peace and order 12 85.71 64 70.33
condition and form an ordinance which will aid to suppress
crimes that causes turmoil in the barangay

In this table 11, itshowed two factors were needed about barangay ordinances to

improve the capacity in promoting peace and order campaign in the barangay. 85.71%

of the respondent barangay chairmen believed that there is a need for creation of new

ordinances or laws which will help in maintaining and promoting the barangay’s peace

and order and the need to innovate already passed ordinances/laws to conform to the

cases involving peace and order issues in the barangay. However, most of the

barangay councilors believed that there is a need to review past cases about the

barangay’s peace and order condition and form an ordinance which will aid to suppress

crimes that causes turmoil in the barangay.

Table 12
Frequency and Percentage Distribution of Participants Responses on Proposed
Measures to Improve Conducts in Barangay’s Peace and Order
For the Residents Brgy Chairmen Brgy Councilors

f % f %
1. For every 50 residents, delegate at least 2-3 6 42.86 30 32.97
barangay tanods whom will take charge of the peace
and order concerns of the citizens
2. Organize an activity which will elevate the awareness 12 85.71 45 49.45
of the residents when it comes to peace and order
laws/ordinances of the barangay
3. Impose justifiable fine to those people who violated 9 64.29 40 43.96
peace and order laws implemented in the barangay
4. Encourage the residents’ participation in the 13 92.86 75 82.42
promotion of peace and order in the barangay
through information dissemination and voluntary
works for the betterment of the area’s condition

The result suggest that both the barangay chairmen and the barangay councilors

agreed that the residents must be encouraged to participation in the promotion of peace

74
and order in the barangay through information dissemination and voluntary works for

the betterment of the area’s condition.

Table 13
Frequency and Percentage Distribution of Participants Responses on Proposed
Measures to Improve Conducts in Barangay’s Peace and Order
For the Facilities/Equipment Brgy Chairmen Brgy Councilors
f % f %
1. Install closed-circuit television camera (CCTV) in dangerous 13 92.86 73 80.21
areas of the barangay to help monitor the peace and order
situation in the barangay
2. Have an additional patrol/emergency vehicle which will be used 9 64.29 46 50.55
for securing and observing the barangay’s vicinity
3. Upgrade telecommunication devices that can be helpful in 10 71.43 46 50.55
promoting peace and order in the barangay (e.g. radio,
telephone, computer)
4. Provide complete set of equipment for barangay police officers 8 57.14 54 59.34
(e.g. batuta, flashlights, tasers, handcuffs, automobiles) that can
be used for monitoring the state of peace and order in the
barangay

This table suggests that both the barangay chairmen and the barangay

councilors believed that with regard to facilities and equipment their barangay needed

the installation of the closed-circuit television camera (CCTV) in dangerous areas of the

barangay to help monitor the peace and order situation in the barangay.

Table 14
Frequency and Percentage Distribution of Participants Responses on Proposed
Measures to Improve Conducts in Barangay’s Peace and Order
Other Means to Use for Improvement Brgy Chairmen Brgy Councilors
f % f %
1. Implement three methods of patrol systems (1. Vehicle 9 64.29 43 47.25
patrol, 2. Bicycle Patrol, 3. Foot Patrol)
2. Form partnerships with non-governmental organization and 9 64.29 47 51.65
recruit volunteer tanods who will promote and preserve
peace and order in the barangay
3. Establish an exclusive network-provided service/hotline for 9 64.29 53 58.24
the complaints of residents of the barangay concerning
peace and order status
4. Make the synchronize barangay assembly a mandatory 12 85.71 64 70.33
event so as to have a formal discussion of the status of the
activities in the barangay (e.g. peace and order matters,
financial expenditures, problems affecting the barangay)

75
 In this table, he barangay chairmen and the barangay councilors mostly agreed

that government must make the synchronize barangay assembly a mandatory event so

as to have a formal discussion of the status of the activities in the barangay (e.g. peace

and order matters, financial expenditures, problems affecting the barangay).

76
 CHAPTER 5

SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

This chapter presents the summary of the findings based on the data gathered,

analyzed and interpreted, as well as the conclusion drawn from the findings and the

recommendations based on the conclusions.

This study aims to distinguish and ascertain the functioning leadership style that

is being applied by the barangay chairmen in promoting peace and order in selected

poblacion barangays inBatangas City.

Specifically, it aimed to answer the following questions:

1. What is the profile of the barangay chairmen (respondents) in terms of the

following variables;

1.1 Gender

1.2 Length of Service (In years)

2. What leadership style is commonly manifested by the barangay chairmen in

selected barangays in Batangas City when promoting peace and order is

involved?

3. Is there a significant difference in the leadership style of the barangay chairmen

as manifested by the selected barangays of Batangas City when grouped

according to profile?

77
 4. What usual challenges regarding the promotion of peace and order do the

barangay officials from selected barangays in Batangas City encounter?

5. What barangay-based program may be developed in order to improve and help

the barangay officials’ conduct and management capacity in promoting

barangay’s peace and order?

There were fourteen (14) barangay participants in the study. The researchers

used the descriptive method of research with the questionnaire as the main instrument

for gathering data. For other information, the researchers consulted different books and

unpublished theses related to the study. The researchers used two questionnaires, one

was for the barangay chairmen and other one was for the barangay councilors. For the

barangay councilors, the questionnaire was divided into three (3) sections such as the

leadership styles, challenges encounter with regard to the promotion of peace and order

and the last part was for the actions proposed for the improvement of barangay’s peace

and order. For the barangay chairmen, the only difference was it has a profile as its first

part and the rest was similar to the barangay councilors. After the questionnaire had

been validated, copies were distributed. The retrieval of questionnaire was attained after

two weeks. The study used percentage method in ascertaining the ratio of the

frequency of the responses and the weighted mean to find out and interpret the data.

The researchers also used the chi-square method to determine if the hypothesis

formulated would be accepted or rejected.

78
Summary of Findings

The following findings are revealed after tabulating and interpreting the data gathered.

1. Profile of the respondents

The profile of barangay chairmen respondents was derived from the selected

variables

1.1 Gender. Based on the data gathered, most of the barangay chairmen

respondents are male with a frequency of ten (10) or a percentage of

seventy-one (71%).

1.2 Length of Service (In years). Most of the barangay chairmen respondents

served for 10 years and above as a public servant in their respective

barangays with a frequency of five (5) or a percentage of thirty-four (34%).

2. Leadership style commonly manifested by the Barangay Chairmen in

Selected Barangays in Batangas City when Promoting Peace and Order is

Involved

According to the assessment made by the barangay chairmen, majority of

the barangay chairmen stated that the leadership style they use in relation to the

promotion of peace and order in the barangay is the supportive leadership. Nine

(9) out of fourteen (14) barangay chairmen respondents were practicing the said

leadership style with an equivalent of sixty-five as its percentage They deemed

themselves as a leader which encourages other’s efforts, demonstrates

friendliness and collegiality, trusting others with delegated responsibility and

79
 enhancing staff morale. Most of them assessed themselves as friendly,

approachable, and concerned with the needs, status and well-being of

subordinates. They treats the staffs as equals and frequently goes out of his way

to make their work environment pleasant and enjoyable.

According to the perspective of the barangay councilors in assessing the

leadership style of the barangay chairmen, majority of them indicated that the

leadership style being used by the barangay chairmen is the supportive

leadership. Forty-one (41) out of ninety-one (91) barangay councilors states that

the kind of leadership style that is used by the barangay chairmen is one of a

supportive leadership. Most of the respondents agreed that a supportive

leadership style is being manifested by the barangay chairmen.

3. Significant Difference in the Leadership style of the Barangay Chairmen

when Grouped according to Profile

In terms of length of service, since the computed p value obtained from

the data is 0.099 which is greater than 0.05, then it means then that there is no

significant difference between the leadership style of the barangay chairmen and

their length of service. This shows that it does not necessarily mean that the

longer the period of service, the better the leadership style used in their

respective barangay.

In terms of gender, since the computed p value is 0.719 which is higher

than 0.05, then there is no significant difference between the leadership style of

the barangay chairmen and their gender. This shows that gender does not

80
 determine the leadership style used by the barangay chairmen in their respective

barangay.

4. Usual challenges/issues regarding the promotion of peace and order that

the barangay officials from selected barangays in Batangas City encounter.

In terms of facilities/equipment problems, the barangay chairmen as well

as the barangay councilors agreed that they frequently faces shortage in funds to

finance the necessary things for programs regarding the promotion of barangay’s

peace and order with a weighted mean of 2.79 and 2.58 respectively.

In terms of managerial problems, both respondents (barangay chairmen

and barangay councilors) stated that they occasionally perceives lack of

knowledgeable and active personnel engaged in the promotion of peace and

order in the barangay as their highest rated problem under the said category with

the weighted mean of 2.29 and 2.47 respectively.

In terms of conflicts/issues affecting the promotion of peace and order, the

barangay chairmen and barangay councilor answered with the same view that

robbery was the usual issue they encounter that were causing turmoil in the

barangay’s peace and order. It has the weighted mean of 2.21 which means

occasionally for the barangay chairmen while for the barangay councilors it has a

weighted mean of 2.28 meaning they have been encountering the said issue

frequently.

81
5. Leadership program that may developed in order to improve and help

officials’ conduct and management capacity in promoting peace and order

In terms of the improvement for the barangay officials conduct in

promoting peace and order, the barangay chairmen saw that there was a need

toundergo management training program for them to improve their capacity in

handling peace and order conflicts as public officials. It’s the highest rated

proposed program in this category. 13 out 14 or 92.82% of barangay chairmen

choose this proposed action while 62 out of 91 or 68% of the barangay

councilors preferably had chosen also the said proposal.

Under the law/ordinances matter, the item “review past cases about the

barangay’s peace and order condition and form an ordinance which will aid to

suppress crimes that causes turmoil in the barangay” gained 85.71% from the

barangay chairmen which means 12 out of 14 barangay chairmen prefer this

action while mostly of the barangay councilors also chose this as a suitable

action to do for the law/ordinances in their barangay with a percentage of 70.33%

response.

With respect to the involvement of the residents, the item “encouraging the

residents’ participation in the promotion of peace and order in the barangay

through information dissemination and voluntary works for the betterment of the

area’s condition” gained the first spot in the category which means that the

barangay chairmen and barangay councilors deem it necessary in order to uplift

and promote the peace and order in their respective barangay.

82
 In lined with the improvement in facilities/equipment, the barangay

chairmen and the barangay councilors agreed that installing closed-circuit

television camera (CCTV) in dangerous areas of the barangay is a necessary

means to help monitor the peace and order situation in the barangay. 13 out of

14 or 92.86 % of the barangay chairmen believed that this kind of technological

improvement in the promotion of peace and order would become helpful while

there are 73 out of 91 or 81.20 percent of the barangay councilors which agreed

that such improvement in equipment would be beneficial in their respective

barangays.

The other highest rated proposed means on how to improve the promotion

of peace and order in barangay was “making the synchronize barangay

assembly a mandatory event so as to have a formal discussion of the status of

the activities in the barangay (e.g. peace and order matters, financial

expenditures, problems affecting the barangay)”. This gained the approval of 12

out of 14 or 85.71% of the barangay chairmen in terms of possible means in

helping the conduct relating to improvement of the promotion of peace and order

in the barangay and 64 out of 91 or 70.33 % of the barangay councilors

agreed that this proposed measure would become a better way to help in

promoting peace and order in their respective barangays.

Conclusions

Based on the findings of the study, the following conclusions were drawn:

83
1. The gender does not necessarily determine the leadership style of the

barangay chairmen.

2. The length of service has nothing to do when identifying the leadership style

being used by the barangay chairmen.

3. The most manifested leadership style of barangay chairmen in the selected

barangays within the poblacion batangas city is the supportive leadership.

4. Shortage in fund to finance the necessary things needed in the promotion of

peace and order, lack of knowledgeable and active personnel engaged in the

promotion of peace and order in the barangay and robbery were the highest

weighed problems that the barangay chairmen and barangay officials

encounter and see while promoting peace and order in their respective

barangays.

5. Most of the participants agreed that undergoing management training

program, review past cases about the barangay’s peace and order condition

and form an ordinance, encouraging the residents’ participation in the

promotion of peace and order in the barangay through information

dissemination and voluntary works as well as installing closed-circuit

television camera (CCTV) and making the synchronize barangay assembly a

mandatory event are the possible means that would help and improve their

conduct and management capacity in promoting peace and order in their

respective barangays.

84
Recommendations

Based on the foregoing conclusions, the researchers offer the following

recommendations;

1. The barangay officials must undergo management training in order to handle the

problems and duties in their barangays swiftly and skillfully.

2. The barangay officials must ensure the optimal condition of the peace and order

in their respective barangays by making and encouraging the residents to

participateand take part in the promotion of peace and order in the barangay

through information dissemination and voluntary works.

3. The barangay officials should continue attending seminars which would tackle

the leadership and roles of barangay officials in promoting peace and order so

they could acquire more knowledge in the line of their work as a public servant

and in turn, be beneficial catering the needs and resolving the problems in the

barangay.

4. The barangay officials should invest in the enhancement of facilities and

equipment, especially the installation of closed-circuit television (CCTV) that

could be used for better way of monitoring the peace and order condition of the

barangay.

5. The local government should make the synchronize barangay assembly a

mandatory event so as to have a formal discussion of the status of the activities

85
 in the barangay (e.g. peace and order matters, financial expenditures, problems

affecting the barangay)

6. The future researchers should conduct a follow-up study focusing on the effects

of leadership styles of the barangay chairmen in the over-all conduct of the

barangay entity.

86
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92
Name: _____________________________ Barangay: ________ Contact #: _____________

Length of Service (In years): Gender:

□ 1–3
□ 4–6 □ Male
□ 7–9 □ Female
□ 10 – Above

____________________________________________________________________________
Survey Questionnaire
Please be guided that there are no right or wrong answers in this survey questionnaire. Please pick the
first answer that comes to your mind and kindly answer each item with full honesty all-throughout the
survey. Please do not leave anything blank.

DIRECTION: Put a check mark ( ) on the corresponding box of your answer per item. For
each of the statements enumerated, use the specified guidelines cited below that indicates the
degree in which you, as a barangay chairman, do the following actions.
4 – Always
3 – Frequently
2 – Occasionally
1 – Never
I. 4 3 2 1
1. Passes ordinances to improve peace and order condition of the
barangay
2. Develops and innovates programs related to peace and order
campaign
3. Develops a vision and establishes clear goals for the betterment of
barangay’s peace and order status
4. Notices the needs and concerns of the residents about peace and
order
5. Immediate actions were taken to resolve issues and problems
about peace and order
6. Makes a detailed schedule of subordinates’ work on the promotion
of peace and order in the barangay
7. Gives actual aims and guidelines about the process on how to
implement peace and order programs in the barangay
8. Estimates the likelihood of such possible outcome to each
alternatives or decisions made when it comes to solving difficulties
regarding peace and order
9. Recognizes what peace and order tasks are to be delegated and to
93
 whom they will be given
10. Secures commitment to a course of action from individuals or
groups in order to have a systematize plan in preserving peace
and order of the barangay
11. Makes the decision about how to promote peace and order in the
barangay but tries to encourage the officials to accept it
12. Resolves short-term problems on barangay’s peace and order
situation while balancing them against long-term objectives
13. Schedules flow of activities about the promotion of peace and
order according to the agreed time frame
14. Provides the required resources for projects on the promotion of
barangay’s peace and order
15. Reduces works by properly using the resources necessary for the
operation on preserving peace and order in the barangay
16. Emphasizes excellence in performing duties of maintaining the
barangay’s peace and order condition
17. Supports the subordinates accomplishment in improving the
condition of peace and order in the barangay
18. Accepts suggestions from other public officials regarding solutions
to peace and order problems
19. Improves officials' readiness and morale in responding to problems
when it comes to peace and order of the barangay
20. Shows concern with the officials’ needs, status and well-being
when performing duties
21. Equally treats the officials of the barangay
22. Shows kindness and friendliness to subordinates in discussing
things about barangay’s peace and order status
23. Makes the environment more pleasant and enjoyable by having
natural conversation among officials all throughout the course of
planning the promotion of peace and order in the barangay
24. Trusts the officials ability in handling designated tasks regarding
the preservation of peace and order of the barangay
25. Makes decisions together with officials on how to promote peace
and order in the barangay
26. Helps the officials come up with excellent ideas on how to promote
peace and order in the barangay
27. Consults work related matters like actions in maintaining the
barangay’s peace and order with the subordinates
28. Solicits the opinions of others in making decision to promote and
maintain barangay’s peace and order
29. Encourages the involvement of officials in improving the
implementation of peace and order programs
30. Attempts to use officials' ideas in making decision about the
promotion of barangay’s peace and order
31. Develops official teamwork in order to succeed in promoting
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 barangay’s peace and order
32. Actively working with subordinates regarding planning
programs/actions to be enacted for the promotion of peace and
order of the barangay

DIRECTION: Put a check mark ( ) on the corresponding box of your answer per item. For
each of the statements enumerated, use the specified guidelines cited below that indicates how
often in your barangay do the following problems occur when it comes to promotion of peace
and order.
4 – Always
3 – Frequently
2 – Occasionally
1 – Never

II. PROBLEMS ENCOUNTERED IN PROMOTING BARANGAY’S

4 3 2 1
PEACE AND ORDER
A. Facilities / Equipment Problems
1. Faces shortage in funds to finance the necessary things for
programs regarding the promotion of barangay’s peace and order
2. Encounters mechanical trouble in vehicles which are used for
patrolling and securing the barangay’s vicinity
3. Experiences faulty communication equipment (e.g. telephone,
radio communication) which leads to slow response to peace and
order conflict within the barangay
4. Has poor level of surveillance result regarding the barangay’s
peace and order condition due to malfunctioning equipment (e.g.
closed-circuit television camera, radio, patrol van)
5. Experiences poor handling of street crimes regarding peace and
order during nights due to few and faulty streetlights in the
barangay

If others please specify: ___________________________________________________________

B. Managerial Problems (Personnel)

1. Sees lack of cooperation and involvement among barangay
officials in different projects/programs intended for the promotion
of barangay’s peace and order
2. Perceives lack of knowledgeable and active personnel engaged in
the promotion of peace and order in the barangay
3. Witnesses failure in implementing certain program for the
promotion of barangay’s peace and order due to personnel’s
incompetence

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 4. Faces jeopardy because of scarce man power that will carry-out
programs on the promotion of barangay’s peace and order
5. Notices negligence of duty on the maintenance and promotion of
barangay’s peace and order among appointed officials
6. Encounters conflict among personnel due to misapprehension of
the laid objectives on programs for the promotion of barangay’s
peace and order

If others please specify: ___________________________________________________________

C. Challenges in Promoting Peace and Order in the Barangay

1. How often do you encounter the following issues that cause
turmoil in the barangay’s peace and order?
a. Robbery
b. Gang fighting
c. Trespassing
d. Destruction of private property
e. Conflicts between residents
f. Drug abuse
g. Family feud

If others please specify: ___________________________________________________________

DIRECTION: Put a check mark ( ) on the corresponding box of the statement which you think
can become relevant means to improve the promotion of peace and order in your barangay.
III. Proposed Ways to Improve Conducts in Promoting Barangay’s Peace and Order
A. What do the barangay officials can perform in order for them to improve their conduct in
promoting peace and order?
□ Conduct a monthly symposium about the role of barangay officials when it comes to preservation
and promotion of peace and order
□ Undergo management training program for them to improve their capacity in handling peace and
order conflicts as public officials
□ Hold an annual conference which will tackle leadership on promoting peace and order whose
participants will be the barangay public officials in the Batangas city
□ Perform a joint/collaborative action with neighboring barangays for the purpose of resolving
similar peace and order conflicts

If others please specify:__________________________________________________________

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 B. What necessary actions on peace and order laws/ordinances can be executed to elevate its
promotion in the barangay?
□ Revise or amend existing peace and order laws/ordinances so as they can comply to the
changing condition/situation of the barangay
□ Create new ordinances or laws which will help in maintaining and promoting the barangay’s
peace and order
□ Innovate already passed ordinances/laws to conform with the cases involving peace and order
issues in the barangay
□ Review past cases about the barangay’s peace and order condition and form an ordinance which
will aid to suppress crimes that causes turmoil in the barangay

If others please specify:__________________________________________________________

C. How do the officials can promote barangay’s peace and order among the residents/citizens
living in the area?
□ For every 50 residents, delegate at least 2-3 barangay tanods whom will take charge of the
peace and order concerns of the citizens
□ Organize an activity which will elevate the awareness of the residents when it comes to peace
and order laws/ordinances of the barangay
□ Impose justifiable fine to those people who violated peace and order laws implemented in the
barangay
□ Encourage the residents’ participation in the promotion of peace and order in the barangay
through information dissemination and voluntary works for the betterment of the area’s condition

If others please specify:__________________________________________________________

D. How can the promotion of barangay’s peace and order be improved to its fullest with the help
of necessary equipment/tools?
□ Install closed-circuit television camera (CCTV) in dangerous areas of the barangay to help
monitor the peace and order situation in the barangay
□ Have an additional patrol/emergency vehicle which will be used for securing and observing the
barangay’s vicinity
□ Upgrade telecommunication devices that can be helpful in promoting peace and order in the
barangay (e.g. radio, telephone, computer)
□ Provide complete set of equipment for barangay police officers (e.g. batuta, flashlights, tasers,
handcuffs, automobiles) that can be used for monitoring the state of peace and order in the
barangay

If others please specify:__________________________________________________________

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 E. Other Feasible Ways to promote barangay’s peace and order
□ Implement three methods of patrol systems (1. Vehicle patrol, 2. Bicycle Patrol, 3. Foot Patrol)
□ Form partnerships with non-governmental organization and recruit volunteer tanods who will
promote and preserve peace and order in the barangay
□ Establish an exclusive network-provided service/hotline for the complaints of residents of the
barangay concerning peace and order status
□ Make the synchronize barangay assembly a mandatory event so as to have a formal discussion
of the status of the activities in the barangay (e.g. peace and order matters, financial
expenditures, problems affecting the barangay)

If others please specify:__________________________________________________________

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 CURRICULUM VITAE

PERSONAL DATA
Name : Navarro, Isaac N.
Nickname : Ayzak
Address : P. Burgos St. Batangas City
Age : 19
Date of Birth : September 12, 1997
Gender : Male
Religion : Roman Catholic
Civil Status : Single
Citizenship : Filipino
Father : Edgardo Navarro
Mother : Florida Navarro

EDUCATIONAL ATTAINMENT

Primary : Batangas City South Elementary School

P. Canlapan St. Batangas City
A.Y. 2004 - 2010
Secondary : University of Batangas
National Road, Hilltop Kumintang Ibaba, Batangas City
A.Y. 2010 - 2014
Tertiary : University of Batangas
National Road, Hilltop Kumintang Ibaba, Batangas City
A.Y. 2014 up to present
Course : Bachelor of Arts in Political Science

99
 CURRICULUM VITAE

PERSONAL DATA

Name : Alipio, Joseph T.

Nickname : Joseph
Address : 324 Pangao, Ibaan, Batangas
Age : 20
Date of Birth : April 19, 1996
Gender : Male
Religion : Roman Catholic
Civil Status : Single
Citizenship : Filipino
Father : June P. Alipio
Mother : Lerma T. Alipio

EDUCATIONAL ATTAINMENT

Primary : Ibaan Central School

Ibaan, Batangas
AY 2003-2009
Secondary : Alternative Learning System
Rosario, Batangas
AY 2013-2014
Tertiary : University of Batangas
AY 2014 up to present
Course : Bachelor of Arts in Political Science

100
 CURRICULUM VITAE

Personal Data

Name : Toca, Jobelen Magboo

Nickname : Jobel
Address : Sampaguita, Mabini, Batangas
Age : 19 years old
Date of Birth : August 2, 1997
Gender : Female
Religion : Roman Catholic
Civil Status : Single
Citizenship : Filipino
Father : Toca, Gerryfer Arevalo
Mother : Magboo, Evelyn Banta

Educational Attainment

Primary : Mabini Central School

Mabini, Batangas
A.Y. 2004 - 2010
Secondary : Mabini College of Batangas
Mabini, Batangas
A.Y. 2010 - 2014
Tertiary : University of Batangas
National Road, Hilltop Kumintang Ibaba, Batangas City
A.Y. 2014 up to present
Course : Bachelor of Arts in Political Science
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