Jules Anthony O.

Protacio
MAREACM - K33
November 10, 2022

Exploring transformational leadership and fellowship in a cultural context: The

case of the Philippines
John Paolo R. Rivera and Leveric Ng

Abstract
The concept of “kapwa” has not been fully understood within Philippine
management. Even though the concept has been relatively introduced by Enriquez
(1986), it has not been fully established within Filipino leadership styles. In this
research, the researchers wanted to establish a relationship between transformational
leadership and “kapwa”. They utilized MLQ, despite some shortcomings of the
questionnaire, and found that “kapwa” can be found as an underlying concept within
Filipino management. Having “kapwa” as an underlying concept would explain the
context of transformational leadership being present in the workplace.

Contents

Abstract 1

Statement of the Paper’s Research Problem 2

Goals, Purpose, and Significance of the Paper 2

Framework Used in the Paper 2

Data Collection Methods and Analysis Used in the Paper 4

Summary of the Results 5

Three (3) Major Points of Agreement 6

Three (3) Major Points of Disagreement 6

Source(s) of Information Used in Analyzing the Scientific Paper 7

1
 Statement of the Paper’s Research Problem

“How can the Filipino trait of fellowship (i.e., the concept of kapwa) become a hallmark
of good leadership?”

Goals, Purpose, and Significance of the Paper

The paper aims to understand further transformational leadership in the context of the
Philippine culture of “kapwa” or fellowship. The purpose of the study is to have a clearer
perspective of the dimensional aspect of transformational leadership in Filipino
management. The significance of the study is to extend the Philippine management
research using transformational leadership while using the dimensions of
transformational leadership to improve the metrics of local researchers in the
Philippines.

Framework Used in the Paper

The framework utilized in the study was a simple framework for identifying the qualities
of an effective leader and connecting these concepts to transformational leadership.
The qualities are fellowship (or “kapwa” in the Philippine context), charisma, empathy,
and the four (4) dimensions of transformational leadership (individualized consideration,
intellectual stimulation, inspirational motivation, and idealized influence). They then
determine these qualities and relate them to transformational leadership and if it is
present in Philippine management and leadership.

Fellowship (or kapwa)

The concept of fellowship follows a shared identity among other people. The idea
considers other individuals, which stems from embracing ‘others’ and ‘one of us’ as
cited in the paper. The fellowship concept has been theorized by Enriquez (1986), as
stated in the journal, where the idea of fellowship has genuine concern towards other
people. The term “kapwa” is not a new term for Filipinos because ‘pakikipagkapwa’ or
companionship (as a direct translation), is seen in the culture of the Philippines
countless times. “Kapwa” is usually seen when connecting with other people you are
unfamiliar with, wherein tourists experience this kind of belongingness when the locals
approach them, which explains the hospitality of Filipinos.

Charisma
Another quality of an effective leader is charisma, and in their journal, charisma
“emerges at a time of crisis,” much like religious and political disputes. Having charisma
during a crisis is expected from managers and top management. Charismatic leaders
have always been for others. An example of a charismatic leader in the Philippines is

2
during the typhoon season that affects thousands of families. A government official
should be quick to act to be considered a charismatic leader.

Empathy
The last quality is empathy from the leader. In the journal, this quality is an
essential trait for one of the four (4) dimensions of transformational leadership under
individualized consideration (Zacher et al., 2015; as cited in the journal). Empathy is a
common trait that managers and leaders should have to understand another person’s
perspective. Without empathy as a quality for a manager, fewer followers would identify
transformational leadership.

4 Dimensions of Transformational Leadership

Individualized Consideration
Their definition of this dimension is giving attention to others by making them feel
validated and valued. As previously mentioned, empathy is best suited under
individualized consideration as they give attention to other people and ensures
individuals are seen.

Intellectual Stimulation
They define this as encouraging their colleagues to look at old methods from a
new perspective that would make them stimulate creativity. This kind of encouragement
will make their colleagues look at problems and issues creatively and optimistically.
Simulating followers would encourage them to look at the bright side of their work and
how they are making a difference in their work.

Inspirational Motivation
Making followers think optimistically and enthusiastically is how this dimension
works. Communicating the goals in mind and looking into alternative ways for solving an
issue that was previously considered are examples of inspirational motivation. Having
key performance indicators (KPIs) or goals for each employee is a must so that they
would have a sense of direction in their work and will be inspired and motivated to
continue their work.

Idealized Influence
This dimension focuses on the organization's vision and a sense of purpose,
where there is still respect, trust, and confidence from the followers. Influencing our
followers through a shared direction with respect, trust, and confidence will influence
them further because we are part of their journey to reach the shared vision we created
with them. Charisma can also be seen in idealized influence, which is why leaders are
there for their followers in guiding them to a realized vision.

3
Transformational Leadership
Transformational leadership, in a nutshell, is how leaders can improve and develop the
performance and potential of their followers. The dimensions above all connect to
transformational leadership, where all the dimensions are part of Transformational
leadership. Connecting transformational leadership and fellowship, the cultural aspect of
fellowship or ‘kapwa’ leans towards the behaviors of a transformational leader.

Figure 1
Literature map of the paper

Data Collection Methods and Analysis Used in the Paper

The data collection utilized here was the Multifactor Leadership Questionnaire
(MLQ) to test for transformational leadership. There are three leadership styles under
the MLQ: transactional, transformational, and passive-avoidant leadership. There is
debate about using MLQ because although it is a well-established instrument, there are
still inconsistencies in using the instrument. The researchers still used the instrument,
and the researcher gave the questionnaire to 30 Executive Directors belonging to
companies or enterprises with stable growth. The researchers chose only the qualitative
aspect of the MLQ. By asking the 30 Executive Directors during the interview, they
analyzed by detailing the leadership style they most lean to. The way the interviews are
summarized is in Figure 2 where the researchers identify the most derived dimensions
with numbers beside them.

4
Figure 2
Results of the Study

Summary of the Results

The most identified dimension is Individualized Consideration and the least is
Idealized Influence and Inspirational Motivation. The results are counterintuitive with
current literature as Idealized Influence and Inspirational Motivation is usually dominant
transformational leadership (TL) dimensions. The researchers then said that “kapwa”
could be why individualized consideration is the dominant TL dimension because
“kapwa” centers around interpersonal behavior and a shared identity with others.
Therefore, utilizing MLQ does put a direction on the focus dimension of the Philippine
management structure and contextualizes it to TL and “kapwa”

5
 Three (3) Major Points of Agreement
1. In the BPO industry, employees identified Transformational Leadership within
management because of job satisfaction within the industry (Cabaluna and
Mbaw, 2021).

Cabaluna and Mbaw (2021) stated that having transformational leadership within
the BPO industry makes employees happier because their leaders ensure that they are
holistically growing as individuals. Employees' talents are developed, communication
and innovation are encouraged, trust and respect within the organization, and
empowerment are among the descriptions that employees experience having
transformational leadership in the organization.

2. Leadership is the “glue” within the organization that holds everyone together and
shapes the organization's culture. (Cimene and Aladano, 2022)

The perception of the employees on leadership is an art. The art of leadership

makes followers become effective and efficient workers because there is no fear
instilled in them when higher management gives them work. Having no fear means
employees and managers gain loyalty, trust, and sympathy with each other. Moreover,
they will have shared visions, goals, and objects without disrupting their personal growth
(Cimene and Aladano, 2022).

3. The relationship between transformational leadership and good corporate

governance is seen in the Philippines (Ng, 2014).

Individualized considerations are still the dominant dimension of transformational

leadership in this study, which may be rooted in the concept of “kapwa,” or the
interpersonal behaviors of Filipinos. Moreover, good corporate governance and
transformational leadership will create a culture of trust, meaningful relationships,
collective decision-making, protecting divergent views, and redefining the employees'
roles.

Three (3) Major Points of Disagreement

1. Many cultures have influenced how Filipinos work in management, all of which is
because of Western culture (Macaspac, 1999).

The new influence of other cultures has shifted the Pinoy style of management,
which is more individualistic because of a detached relationship between employees.
These influences then made management more bureaucratic, restricting workers to the
standard and following the procedure given to them.

6
 2. Other management styles emerge over time because of the influence of other
cultures (Franco, 1986; as cited in Macaspac, 1999).

Four general Pinoy management styles have been identified aside from the
“kapwa”-perceived style and transformational leadership. The four are as follows: (1)
management-by-kayod (working like a dog), (2) management-by-libre (book), (3)
management-by-lusot (shortcuts, bribery, or rulebreaking), and (4) Ugnayan (movement
or interrelate)-management. Of the four Pinoy-style leadership styles,
“kapwa”-perceived leadership is not present.

3. Other industries do not present transformational leadership, much like the study
of Santos (2020), where the BPO industry has transactional leadership.

Although there is present transformational leadership within the BPO industry,

the more perceived leadership style in that industry is transactional leadership with a
“passive-avoidant” dimension, the most dominant dimension in leaders. Given an
industry presents transactional leadership, would “kapwa” still be present when “kapwa”
is more present in the transformational leadership style?

Source(s) of Information Used in Analyzing the Scientific Paper

Cabaluna, A. Y., & Mbaw, O. (2021, October). Lived Experience of Leadership Styles on
Employee Job Satisfaction in Selected BPO Companies in the Philippines: An
Intervention of Behavioral Performance. Journal of Psychology and Behavior
Studies, 1(1), 30 - 40. https://doi.org/10.32996/jpbs.2021.1.1.5
Cimene, F. A., & Aladano, A. N. (2022, February). Leadership Perspective from the
Philippines: Its Implications for Theory, Research and Practice. Culture and
Gender in Leadership, 48 - 63. https://doi.org/10.1057/9781137311573_4
Franco, E. A. (1986). Pinoy Management. National Book Store.
Macaspac, Z. S. (1999). The Pinoy Management Style: How It Has Served The Past
And How It Should Evolve To Serve The Future. APEC. Retrieved November 10,
2022, from
https://www.apec.org/docs/default-source/Publications/1999/10/Human-Resource
-Management-Symposium-on-Small-and-Medium-Enterprises-SMEs-Volume-1-a
nd-Volume-2-1999/TOC/The-Pinoy-Management-Style-How-It-Has-Served-the-P
ast-and-How-It-Should-Evolve-to-Serve-the-Future.pdf
Ng, L. T. (2014). The positive influence of transformational leadership in good corporate
governance. Asia Pacific Business & Economics Perspectives, 2(1).

7
Rivera, J. R., & Ng, L. (2018, March). Exploring transformational leadership and
fellowship in a cultural context: The case of the Philippines. Asia-Pacific Social
Science Review, 17(3), 136-141.
Santos, J. C. (2020, March). The Relationship of Managerial Styles to Employee Job
Satisfaction in selected Business Process Outsourcing Firms in the Philippines.
Journal of Advanced Management Science, 8/(1), 28 - 32.
https://doi.org/10.18178/joams.8.1.28-32