Leadership in Public Service G25

Group Work #4: Leadership Practices - Adaptive Leadership

& Learning Centered Leadership
Members: Dimaguila, Flores, Mananquil, Orense, Villagarcia

1. What is the color of your practice of leadership? Why?

DIMAGUILA:

A mixture of black, blue, and green because oftentimes, I change my leadership style based
on the people that I am working with, their needs, and the nature of the job that we would
have to fulfill.

Black - Direct, straightforward, rational/logical, cut and dry

● I am a very goal-driven and objective person. Therefore, when in a leadership position,
my priority is to always get the job done and to have all the deliverables in place and
properly designated to each individual in my team. That is why from time to time, I
often feel like a robotic person because more than the dynamic of a team, I usually
focus not on the process but the outcome.

Green - In tune with feelings, loving, high EQ

● As a leader, I try to make it a point that, beyond work and if time permits, I also foster
interpersonal relationships with the people that I work with. I make sure that they know
that I am not only working with them for the sake of doing so, but that I want them to
grow and be empowered through the process, and that can only be done if I foster a
good work environment for them.

Blue - Calm, cool, collected, steady

● Along with being a green and black color type of leader, I believe I try to have a blue
approach as well because I am a leader of an organization that deals with a lot of
clients and subsequently, creates much stress for my members. In this regard, I try my
best to stir the ship in a calm and collected manner. To compliment my being direct (or
black practice of leadership), I oftentimes bring it upon myself to be the rock or anchor
of my team, especially when things are getting too tough to handle.

FLORES:

More of yellow and red, I often try to highlight a sense of urgency and passion when achieving
a task, but I very much value team building and camaraderie so I try to keep everything light
and optimistic

GROUP 1: DIMAGUILA . FLORES . MANANQUIL . ORENSE . VILLAGARCIA

MANANQUIL:

As a former PNPA Cadet

Colored – Physical punishment

Black and White – Delinquency Report

Gold – Loyalty drivenOverall, my red color leadership attributes are a central part of who I am
as a leader, and they drive me to lead with energy, passion, and assertiveness every day.
Whether I am working with my team, engaging with customers, or leading strategic initiatives,
I am always focused on results and growth, and I believe that this is what sets me apart as a
leader in the technology industry.

-respect rules and authority

-responsible

-organized

-appreciative

Applied during my tactical operators time:

ORENSE:

As a leader in the technology industry, I exhibit red color leadership attributes and embody the
energy, passion, and assertiveness that red represents. I believe that these qualities are
crucial for success in this fast-paced and ever-changing industry, and I strive to bring them to
every aspect of my work.

For example, my energy and passion drive me to stay on the cutting edge of technology and
to seek out new opportunities for growth and innovation. I am not satisfied to simply maintain
the status quo, and I am always looking for ways to push boundaries and drive progress.

At the same time, my assertiveness allows me to make tough decisions and to lead my team
with confidence. I am not afraid to take calculated risks and to stand up for what I believe in,
even when it means going against conventional wisdom. This has been particularly important
in the fast-paced world of technology, where leaders must be able to make quick and effective
decisions in order to stay ahead of the competition.

In practice, these attributes are reflected in my leadership style, which is focused on results
and growth. I am constantly challenging my team to think outside the box and to strive for
excellence in all that they do. Whether we are developing new products, exploring new
markets, or finding new ways to serve our customers, I am always pushing for greater
success and impact.

GROUP 1: DIMAGUILA . FLORES . MANANQUIL . ORENSE . VILLAGARCIA

VILLAGARCIA:

Green
Adaptable to change

2. Your experiences in practicing leadership

a. Achievements and Joy vis-à-vis Pains and Failings
b. Coping and Thriving (refer to the Adaptive Leadership reading)

DIMAGUILA:

A. Achievements and Joys vis-a-vis Pains and Failings

a. Achievements and Joys
i. When the plans of my team and the people around me are successfully
implemented or carried out
ii. When I hear great feedback from the student organizations I work with
iii. When I hear that people in my organization are empowered and
inspired to do more for the sector that we are serving; they don’t feel
that burned out amidst the amount of work that they have to do
iv. When I get to talk to different student leaders from different youth
organizations around the Philippines
b. Pains and Failings
i. When my members feel disheartened about the work that they did
because it did not meet their expectations
ii. When I am not able to fully streamline and support the work of the
departments that work under me
iii. When members don’t feel the need to participate in initiatives that other
people in my organization worked hard to organize
iv. When the administrators above the organization don’t support our plans
and slow down the process for most departments

B. Coping and Thriving

a. Having a clear sense of purpose and allowing that to keep me going amidst
hardships and roadblocks
b. Gaining strength from the people that I work with because I know that I am not
doing anything alone and my success is their’s just as much as their’s is mine
c. Commitment to fulfilling my initial promises and platforms as a leader
d. Knowing that, although I don’t see immediate results from the effort that I put
into it, I am planting the seeds for the future

GROUP 1: DIMAGUILA . FLORES . MANANQUIL . ORENSE . VILLAGARCIA

FLORES:

Some of my joys in leadership are when I can push a member to overcome an obstacle,
without ever thinking that they needed help. When someone can say “nagawa ko to”. For
example, I had a member who felt like they took on a task that was too big for them, but with
patience and with a lot of discussion, they realized for themselves that they could do it.

On the other hand, sometimes even though you have the best intentions for the group, plans
may fail and you might make a wrong decision. More than once I made a decision based on
limited information, only to realize other factors later on that made me realize I had made a
mistake.

MANANQUIL:

Leadership Position: Former Company Commander of 102nd and 104th SAC

By simple Influencing the person beside you is leadership –John Maxwell

Reduction of Criminality

-Domestic Violence

Creation of Cooperatives with in units to reduce organizational expenditures, provide support

to unit initiatives and develop troops sense of entrepreneurship

Pains

1. Politics

2. No Resource allocation

Failure

1. TRABAHO SA MANGYAN Initiative

2. Development of Staff (Intel)

3. Magsaysay Ambush May 29, 2021

Coping and Thriving

1. Strength in Christ
2. Strength in Family

ORENSE:

GROUP 1: DIMAGUILA . FLORES . MANANQUIL . ORENSE . VILLAGARCIA

a. Achievement and Joy vis-a-vis Pains and Feelings

Being a leader practicing the red color attributes of energy, passion, and assertiveness, I have
experienced both the joys and pains of this approach to leadership.

On one hand, my leadership style has led to numerous achievements and moments of great
joy. For example, I have been able to motivate my team to achieve great things, such as
launching successful new products, breaking into new markets, and exceeding our growth
targets. I have also experienced the satisfaction of seeing my team members grow and
develop as professionals, and I take great pride in their success.

On the other hand, my leadership style has also brought its share of pains and feelings. For
example, the assertiveness that is such a positive attribute can sometimes come across as
abrasiveness or lack of empathy, especially in situations where team members are feeling
vulnerable or uncertain. Additionally, my focus on results and growth can sometimes lead to a
stressful work environment, where team members feel pressured to perform at the highest
level at all times.

Ultimately, I believe that these pains and feelings are part of the natural cycle and flow of
leadership, and I work hard to balance the positive aspects of my leadership style with the
necessary empathy and support to create a healthy and productive work environment. By
doing so, I believe that I can continue to achieve great things and bring joy and satisfaction to
myself and my team.

b. Coping and Thriving (refer to the Adaptive Leadership Readings)

I have had to learn how to cope with and thrive in a constantly changing landscape. Adaptive
leadership is a key aspect of this, as it requires me to be flexible and responsive to the
changing needs and challenges of my team and my organization.

One example of my experience with adaptive leadership is when I was leading a team
working on a new product launch. We encountered unexpected challenges with the
technology, which threatened to delay the launch and jeopardize our entire project. Instead of
panicking, I channeled my energy and passion into finding a solution. I worked closely with my
team to identify alternative approaches, and I was assertive in communicating our revised
plan to stakeholders and securing the necessary resources to make it happen. Through this
experience, we were able to overcome the challenges and launch our product successfully.

Another instance is when I was in charge of a team during a significant reorganization. I was
eager to implement changes right away since I was so concerned with my team's growth and
outcomes, but I also understood how crucial it was to support them during this shift. I
exercised adaptable leadership by understanding the needs and emotions of my team
members by using my empathy and emotional intelligence. I was able to speak with them
clearly and give them the encouragement they required to be successful in their new
positions.

In both of these examples, I have demonstrated my ability to cope and thrive as a leader with

GROUP 1: DIMAGUILA . FLORES . MANANQUIL . ORENSE . VILLAGARCIA

red color leadership attributes. By being energetic, passionate, assertive, and adaptive, I have
been able to lead my team to success even in the face of challenges and change. I believe
that this approach to leadership has helped me to create a positive and productive work
environment, where my team members are motivated, engaged, and committed to achieving
great things.

VILLAGARCIA:

a. Share knowledge and skills to Uniformed and non-uniformed personnel and cadets of
PNP/PNPA as a Certified Subject Matter Expert on PGS, PNP PATROL Plan 2030 and
Mathematics.

b. Being a transformation advocate is a great challenge. But seeing others follow in my

footstep, it’s a good leadership lead by example and be a transformation advocate while
enhancing their career thru quality education and professionalism.

3. The emotions predominant in these experiences and how these emotions

influenced the way you think of and do

DIMAGUILA:

Predominant Emotions Felt:

● Fulfilled because I know that in some shape or form, I am doing what I love to do and
empowering other people to do the same.
● Frustrated and disheartened because there are times that things that I cannot control
are hard to come to terms with.
● Determined because I know that even if there are things that are hard to do, there will
always be a subsequent solution or innovation we can do to push back on these
issues
● Empathy because I know that I closely work with a lot of people so I have to make
sure that I am not only thinking of what I feel but what the other people are feeling

Ultimately, I am really the type of person that gets influenced but what I feel at the moment. I
try my best to be rational and logical, but I cannot deny that the emotions I feel truly affect the
way I perceive things and the way I respond to them. When I am happy, I am usually more
motivated to do work and to communicate and collaborate with others. When I am frustrated
and disheartened, I usually like to take a step back from the whole situation because I know
that I have the ability to hurt other people’s feelings.

FLORES:

- Feeling proud of my team but also a lot of guilt

- Very intense and personal feelings of leadership

GROUP 1: DIMAGUILA . FLORES . MANANQUIL . ORENSE . VILLAGARCIA

MANANQUIL:

Frustrations: Learn to control; “Wait until you become.”

Happiness: When a person within your office or unit obtains commendable achievement they
should be issued an appropriate award. Occasions, big or small, must at times be considered.

Fear: Marawi Siege, when fear and courage clash; remember your training

Boredom: Develop positive activities for the troops

Confusion: Always seek guidance

ORENSE:

In the experiences cited above, a few emotions were predominant, including:

● Excitement: The energy and passion I bring to my leadership drives me to overcome

challenges and find creative solutions to complex problems.

● Confidence: My confidence and assertiveness allows me to make difficult decisions

and lead my team with confidence.

● Compassion: My empathy ability to understand and respond to the emotions of others

helps me to create a positive and supportive work environment.

● Fear: Change evokes the feeling of fear but my adaptability enables me to respond to
change and adjust my leadership style to meet the evolving needs of my team and
organization.

These emotions have a significant influence on the way I think of and practice leadership. I
believe that energy, passion, and assertiveness are essential qualities for success in the
fast-paced and ever-changing technology industry. At the same time, I recognize the
importance of empathy and adaptability, and I work to balance these qualities with my more
assertive traits.

For example, I believe that my energy and passion drive me to take on difficult challenges and
to motivate my team to achieve great things. At the same time, my empathy and adaptability
help me to understand and respond to the needs of my team members, creating a positive
and productive work environment.

Ultimately, these emotions help me to approach leadership in a holistic and dynamic way,
where I am constantly balancing my strengths and weaknesses, adapting to new challenges
and opportunities, and striving for excellence in all that I do.

GROUP 1: DIMAGUILA . FLORES . MANANQUIL . ORENSE . VILLAGARCIA

VILLAGARCIA:

Patience. Determination. Courage and Simple living. Radiate positive thinking to attract
positive feedback and convert the negative into positive impact.

4. What is the value of a resonant leadership perspective in enriching and deepening

one’s practice of leadership in public service?

DIMAGUILA:

Resonant leadership puts into perspective the importance of not only having technical skills or
a sense of authority but also the great impact emotional intelligence has on the practice of
leadership. It can be said that resonant leaders are very much self-aware of their actions and
how these actions impact others. In this regard, it is very clear that this type of leadership
requires self-awareness, empathy, authenticity, and great communication skills. It furthers the
narrative that beyond being assertive, domineering, and intimidating, leadership is about
knowing your position, knowing what you want from that person or situation, and achieving it
without aggression while providing context, care, and understanding. This is not to say that
this specific type of leadership works for all types of situations and duties. However, knowing
this type of leadership enriches and deepens one’s practice of leadership in public service
because it reminds us of the value of the people and how they feel when we talk about the
“public”. It goes beyond the bureaucratic aspects of government and centers on what genuine
service is truly about — the ability to gain more touchpoints with the people, to empathize with
them, to let that altruistic character further enable our purpose for service and to use our
gathered insight to fuel how we respond to issues and problems. The government is very
rigid, technical, and black-and-white and it is high time that we inject resonant leadership into
the system so that public officials and servants remember that they are not just there to do
their job and to fulfill their interests, but to really fulfill their duties vis-a-vis the people and their
needs — to do more and be more as public servants.

FLORES:

When we think about the bureaucracy, government, and all of these systems, it becomes
easy to value efficiency, authority, and output. But I think the challenge of resonant leadership
is to put into the fold the importance of our emotional aspects. At the end of the day, these
organizations and systems are upheld by people. And as people, as opposed to machines,

GROUP 1: DIMAGUILA . FLORES . MANANQUIL . ORENSE . VILLAGARCIA

we rely on these intimate relationships to help inspire us in our work. This is important
especially in public service, where due to the size of the bureaucracy we don’t always know
who we work for or work with outside of our own unit.

MANANQUIL:

Adding to context resonant leadership, empathy placed in context, in application to Law

Enforcement, it is up to Judiciary to decide whether or not to increase or decrease the people
as to the consideration of the subject. Enforcing the law is generally logical in nature.
Resonant leadership within the organization, internal, is simply leading by example and
showing the way.
The leader show the way, provide direction, participates in every activity and ensures the
proper decision making process.

ORENSE:

A resonant leadership perspective is valuable in enriching and deepening one's practice of

leadership in public service for several reasons:

● Empathy: A resonant leader will be sensitive to the needs and feelings of people. This
pertains to the ability to comprehend the issues and viewpoints of the communities
being served in public service. A resonant leader may create trust and deep
connections with those they serve by demonstrating empathy, which promotes more
efficient and equitable outcomes.

● Authenticity: Genuine concern for the welfare of others is displayed by a resonant

leader who brings their true selves to their leadership practices. This translates into a
leader in the public sector who is open, truthful, and ethical, instilling confidence and
trust in those they serve.

● Emotional intelligence: A strong emotional intelligence enables a resonant leader to

comprehend and control both their own emotions and those of others. Creating a
supportive and effective work environment in the public sector requires the ability to
gracefully traverse complex social and political settings.

● Collaboration: Someone who values cooperation and teamwork is a resonant leader.

This entails having the ability to unite people in the public sector in the midst of
controversy or disagreement in order to work toward a common objective.

● Inspiration: People can be motivated and inspired by a resonant leader. In terms of

public service, this is having the ability to unite individuals behind a common goal,

GROUP 1: DIMAGUILA . FLORES . MANANQUIL . ORENSE . VILLAGARCIA

 giving the community a sense of direction.

A resonant leader in the public sector may improve the lives of those they serve and forge
stronger, more resilient communities by exhibiting these attributes. Therefore, developing and
refining one's leadership practice in public service requires having a resonant leadership
perspective.

VILLAGARCIA:

Resonant leadership is putting life into a perspective

SUMMARY/SYNTHESIS:

Leadership color qualities are several personality traits, skills, and methods of leadership that
can be used to characterize a person's style. Blue, Red, Yellow, Green, Black, White, and
Gold are the color characteristics that members of the group exhibit:

● Blue: Compassionate, empathetic, and sensitive to the needs of others. Skilled at

creating a positive work environment.

● Red: Results-oriented, confident, and assertive. Comfortable taking charge and

making decisions.

● Yellow: Optimistic, energetic, and enthusiastic. Brings positive energy and creativity to
problem-solving.

● Green: Strategic, innovative, and adaptable. Comfortable with change and identifying
new opportunities.

● Black and White or Colored: In an institution, black and white would be to issue a
delinquency report, colored would be physical harm. We label Colored as instant
justice since this no longer goes to due process. (limited application)

● Gold: Dependable, responsible, and structured. Skilled at creating stability and

maintaining long-term vision.

2 members share the same color of red. 1 Yellow

2 Green

1 Black and White

1 Gold

Experience:

GROUP 1: DIMAGUILA . FLORES . MANANQUIL . ORENSE . VILLAGARCIA

Our group is a combination

In the public sector, effective and efficient outcomes can be ensured by resonant and adaptive
leadership. An adaptable leader is able to change their strategy in reaction to shifting
conditions, whereas a resonant leader is able to establish a meaningful and sympathetic
connection with others.

Leaders may foster an environment where team members can draw on their distinctive
abilities and views to produce success by utilizing each color attribute's strengths. As a result,
the team dynamic may become more inclusive and cooperative, encouraging everyone to do
their best work because they feel valued.

GROUP 1: DIMAGUILA . FLORES . MANANQUIL . ORENSE . VILLAGARCIA