Leadership Style and Practices of Small Scale Merchandise Owners

Leadership Style and Practices of Small-Scale Merchandise Owners…
LEADERSHIP STYLE AND PRACTICES OF SMALL-SCALE

MERCHANDISE OWNERS
Alexandra D. Abit
Kenzy Nova V. Balaoing
Kirstine Y. De Leon
Brixter Carlo Z. Soria
Lucban Academy
Senior High School
Lucban, Quezon
2021
Leadership Style and Practices of Small-Scale Merchandise Owners …
BIOGRAPHICAL SKETCH
Name: Alexandra D. Abit

Birthdate: March 17, 2003
Birthplace: Tayabas City
Permanent Address: Mariposa Royal Village Brgy.
Kulapi Lucban, Quezon
Contact Number: 09391288279
E-mail Address: alexandraabit09@gmail.com
Educational Background:
School Inclusive Year Awards/Honors
Paaralang Elementarya ng Lucban-7 2009-2014 Ikalawang Karangalan

Lucban Academy Junior High School 2014-2018 With Honors
Lucban Academy Senior High School 2018-2020 With High Honors
Affiliations:
Organization Inclusive Year Position
Class Officer 2012-2013 Secretary

Yes O Club 2012-2014 Member
BIOGRAPHICAL SKETCH
Name: Kenzy Nova V. Balaoing

Birthdate: Nov. 15 2002
Birthplace: San Jose Castillejos Zambales
Permanent Address: 1740 A.Racelis Avenue Brgy.
Ayuti Lucban, Quezon
E-mail Address: KenzyBalaoing@gmail.com
Sta. Maria Elementary School 2007 -2014 With Honors

Jesus F. Magsaysay Technical Vocational 2014-2019 With Honors
High School
Saint William’s School of San 2019-2020
Marcelino Incorporated
Lucban Academy Senior High School 2020-2021
BIOGRAPHICAL SKETCH
Name: Kirstine Y. De Leon

Birthdate: April 19, 2003
Birthplace: South Superhighway Medical
Center Parañaque City
Permanent Address: 2710 Marcos Tigla St. Brgy. 5
Lucban, Quezon
E-mail Address: deleonkirstine19@gmail.com
Casa del Niño Jesus de Lucban 2007 -2009 1st Honor

Sto. Niño Catholic School 2009-2015 Academic Excellence
Cape Awardee
With Honors
2nd Place Slogan Making
Lucban Academy Junior High School 2015-2019 With High Honors
Lucban Academy Senior High School 2019-2021 With High Honors
Affiliations:
Organization Inclusive Year Position
Class Officer 2013-2014 Peace Officer

2014-2015 Secretary
LYE Club 2012-2014 Member
Art Club 2014-2015 Member
TLE Club 2017-2018 Member
English Club 2018 Secretary
The Banahaw 2018 Member
BIOGRAPHICAL SKETCH
Name: Brixter Carlo Z. Soria

Birthdate: October 1, 2001
Birthplace: Lucena City
Permanent Address: RFR Pineda Compound Brgy.
Ayuti Lucban, Quezon
E-mail Address: bczsoria540@gmail.com
Paaralang Elementarya ng Lucban-1 2009-2014 Achiever

Lucban Academy Junior High School 2014-2018 With Honors
Lucban Academy Senior High School 2018-2020 With Honors
APPROVAL SHEET
As a requirement for Senior High School, this research proposal/paper entitled
“Leadership Style and Practices of Small-Scale Merchandise Owners” has been
prepared and submitted by Alexandra D. Abit, Kenzy Nova V. Balaoing, Kirstine Y. De
Leon, and Brixter Carlo Z. Soria who are hereby recommended for oral defense.
EDUARDO S. RAÑESES
Research Adviser/Instructor
Approved in partial fulfillment of the requirements for the Senior High School by
the Proposal defense/Oral examination Committee.
RONEL E. CAAGBAY RON KENNELL B. ALFARO
Member Chairperson
Accepted in partial fulfillment of the requirements for Senior High School.
MARILYN O. ABAS LYDIA R. DEAN
Senior High School Assistant Principal Principal

DEDICATION
This study is wholeheartedly dedicated to my parents, Alex
and Maribel; to my friends and teachers; to my
co-researchers, Kenzy Nova, Brixter
Carlo and Kirstine. Above
all, to Almighty
God.
ADA
DEDICATION
This study is wholeheartedly dedicated to my beloved parents,
Edward and Elanie. To my siblings, relatives,
mentors, friends, and classmates. And
lastly, to Almighty God. All
of these are offered
to You.
KNVB
DEDICATION
This thesis is gratefully dedicated to my parents,
Christopher and Catherine; my research
adviser, Eduardo; my best friend,
Juliana and to God
Almighty.
KYDL
DEDICATION
This thesis is gratefully dedicated to my parents, Honisimo
and Belrin; our teachers, Sir Amiel, Sir Ron,
Ma’am Placino especially our adviser,
Sir Eduardo; to my friends,
classmates and to God
Almighty.
BCZS
ACKNOWLEDGEMENT
This study has been made possible by the generous assistance of many people
during their research. To all whom they express their heartfelt gratitude and sincerest
appreciation:
Eduardo S. Rañeses, the research adviser, for his encouragement, support,
consistent effort, valuable assistance, guidance, and expertise which served as the
foundation of the study;
Ms. Vanessa Haro, the research instructor, for her unending guidance to the
completion of the paper and checking the manuscript;
The researchers’ panel, Mr. Ron Kennell B. Alfaro, Mr. Ronel E. Caagbay, and
Mrs. Carmelita Placino, for their valuable inputs in giving pertinent remarks and
suggestions relevant to the study, whom their expertise and criticism on the contents of
the paper led to better content and structure;
Ms. Irene Joyce Avila and Mr. John Troy Durante, the researchers’
statisticians, for extending help in understanding the research process and effectively
checking the validity of the results in the study;
Mr. John Rafael O. Villaverde, Ms. Lovely Parro Zaballa Soria, and Mr.
Raniel Ramilo for contributing and analyzing the content of the study;
Researchers’ families for their love, moral and financial support;
And lastly, to God Almighty for the unending love, guidance, support, and
blessing that led to the accomplishment of the research paper.

TABLE OF CONTENTS
Page
Title Page………………………………………………………………………….... i
Biographical Sketch……………………………………………………………….... ii
Approval Sheet…………………………………………………………………….... vi
Dedication…………………………………………………………………………… vii
Acknowledgment…………………………………………………………………... . xi
Table of Contents…………………………………………………………………… xii
List of Table………………………………………………………………………… xiv
List of Figures………………………………………………………………............ xv
List of Appendices…………………………………………………………………. xvi
Abstract……………………………………………………………………………. xvii
Chapter I – Introduction
Background of the Study………………………………………........... 3
Objectives of the Study………………………………………………. 4
Hypothesis…………………………………………………………….. 4
Significance of the Study……………………………………………... 5
Scope and Delimitation…………………………………….................. 6
Definition of Terms…………………………………………………… 7
Chapter II – Review of Related Literature
Small-Scale Merchandise………………………………………........... 9
Leadership Styles…………………………………………………….. 15
Leadership Practices…………………………………………………. 19
Theoretical Framework………………………………………………. 24
Research Paradigm…………………………………………............... 26
Chapter III – Methodology
Research Locale…………………………………………………........ 27
Research Design……………………………………………………… 27
Participants…………………………………………………………… 28
Instrumentation………………………………………………………. 28
Data Gathering Procedure……………………………………………. 28
Statistical Treatment…………………………………………………. 29
Chapter IV – Results and Discussion
Chapter V – Summary, Conclusion and Recommendations
Summary…………………………………………………………….. 39
Findings……………………………………………………………... 40
Conclusions…………………………………………………………. 41
Recommendations…………………………………………………... 41
References
Appendices
LIST OF TABLES
Table Page
1. Leadership Style adapted by the small-scale merchandise owners…………… 32
2. Leadership Practices adapted by the small-scale merchandise owners……….. 35
3. Significant correlation between the leadership style and leadership practices of
small-scale merchandise owners in Lucban, Quezon………………………... 37

LIST OF FIGURES
Figure Page
1. Independent Variable and Dependent Variable Model……………………….. 26

LIST OF APPENDICES
Appendix Page
A. Communications……………………………………………………………. 48
B. Instrument…………………………………………………………………… 51
C. Tallied Survey………………………………………………………………... 55
D. Statistical Computation……………………………………………………… 57
ABSTRACT
Title: Leadership Style and Practices of Small-Scale Merchandise Owners
Authors: Alexandra D. Abit

Kenzy Nova V. Balaoing
Kirstine Y. De Leon
Brixter Carlo Z. Soria
Academic Track: Accountancy, Business and Management
Name and Address of School: Lucban Academy

Lucban, Quezon
Adviser: Eduardo S. Rañeses
Year Conferred: 2021
Keywords: Leadership Style, Leadership Practices, Small-Scale Merchandise Owners
This study sought to determine the leadership style and leadership practices of
small-scale merchandise owners. The study was carried out using a descriptive research
design. Moreover, the researchers also used a quantitative approach to gather the data
needed in the study. The researchers utilized the descriptive survey questionnaires among
the 52 small-scale merchandise owners or managers in Lucban, Quezon. They were
chosen using random sampling. They were given questionnaires regarding their
leadership style and practices. Weighted mean, Scale Distribution, and Pearson
correlation were used as statistical tools. Hence, it was revealed that small-scale
merchandise owners use the Democratic Leadership Style proven by the results of the
study where most of them strongly agree that they often give directions and clarify
procedures to their employees that makes them a Democratic leader. Also, most of the
owners of merchandising businesses here in Lucban allow their employees to engage or
participate throughout the process of the business and the owner holds the final decision
and creates a stand that employees need to follow also making them a Democratic leader.
It was also revealed that this leadership style was proven aligned with the leadership
practices they use. Therefore, there is a significant correlation between leadership style
and leadership practices of small-scale merchandise owners.

Chapter I
INTRODUCTION
There are many small-scale merchandise businesses in Lucban, Quezon, and
every owner or manager has their way of leading, that is why the researchers decided to
conduct this study to determine their type of leadership.
Leadership is leading in the best way with a clear and definite purpose. Also, it is
an art of an individual’s skills and capabilities wherein most people believe that everyone
can possess the responsibility and potential of leading individuals in a team or group
through techniques and styles. Expert Program Management (n.d.) stressed the idea that
Leadership Style enhances the quality of strategies and methods to achieve outstanding
performance in the business. Furthermore, leadership is a process by which a person
influences other individuals to accomplish an objective and directs the organization in a
way that makes it more cohesive and coherent. This is connected to what Clarke (n.d.)
said that the leadership of intelligent and well-trained leaders is paramount to providing
an agreed-upon goal for the success of a business.
Effective leadership is a must for every business whose main goal is success,
especially when a certain business is new. A business may not grow and expand if it does
not have effective leadership. Big corporations may be able to cope temporarily with the
lack of great leadership. On the other hand, it may not be the case for small businesses
since they only have a small number of employees and have the possibility of falling
apart if it does not have effective leadership (Totka, 2021).

According to Clarke (n.d.), leadership skills are crucial to any successful business.
All organizations and businesses need powerful leaders. There are 6 essential leadership
skills that a leader can use eager to assure members and create a positive environment
within the organization. Those are effective communication, problem-solving,
relationship building, striving for feedback, trustworthiness, and empathy for the team.
Choosing to take up these kinds of leadership skills will significantly improve the work
inside the business. In addition to this, Expert Program Management (n.d.) stated that
best leaders know how to make adjustments to their leadership style for the sake of a
comfortable working environment. Every leadership style has an appropriate usage
depending on the situation.
There are so many ways how leaders lead an organization. They have their
leadership style on a specific organization that they think is the best to achieve their
goals. Different leadership styles can affect organizations’ effectiveness and
performance. As stated by Raines (n.d.), leadership style helps leaders to determine their
weaknesses, strengths, and shortcomings in their leadership practices. It is also their basis
in improving their leadership practices for the business. In every successful business,
owners or managers have their values or perspectives in exercising leadership. They have
different ways of handling the growth capacity and improvement of their business based
on the working environment they belong to. It is more ideal to specify the best leadership
style that will make the organization move forward and achieve shared goals.
Background of the Study
The leadership style and practices of small-scale merchandise owners in Lucban,
Quezon have distinct characteristics. These small-scale merchandise owners use various
leadership styles and practices in handling the growth capacity and improvement of their
business. Sutherland (2018) mentioned the reason for this idea that nowadays, the retail
industry adapts to changes which means that skills, qualities, and practices of leadership
are also becoming highly relevant to retail management.
The researchers were encouraged to deal with this study because their families
have small businesses.
They conducted this study because one of their relatives may want to build a small
business in the future. The study conducted may help the researcher’s relatives to have a
better foundation of knowledge and understanding on how they should operate their
future business.
They also thought that they can use this study to strengthen their interest in
building the same business in the future.
It is in this context that the researchers decided to determine the leadership style
and leadership practices of small-scale merchandise owners in Lucban, Quezon.

Objectives of the Study
This study aimed to determine the leadership styles and practices of small-scale
merchandise owners in Lucban, Quezon.
Specifically, the study sought to achieve the following objectives:
1. Determine the leadership style of small-scale merchandise owners in Lucban,
Quezon.
2. Determine the leadership practices of small-scale merchandise owners in
Lucban, Quezon.
3. Determine whether there is a correlation between the leadership style and
leadership practices of small-scale merchandise owners in Lucban, Quezon.
Hypothesis
Based on the related literature and studies, below is the predicted/assumed answer
to the objective.
Ho There is no correlation between leadership style and leadership practices of
small-scale merchandise owners.

Significance of the Study
This study was conducted to determine the leadership style and practices of small-
scale merchandise owners. This study provides relevant information and findings about
the leadership style and practices of the owners. This will raise the knowledge and
understanding of the people involved in the business. This will serve as a guide for
adapting possible improvements.
This study may help the owners especially when it comes to handling their
employees. Also, it may help the owners to build a good relationship and enhance proper
approach towards their employees. This may help the owners to improve their leadership
style and raise their knowledge about the leadership style and practices of the business to
be more successful.
Managers of the business can also benefit from this study since they are the ones
who are responsible for managing the business. This study will help the managers to
know if their way of managing the business is good for the employees, customers, and
especially for the business.
Employees can also benefit from this study especially in approaching the
customers. This may help the employees to improve their attitude, treatment, and proper
way of approaching the customer that may lead to a good image of the business.
The future owners will also gain benefits from this research since they will be the
next in line in handling the business. They may find something useful in this study to
make their leadership style and practices better than the recent owners.
The researchers may also benefit from this study since, at some point, they can
become a leader in their chosen professions. The conducted study will help them to have
sufficient knowledge about leadership styles and practices that are relevant and effective.
Future researchers will also benefit from this study since the researchers already
conducted it, they will find it easier because this study will serve as their guide. Through
this study, they won’t have any struggles or complications dealing with their own
research.
Scope and Delimitations
This study primarily focused on the leadership style and practices of small-scale
merchandise in Lucban, Quezon.
This study was conducted in Lucban, Quezon. The fifty-two (52) owners or managers of
the small-scale merchandising business were the respondents of the study. This study
used a descriptive type of research that employed a quantitative approach. The
researchers used descriptive research because it described the leadership style and
practices of small-scale merchandise owners. The quantitative approach was used in this
study because this study employed a structural way of collecting and analyzing data
obtained from different sources. The study was conducted using survey questionnaires. In
this study, the researchers used a survey questionnaire to achieve the main objective of
the study and to gather data.

The study included the owners or managers of small-scale merchandise in Lucban,
Quezon. The owner and manager are two separate people. Since the owner is the person
who owns the business and the manager is the one who handles it. The researchers aimed
to determine the owner’s leadership style and practices when it comes to leading their
employees. The way of leading the employees was delimited to this research.
The variables to be investigated are the owners’ leadership style and practices and
the correlation between the two.
Definition of Terms
The following terms are defined conceptually or operationally for better
understanding of the readers.
Authoritarian Leadership is a type of leadership style wherein the leader is the only one
who has the authority or power to control members (Cherry, 2020).
Democratic Leadership is a type of leadership style where the leader looks forward to
members’ participation and suggestions (Cherry, 2020).
Laissez-Faire Leadership is a type of leadership style wherein members of the group
can freely decide even without the help or support of the leader (Cherry, 2020).
Leader is an individual that holds most of the responsibility towards the vision of an
organization and can inspire, guide, and support members within a group (Boss
Editorial Team, 2020). In this study, it pertains to the owners or managers of
small-scale merchandise.
Leadership is important in a business to achieve more in just about every aspect of its
operation (Boss Editorial Team, 2020). In this research, it signifies the ways of
small-scale merchandise owners in leading their employees.
Leadership Practices are practiced skills by an individual that lead to effective
leadership (Bahreini, 2018). This study provides the leadership practices adopted
by small-scale merchandise owners.
Leadership Style is used as direction or basis of the leaders in leading an organization
eager to create a good impact on a business. It helps to identify the characteristics,
traits, skills, and capabilities of an individual as a leader (Cherry, 2020). This
study determines the leadership style used by small-scale merchandise owners.
Manager is a person who conducts business affairs (Merriam-Webster Dictionary, 2021).
Owner leads the small-scale merchandise business’ strategy, makes crucial decisions,
and drives a direction for the employees to follow (Boss Editorial Team, 2020).
Small-Scale Merchandise is classified as a small store or business that is occupied with
significant areas of the economy in any case. It also has an asset of 3,000,000 to
15,000,000 (Abrugar, 2013). In this study, it pertains to a type of store that buys
bulk products from suppliers and sells them in a retailed manner.

Chapter II
REVIEW OF RELATED LITERATURE
This chapter presents a review of some literature and studies, both local and
foreign, written by the authorities and researchers in the field of business and
management, and other allied fields which are available and closely related to the present
study, particularly on small-scale merchandise, leadership styles, and leadership practices
of owners.
Small-Scale Merchandise
According to Abrugar (2013), determining the size of a business is important
especially when it comes to the governments’ regulations and support. In the Philippines,
small business is designated by its size of resources, capital and the numbers of workers.
Magna Carta defined small businesses as any business that are occupied with the
significant areas of economy in any case, regardless of whether it is a single
proprietorship, organization or enterprise who has complete resources, comprehensive of
those emerging from credits but selective of the land on which specific business
element’s office plant and equipment range of more than 3,000,000 to 15,000,000. An
enterprise that has asset underneath P 3,000,000 with less than 10 workers is classified as
micro enterprise. While the enterprise that has an asset of P 3,000,000,001 to P

15,000,000 with 10 to 99 workers are considered as small enterprise. In the event that it
has P 15,000,001 to P 100,000,000 assets and has 100 to 199 workers, it is classified as
medium enterprise. If the asset is above P 100,000,000 and has at least 200 workers, it is
large enterprise.
Asian Development Bank said that small and medium enterprises highly
contribute to the Asian economy. In the Philippines, small and medium enterprises
(SMEs) are defined as any business that has 10 to 199 employees and has an asset of
P3,000,000 to P10,000,0000 (Natividad, 2016).
Schaefer (2010) stated that the easiest way to classify a business is by their size.
Some businesses such as one-person businesses and micro-businesses that has fewer than
five people are considered small. It includes a single person running the business. For
example, a hairdressing salon, small catering business, small retailers such as craft shop
or florist that employs just one or two people.
Miller (2020) stated that an exclusive and operated enterprise is called small-
scale enterprise. It is commonly portrayed as an undertaking with few employees, a
moderately low-income volume and usually privately owned with most of the profits
going to the owner. Small scale businesses are fundamental for the economy for modern
development and broadening.
According to Ruane (n.d.), in the Philippines’ financial capacity, Small and
Medium Enterprises (SMEs) are considered to have huge commitment. It provides job
creation and it increase employment opportunities. According to Philippine Trade and
Industry, Filipino SMEs has more than 99% of all businesses in the country. It provide
more than two-thirds of the country’s employment and almost one-third of the country’s
income.
The foundation of Philippines’ local economy is small businesses that flourish all
over the place. Sari-sari store, bakeries, dressmakers, food stands and many more are the
examples of small business found in the Philippines. It required little capital and there is
consistent interest for any item and administration. Filipinos are known for being creative
and hardworking, the reason why Philippine government is consistently been pushing
them to build a business (Small Business in the Philippines, 2017).
The retail business in the Philippines keeps on keeping up its development due to
the monetary and social turns of events and populace development. The greater part of
the customers in Philippines incline toward cheap and best products. The customary of
sari-sari stores impact the market in light of the fact that the interest of Filipinos is
generally of cheap products. Majority of the Filipinos prefer to buy goods in retailed
because of low income (Retail Industry in Philippines, n.d.).
According to Tech Wire Asia (2020), there are 106,175 small enterprises in the
Philippines.
Manarang (2015) stated that small businesses are ideal for individuals who don't
have some work however have the capital for the favored business. It additionally turns
out best for those individuals who are utilized however needs to have another source of
revenue. He also gives three list of small businesses ideas that can build in the
Philippines. First is Sari-sari store business, it is the most common place business that
Filipinos do which just requires little funding to begin. Second is Rice retailing business,
Filipinos eat rice almost every day and it is considered as a necessity in the Philippines.
This is the reason individuals like to sell rice grains which shoppers will purchase without
a doubt. In conclusion, baking business is additionally a well-known business in the
Philippines since Filipinos love bread, it is also auxiliary to rice which is likewise one of
the needs of Filipinos.
The importance of small enterprise to nearby company is truly settled in
purchasing and selling with companions and neighbors. In certain villages and towns,
small enterprise is the solitary kind that can endure while serving diminish community. In
a large city, small businesses often provide more numerous stocks or concentrate on
providing unique or personalized purchaser experiences (Brown, 2018).
Ingram (2019) stated that not all small-scale business sooner or later becomes a
large corporation. Some businesses are suitable only to operate small scale business,
regularly serving neighborhood network and producing enough benefit to take care of
owners. Small-scale business revenue is generally lower than the large scale but lower
revenue doesn’t mean that the business is not profitable because most of the owners of
small-scale business use their own facilities and equipment that helps them to have lower
cost than large business. It also has smaller groups of workers for small communities.
Small- scale enterprise implies less issue and cost of business enlistment and for the most
part doesn't record their own charges. Also, small-scale business can only be found in a
limited. It works from single office, retail location or administration outlet.
According to Leonard (2018), merchandising business sells product remarked as
merchandise. It is also the most acknowledge type of business. A merchandiser purchases

effectively made items and sells them for a benefit. The business could have retail facade
or the proprietor could sell his/her items as a street dealer or house to house business.
Most of the merchandising business has storefront that keeps inventory. These physical
stores shift in size, product and value points.
The variety and scope of product have a huge effect on a retailer's main concern.
Retailers need key when purchasing items into their business so they have a collection
which obliges their clients' necessities and needs. The four kinds of merchandise are
named as convenience, impulse, specialty goods and shopping products. Convenience
goods are the products that we need or essential to our daily living and the items that are
widely available and regularly bought. Impulse goods are the product that people buy
without planning. Shopping goods are merchandise that clients need adequate item data
on and be able to be contrasted with different brands. Since the products are already
compared to other, it means that these products can be purchased in lower price.
Specialty goods are the products that have unique characteristics and brands that are
found in a specific store (DotActiv Team, 2017).
Bhasin (2019) stated that there are five types of merchandising. The product
merchandising, visual merchandising, retail merchandising, omnichannel merchandising
and digital merchandising. Item merchandising involves several advertisements that help
boost the sales of a product. Whether it is selling online or in-store, it is considered as
product merchandising.
Visual merchandising can be characterized as all exercises used to show the item
to feature its highlights. The exercises utilized in visual marketing can be made by
making the arrangement of room accessible, lightning in the store and utilizing distinctive
planning. This can be utilized for selling items both online and in actual store (Bhasin,
2019).
Bhasin (2019) added that retail marketing carefully alludes to selling stock in an
actual store. Retailing stock incorporates all promoting and advertising activities which
are somehow used to offer items to buyers in physical store. The fourth type of
merchandising is the omnichannel merchandising or also known as omnichannel retailing
refers to cheating unified customers experience at all platform where retailer sells his/her
product and can be reach his customers.
Digital merchandising is a term utilized at the spot of retail promoting for selling
items at modern stages. This incorporates a wide range of exercises used to advertise
items on the web. It is also alluded to as web-based marketing or online business. It
incorporates all exercises like site advertisements, computerized item show, email
advertising, online media showcasing, and so forth. Digital merchandising is getting
significant as an ever-increasing number of retailers are taking their business online to
contact more extensive customers (Bhasin, 2019).
According to Wagner (2017), merchandising items in your store are demanding
needs on wanting to convince your clients and to upgrade your sales. Understanding the
intricate details of the store will assist you with having positive feedback in your store.
Having an understanding about advantages and disadvantages in merchandising is the
key towards a successful business. Powerful merchandising helps clients saw items they
might not have seen something else. It also helps you to prove that your product is best
and proven winners. The way to merchandising products is to take stock constantly, to
perceive what items are as of now sold.
Leadership Styles
According to Cherry (2020), a leadership style is basically the characteristic and
behavior of an individual when leading, managing, directing, inspiring and guiding
members of a group. Great leaders have the capability to motivate people so that they can
perform, innovate and create certain tasks. They know how to create practical movements
or social changes. As a matter of fact, there are many people out there who have the
potential to be a great leader and each of those people have different ways when it comes
to leading. Fortunately, there are many researchers out there that developed many
theories and framework that can help to identify different leadership styles.
Cherry (2020) further mentioned that in 1993, Kurt Lewin, a psychologist led a
group of researchers who all embarked to find out different leadership styles. The study
was very influential and three major leadership styles were established with the use of
this. It identifies more defined leadership theories. One of the three major leadership style
is the Authoritarian Leadership. This leadership style mainly focuses on the command of
the leader and on controlling their followers. It can end up the leader to be bossy or
dictatorial. The second leadership style is the opposite of the first one and it is called
Participative or Democratic Leadership. Unlike the autocratic leaders, democratic leaders
offer guidance to group members and allow them to provide or put their own opinions or
ideas. In fact, they let them be involved and give them the chance to participate. But, on
the other hand, they still hold the final say in the decision-making process. The group
members in participative leadership are described as engaged, motivated and creative
individuals because their leader makes them feel appreciated. The third leadership style is
the Delegative or Laissez-faire Leadership. This leadership style was the least productive
among the three. Delegative leaders tend to assign the decision-making process to their
members and hardly give any guidance or help. That’s the reason behind of the poor
defined roles and lack of motivation.
Becker (2020) added that one of the most effective leadership styles is the
Democratic Leadership for its beneficial support given to employees which make them
manifest their skills in handling responsibility. In this leadership style, the employees
have the right to voice out their opinions. A democratic leader includes the subordinates
in the discussion and considers their suggestions.
In the Philippines, Filipinos portray four types of leadership style. These are
Pakiramdam, Takutan, Kulit and Patsamba-tsamba. Pakiramdam focuses on a submissive
style of leadership. They are doing their work within the level of their capacity or simply
going with the flow. For a reason that this style does not provide workers sufficient
guidance required to turn their ideas into actions. Takutan is a style of leadership wherein
the manager holds the responsibility to rely on mental pressure, conceit and hostility.
This leadership reflects an act of professionalism. This results to loosen relationship
between leaders and subordinates. Kulit refers to the leader who conducts a thorough
observation on the work of their subordinates by checking every small detail. Patsamba-
tsamba is a leadership style with no presence of aligned aims and objectives. It relies on
trial and error, basing the success or failure of the business to fate (Filipino Leadership
Style, 2019).
As people enhance their skills in leadership, they will most likely use different
techniques that are best suited for them to achieve employers’ goals and employees’
needs. People often find ways to lead that offers benefit which could be used to better
serve their current goals. It might also help them to deeply understand the people within
the working environment (10 Common Leadership Styles, 2020).
It further mentioned that the first common leadership style is called Coach. These
leaders can weigh their members’ strengths and weaknesses and easily find a method to
motivate them for further improvement. The second leadership style is called Visionary.
Small and fast-growing organization are best suited for this. Visionary leaders have great
skill to drive progress by earning trust of employees for new ideas. The third style is the
Servant where leaders have a people-first mindset. The fourth leadership style is called
Pacesetter. The leaders who use this look forward to overall performance and
effectiveness. However, this style of leadership is not suitable when members need
mentorship and feedback. The fifth leadership style is Transformational. It is somehow
similar to Coach style but the only difference is that transformational leaders are driven
by a commitment of the organization. The sixth leadership style is the Transactional
which is similar to Pacesetter.
Raines (n.d.) stated that understanding own leadership style brings many
advantages to an organization. They will easily know how to use their strengths
proactively or effectively and counteract their weaknesses. Effectiveness and point of

view of people can be defined through leadership style. Awareness of the right style to
use is equivalent to proper communication among those involved in an organization.
“Knowledge is power”, just like what is said in the saying. You can either empower or
move yourself in your chosen career or interest by using knowledge of your own
leadership style. There is a work environment that is best suited for each leadership style.
It will allow a leader to choose a workplace that will make the leadership style an
advantage rather than a disadvantage. Knowing your own style will help you choose the
right position and organization that is compatible for you.
Raines (n.d.) further mentioned that by understanding your own leadership style,
you can come up with the best solution to problems that may come in your way. You may
be able to address problems differently than others because of your leadership style. By
navigating your leadership styles’ strength, you can arrive with the most effective result.
You can derive another strategy for solving a situation. You can build upon the strength
and weakness of your own leadership style if you know how to balance and be more
effective on leading others. With this, you can become a better leader and this knowledge
will give you direction in developing goals.
Tristan (2016) revealed that everybody builds up an interesting leadership style.
Leadership style relies upon numerous variables including character traits, experience,
values and the organizational culture in the workplace. There are several factors that
influence the leadership style of owners or managers. It includes their personal practices
such as personality trait as an individual, how the owners or managers were coach by
their experience, the character of their employees as well as the kind of job needed to be
done. These will show the way you lead others or an organization. It shows that the
leadership style that they used in an organization was inclined to the leadership practices
that they knew or experienced.
Being a leader is a difficult task since you carry out all the responsibilities in an
organization. A team mostly depends on the leader’s guidance and support in order to
accomplish tasks and achieve goals. A great leader knows that there are many ways to
lead but choosing a specific leadership style that is best suited for the organization or for
a specific situation is the best quality that a leader should possessed (Penn, 2017).
Martinuzzi (2019) stated that one characteristic of a good leader is knowing what
leadership style is superior and honing a signature style that has the ability to change
prior to the situation may help the leader to have effectiveness when it comes to
leadership. There are steps in choosing the best leadership style and ways in deciding
what to use. First is to know your qualities as an individual. Start by raising
understanding to the leadership style that can be easy to handle. Do this by considering
evaluations from colleagues regarding personal strengths and taking a leadership style
assessment. Next is to understand different leadership styles. Learn new skills and
observe the areas that need improvement. Changing from one leadership style to another
may be hard at first but as time goes by, a great leader can get used to it. In other words,
avoid using different leadership style unknowingly. The last thing that needed to be
consider is choosing leadership style that will develop leadership agility. An individual
who can adapt to circumstances can possibly mold their character as a leader. An ultimate
leadership style requires flexibility to any situation.

Leadership Practices
Bahreini (2018) stated that leadership is not a natural nor established skill. An
individual can learn or practice it. The combination of various skills and principles leads
to effective leadership. It constitutes a stable condition within the business. Having a
great vision prepares an individual to be a great leader. Great leaders value small details
in a bigger picture. Leaders must possess strong sense of observation within the
organization in order to keep track the events happening and make strategic decisions.
Outstanding leaders visualize their selves in the fiercest way. Effective leaders hold the
very best position to command and they have the desire to learn.
According to Seedman (2020), world-class leadership is extremely important than
any other business element. The leader itself predicts and oversee the potentials of an
organization. However, leadership is everyone’s business. Leadership is considered as
extremely learnable skill. It focuses on emotional awareness, humility and perseverance
that leads to better comprehension of things. The best leadership practices are categorized
into three namely: inspire, empower and innovate. If a person can inspire, automatically
he or she have the skill to lead. Leaders must attract the people’s hearts rather than their
minds. Leaders must be open and sensitive to the vision and mission, lead and reflect
with the mind, heart and soul. In empowering, great leaders don’t only create followers
but also create leaders. An idealist leader empowers those people simultaneously to
create collaboration and participation to accomplish anything. While in innovating,
visionary leaders humbly accept changes and failures. They know how to embrace and
value transformation. Considering failure as an inspiration to do better is also the door for
improvement and success. The door for change and improvement is basically awareness
and open-mindedness.
Recent studies confirmed that the significant determinant of an organization’s
success is the quality of leadership. Organizations led by a strong and reliable leader have
the greater chance to adjust their overall performance in terms of customer satisfaction,
organizational productivity, financial structure and product quality. The impact of
effective leadership to employee retention, performance, engagement and morale brings
positivity to the business. The leaders of the present and future generation have more to
offer than the leaders of the past. Leaders need to be wise in making decisions to assure
that the business will meet or exceed the expectations of many. Leaders set standard
according to the organization’s values. Prioritizing the policies and procedures are the
responsibilities of a leader to be prepared for unexpected situations. Innovation should be
the target of today’s businesses especially now that the industry has a competitive
marketplace. Leaders must secure a safe environment wherein people will feel
comfortable to try something new. To attain leadership skills, one must have performed
practices in a real-world environment (Graduate Programs Staff, 2019).
Zwilling (2016) stated that great leaders give opportunities and personal growth
assignments aside from conventional training programs. A deserving leader understands
the benefit of peer relationship building as well as having the knowledge and power.
Closer connection with people and team building are the keys in achieving success. Great
leaders highlight brand new perspectives with a benefit from a supportive network.
Consistent leadership practices that are ethically and biblically good are also
found to be powerful and effective (Irving, 2015).
According to Lenz (2019), effective leadership involves four practices. First is
knowing the general personality of people you work with on the intimate level. Second,
select leadership style that best suits for the working environment. It can be authoritative,
democratic or laissez-faire. Third is earning respect and winning trust from members in
the workplace. Lastly, motivating people to do their duties successfully.
Fleener (2015) indicated that there are two types of retail leaders. The first type is
the one who actually runs his or her business. It is further noticed that most of them work
hard and do a great job. This type of leader looks forward to improvement in their
merchandising and marketing. They are very cooperative with their staffs when it comes
to product development. The second type of retail leader is somehow very different to the
first type though they may have tiny similarities. These leaders are most likely to be
aggressive dealing with their sales. They always strive to bring the business to higher
performance level in order to have changes in their sales. Many owners or managers act
somewhere between the two types.
Developing a strong and effective strategy results for a good retail leader to keep
the members in touch with the atmosphere of the business. Nowadays, retail industry
adapt to changes, which means that skills, qualities and practices of leadership are also
becoming highly relevant to retail management (Sutherland, 2018).
According to Goodwin (2014), leading and at the same time motivating crosses
the path of success. There are nine best practices for retail leaders. The first one is
implementing competitive plans. Highly skilled workers know that they are in-demand. A
leader needs to offer rewards for members to arrive with compensation plans. Second is
having an effective scheduling of work hours. Helping the members cope with stress and
giving them regular day offs lessen the hard time dealing with retail career. Third is
providing ongoing learning opportunities. Conducting retail training programs will be the
best aid for employees to strive more and increase their working capacity. Fourth is
promoting a positive work environment. It is common to develop deeper relationships
with some co-workers since it can affect the nature of business. If the workplace is too
uncomfortable, it will be difficult for employees to do their job and they have the
tendency to quit. Fifth is having constant focus on improvement. Frustration comes when
inventory comes out of stock. The improvement of the business is related to the sustained
amount of focus by the worker. Sixth is creating a career path with a definite purpose and
clear ideas. The seventh practice is knowing what motivates your people. Employees
should be wisely motivated by responsibility rather than money. As a leader, one must
possess the ability to execute several strategies for motivation and capture the interest of
members in the workplace. Eight is providing additional rewards which depend on the
performance level of every employee. Lastly, creating a recognition program is one of the
most suitable ideas to give employees the appreciation they deserve to have. Reinforcing
great behavior leads to better results.
Sharp et al. (2020) claimed that teachers of literacy should actively participate as
leaders of literacy who are continuous skilled learners, and receptive leaders. The
literature foundation for literacy leadership, however, is limited and does not directly
discuss educators in literacy teaching. Leadership practice through a distributed

leadership paradigm presents insights into how individuals and their situational
background execute leadership practice.
Technical innovation has become a catalyst of activities for education that put
students at the center of interactions in learning and leadership development (Hoffman &
Borhis, 2017).
Endersby, Jenkins & Priest (2019) claimed that the lenses of identity,
organization, and obligation to advance leadership education as a culture of practice
provide reflections and suggestions.
Theoretical Framework
Weber (1905) instituted the belief that an organization must revolve in one
complete hierarchical structure, understandable rules and regulations in line with the
authorities. The bureaucracy theory has the following characteristics: specialization of
labor, a formal set of rules and regulations, well-defined hierarchy within the
organization, and impersonality in the application of rules. Due to changes, it evolved
from traditional structures wherein the leader is the one who authorized duties and has the
power to change it any time. However, over some time, this changed and there was a
detailed description of jurisdiction. In a bureaucratic organization, subordinates always
follow the command of superiors but can also make appeals if there is a need. Rules are
comprehensive and firm so that employees can be familiar easily. In addition, the
organization records them in permanent files. Personal property is separated from office
property and the means of production belong only to the office. The selected officials are
based on technical qualifications and not an election. They are compensated for their
accomplished work. At first, there would be a trial period for every official before
receiving an offer of a permanent position in the organization. This is to avoid
peremptory dismissal.
He further mentioned that the theory of bureaucracy follows six major principles.
First is a formal hierarchical structure. In a bureaucratic organization, higher levels
control lower levels. It is the basis of central planning and centralized decision-making.
The second is rules-based management where the organization’s control is aligned with
the implemented rules. This means that decisions made at higher levels must be
processed by lower levels. The third is the functional specialty organization which
focuses on the specialist who does the work. Employees of the organization are divided
into units based on their strengths and capabilities. Fourth is the up-focused or in-focused
mission. It will be up-focused if the mission of the organization prioritized the
stockholders while on the other hand, in-focused is developed when the mission is to
serve the organization itself and those within it. Fifth is impersonal where all employees
are given equal rights and treatment. Thus, individual differences will not influence nor
affect them. Lastly, employment based on technical qualifications happens when the
selection and promotion of employees are based on the skills they possessed.
Research Paradigm
INDEPENDENT DEPENDENT
VARIABLE VARIABLE
Leadership Style of Small- Leadership Practices of

Scale Merchandise Owners Small-Scale Merchandise
Owners
Fig. 1 Independent Variable and Dependent Variable Model
The independent variable of the study is the leadership style of small-scale
merchandise owners, on the other hand, the dependent variable of the study is the
leadership practices of small-scale merchandise owners. The researchers provided survey
questionnaires to gather information. After gathering information from the owners or
managers of the small-scale merchandise, the researchers analyzed them to determine the
relationship between leadership style and leadership practices of owners in their small-
scale merchandise.
Chapter III
METHODOLOGY
In this chapter, the researchers unfold how they conducted the study. All details,
such as the research design and data gathering procedure are discussed. This chapter
provides the perspectives on how the researchers brought their study from the blueprint to
actuality.
Research Locale
This study was conducted in Lucban, Quezon. When it comes to business, it is
recognizable that the town has a lot of business establishments in different categories
such as food, clothing, etc. Although it is a small town, business owners continue to
invest in their businesses in Lucban.

Research Design
This study used the descriptive type of research that employs a quantitative
approach. The researchers used descriptive research to describe the leadership style and
practices of small-scale merchandise owners. The quantitative approach was used
because this study employs a structural way of collecting and analyzing data obtained
from different sources. The study was conducted using a survey questionnaire
categorized into two: Leadership Style and Leadership Practices.
Participants
The owners or managers of the merchandising businesses were the respondents of
the study. Out of the one hundred six (106) small-scale merchandise businesses here in
Lucban that are registered in DTI, only fifty-two (52) respondents were surveyed at their
respective locales since we used the 10% margin of error. They were chosen using
random sampling. The said respondents are the source of the data needed in the study.
Instrumentation
In this study, the researchers used a survey questionnaire to achieve the main
objective and to gather data. The researchers also gathered additional information through
the use of books and the internet to develop this study. The questionnaire was distributed
to fifty-two (52) respondents chosen via random sampling. The results of this study were
generated through statistical treatment. This was used to identify the leadership style and
practices of small-scale merchandise owners.
Data Gathering Procedures

To gather the necessary data, first, the researchers constructed a questionnaire
divided into two categories namely: Leadership Style and Leadership Practices to satisfy
the main objective of the study. The questionnaire was derived from the types of
leadership style and leadership practices indicated in the Review of Related Literature.
The questionnaire measured the agreeableness of respondents on certain conditions.
Second, the questionnaire was checked and validated in terms of grammar and content.
Third, after approving the questionnaire, the researchers asked the DTI for the list of
small-scale merchandise businesses in Lucban. Since the environment is at risk caused by
the spread of COVID-19, the researchers surveyed only fifty-two (52) respondents out of
the one hundred six (106) small-scale merchandise businesses registered in DTI. Fourth,
the researchers proceeded with the distribution and survey. The process of distributing
the questionnaire was conducted face-to-face with the respondents following safety
protocols: wearing a face mask and face shield and with enough social distancing. Lastly,
the researchers communicated with the statistician to analyze and interpret the results
from the gathered data.
Statistical Treatment
The following statistical treatments were adopted: Weighted Mean, Scale
Distribution, and Pearson r Correlation.
Weighted Mean
The weighted mean formula was used to determine the answers of the
respondents. Find the weighted mean of variable x by multiplying each value by its
corresponding weight and dividing the sum of the products by the sum of weights.
w 1 X 1 + w2 X 2+ ⋯ + wn X n ∑ wX
x= =
w 1+ w 2 + ⋯ w n ∑w
where w 1 , w 2 ,… wn are the weights and X 1 , X 2 , … X n are the values
The researchers gathered data through survey forms. The data that the researchers
gathered were individually analyzed, tallied, and computed using weighted mean.
Pearson r was also used.
Scale Distribution
Point Score Rating Interval Description

5 4.20-5.00 Strongly Agree
4 3.40-4.19 Agree
3 2.60-3.39 Neither Agree nor Disagree
2 1.80-2.59 Disagree
1 1.00-1.79 Strongly Disagree
The following scale distribution was referred to as the interpretation and analysis
of the data.
Pearson r Correlation
This statistical tool was used to determine the correlation between leadership style
and leadership practices.
n ⅀ XY −⅀ X ⅀ Y
r=
√ [⅀ X − ( ⅀ X ) ]¿ ¿ ¿
2 2
where:
n = number of paired observations
⅀ XY = the sum of the products of X and Y
⅀ X 2 = the sum of the squared values of X
⅀ Y 2 = the sum of the squared values of Y
⅀ X = the sum of the values of X
⅀ Y = the sum of the values of Y
The correlation coefficient scale below was used to describe the results of the
study.
Value of r Interpretation
Between ±0.80 to ±0.99 High Correlation

Between ±0.60 to ±0.79 Moderate High Correlation
Between ±0.40 to ±0.59 Moderate Correlation
Between ±0.20 to ±0.39 Low Correlation
Between ±0.01 to ±0.19 Negligible Correlation
Chapter IV
RESULTS AND DISCUSSIONS
This chapter presents the result of the entire study. A comprehensive analysis and
interpretation of the gathered data are shown through tabular presentations and were
analyzed statistically to meet the objectives of the study. The researchers' acceptance or
rejection of the hypothesis is also provided in light of the findings generated.
Table 1 Leadership Style adapted by the small-scale merchandise owners

Leadership Style Weighted Mean Description
1. I make all the decision on my own 3.23 Neither Agree or Disagree
and instruct my employees without
asking their suggestions to my decision.
2.I offer guidance and encourage my 4.19 Strongly Agree
employees to participate in my decision-
making process.
3.I offer no guidance to my employees 2.52 Disagree
and leave the decision making up to them.
4.I let my employees do the works that 2.98 Neither Agree or Disagree
they prefer.
5.I offer help to my employees when 4.21 Strongly Agree
completing a task.
6.I often give directions and clarify 4.58 Strongly Agree

procedures to my employees.
7. I make specific assignments to every 4.46 Strongly Agree
employee.
8.Employees are always under my 4.33 Strongly Agree
supervision.
9.In complex situations, I let my employees 2.81 Neither Agree or Disagree
work on the problems on their own.
10.I give rewards to employees eager to 4.21 Strongly Agree
motivate them to achieve organizational
objectives.
11.I always have communication with my 4.37 Strongly Agree
employees.
12.My employees are basically competent 4.27 Strongly Agree
and do a good job if given a task.
13.I let my employees do their job alone 3.63 Agree
in most situations.
14.I help my employees discover their 4.42 Strongly Agree
strength in handling responsibility.
15.I give complete freedom to my employees 3.98 Agree
when working.
Average Weighted Mean 3.88 Agree
Table 1 presents the weighted mean distribution of the leadership style adopted by
the small-scale merchandise owners.
Based on the table, it is shown from the topmost mean score of 4.58 that the
respondents strongly agree that they often give directions and clarify procedures to their
employees which reflects a Democratic Leadership Style. Also, the respondents strongly
agree that they always have communication with their employees with a mean score of
4.37 which reflects a Democratic Leadership Style. While the lowermost mean score of
2.52 shows that the respondents disagree that they offer no guidance to their employees
and leave the decision-making up to them which means that most of the owners don’t use
the Laissez-Faire Leadership Style.
In addition to this, the respondents strongly agree on all statements that reflect
Democratic Leadership Style such as offering guidance and encouraging the employees
to participate, offering help on tasks, supervising employees, giving rewards, having
communication with the employees, and helping them to discover their strengths.
As a whole, it can be inferred that most of the owners or managers of small-scale
merchandise are being democratic leaders to their employees. They effectively point their
employees in the right direction and clarify procedures so that they can do their job
successfully. They also communicate to the employees to give clear and concrete steps to
achieve their goals and they prioritize participation when it comes to the decision-making
process. They make sure that they offer guidance and help in completing tasks. Lastly,
the owners or managers who are democratic leaders give rewards to their employees to
motivate them to achieve organizational objectives.
This inference was supported by Becker (2020) that one of the most effective
leadership styles is the Democratic Leadership for its beneficial support given to
employees which makes them manifest their skills in handling responsibility. In this
leadership style, the employees have the right to voice their opinions. A democratic
leader includes the subordinates in the discussion and considers their suggestions.
Table 2 Leadership Practices adapted by the small-scale merchandise owners
Leadership Practices Weighted Mean Description

1.I look for opportunities that will test 4.35 Strongly Agree
my skills and abilities as a leader.
2. I involve my employees in planning. 3.96 Agree
3.I recognize organizational achievements. 4.42 Strongly Agree
4.I treat my employees with trust, dignity 4.58 Strongly Agree
and respect.
5.I motivate my employees so that they 4.63 Strongly Agree
will keep doing a good work
6.I spend time in providing clear 4.38 Strongly Agree
instructions to my employees.
7.I command competitive plans. 3.88 Agree
8.I have effective scheduling of work hours. 4.13 Agree
9.I provide ongoing learning opportunities 4.23 Strongly Agree
for myself and for my employees.
10.I provide additional reward for my 4.21 Strongly Agree
employees for their successful duties.
11.I look for innovative ways towards 4.50 Strongly Agree
improvement.
12.I prioritize cooperation and strong 4.58 Strongly Agree
relationship with my employees.
13.I give appreciation to their contributions 4.54 Strongly Agree
and overwhelming support.
14.I always make sure that I set clear 4.46 Strongly Agree
goals and implement accurate actions.

15.I am committed in setting values 4.46 Strongly Agree
of my business.
Average Weighted Mean 4.36 Strongly Agree
Table 2 presents the weighted mean distribution of the leadership practices
adopted by the small-scale merchandise owners.
Based on the table, it is shown from the topmost mean score of 4.63 that the
respondents strongly agree that they motivate their employees so that they will keep
doing good work while the lowermost mean score of 3.88 shows that the respondents
agree that they command competitive plans. The average weighted mean obtained was
4.36 which means that the respondents strongly agree on the practices that will benefit
their employees.
As a whole, it can be inferred that the more the owners or managers let their
employees participate, the more they get motivated and productive. It boosts their morale
and makes them appreciate their work more. This inference was further supported by
Goodwin (2014) wherein it was stated that employees should be wisely motivated by
responsibility rather than money. As a leader, one must possess the ability to execute
several strategies for motivation and capture the interest of members in the workplace.
Leading and at the same time motivating crosses the path of success. It is the best aid for
employees to strive more and increase their working capacity
As stressed by Seedman (2020), an idealist leader empowers those people
simultaneously to create a collaborative nature that promotes participation to accomplish
anything.
Test of Correlation
Hypothesis
Ho: There is no significant relationship between the leadership styles and leadership
practices of small-scale merchandise owners in Lucban, Quezon.
Ha: There is a significant relationship between the leadership styles and leadership
Table 3 Significant correlation between the leadership style and leadership practices
of small-scale merchandise owners in Lucban, Quezon
N p-value Level of Decision Rule Conclusion

significance
52 Reject Ho if P- There is a
.475 0.50 value < Level of significant
significance correlation
Decision: Reject the null hypothesis since p-value<0.50, that is (0.475<0.50). This
table shows that the leadership practices have moderate correlation to leadership style.
Table 3 reveals a significant correlation between leadership style and leadership
This means that among 52 respondents and as far as the statistics of this study are
concerned, the leadership style and practices with Pearson r = .475 at 0.50 level of
significance are used relatively by the small-scale merchandise owners in Lucban,
Quezon.
The results connote that the leadership style adopted by the small-scale
merchandise owners in their merchandising business is aligned with the leadership
practices they apply. It can be inferred that small-scale merchandise owners base their
leadership practices on their preferred leadership style. They align their leadership
practices to the leadership style they use.
This affirms the statement of Tristan (2016) which revealed that everybody builds
up an interesting leadership style. Leadership style relies upon numerous variables
including character traits, experience, values, and the organizational culture in the
workplace. Several factors influence the leadership style of owners or managers. It
includes their practices such as personality traits as an individual, how the owners or
managers were coached by their experience, the character of their employees as well as
the kind of job needed to be done. These will show the way the owners or managers lead
the employees of an organization. It shows that the leadership style that they used in an
organization was inclined to the leadership practices that they knew or experienced.
Chapter V
SUMMARY, CONCLUSIONS, & RECOMMENDATIONS
This chapter presents the summary of the study conducted. This also presents the
findings derived from the analysis and interpretation of the results. Moreover, this
imparts the conclusions framed and the recommendations thereafter.
Summary
The study sought to determine the leadership style and leadership practices of
small-scale merchandise owners in Lucban, Quezon, as well as its significant correlation.
A total of fifty-two (52) respondents randomly chosen were surveyed at their
respective locales. The study utilized the descriptive research design under the
quantitative approach and made use of a survey questionnaire to gather quantitative
analysis of data and correlational analysis of variables. The premises of the Leadership
Style and Leadership Practices served as the contents of the survey questionnaire. The
questionnaires were administered to the owners or managers of the small-scale
merchandise businesses. Using the average weighted mean, the results were analyzed. To
evaluate the correlation of leadership style and leadership practices, the results of these
two were then subjected to Pearson r Correlation. The findings are based on the
leadership style and practices adapted by small-scale merchandise owners in Lucban,
Quezon. The study presented that small-scale merchandise owners use Democratic
Leadership Style with a 3.88 average weighted mean. Also, based on the results, the
respondents strongly agree on the leadership practices wherein they motivate and inspire
their employees with an average weighted mean score of 4.36. Lastly, this study also
revealed that there is a significant correlation between leadership style and leadership
practices of small-scale merchandise owners.
Findings
From the interpretations and analysis of the data collected, the following are
findings:
1. The leadership style of small-scale merchandise owners in Lucban, Quezon is
Democratic Leadership with a 3.88 average weighted mean.
2. The leadership practices of small-scale merchandise owners in Lucban, Quezon
are motivating and inspiring their employees with a 4.36 average weighted mean.
3. There is a significant correlation between leadership style and leadership practices
of small-scale merchandise owners in Lucban, Quezon with Pearson r = .475 at
0.50 level of significance.
Conclusions
Based on the findings, the following conclusions were drawn:
1. Democratic leadership is the most likely adopted leadership style by small-scale
merchandise owners in Lucban, Quezon.
2. Most of the owners or managers of small-scale merchandise have practices that
motivate their employees to improve their skills and capabilities. They prioritize
good relationships with their employees and give them the chance to cooperate in
every business area.
3. There is a significant correlation between leadership style and leadership practices
of small-scale merchandise owners in Lucban, Quezon. The leadership style of
small-scale merchandise owners influences their leadership practices in leading
and handling employees.

Recommendations
Based on the conclusions, the following recommendations are offered:
1. Parallel studies concerning the extent of knowledge and skills of small-scale
merchandise owners in applying their leadership style to their leadership practices
be conducted.
2. The researchers would like to recommend this study to the small-scale
merchandise owners as a guide to help them maximize their skills when it comes
to the leadership style and practices they use.
3. The researchers would like to recommend this study to future business owners
who are trying to put up their own small-scale business as their reference in
choosing the best leadership style and practices to use suitable for their
characteristic and business environment.
4. The researchers would like to recommend this study to future researchers to make
a correlational study about leadership style and practices of all small-scale
merchandise business owners here in Lucban, Quezon. Due to COVID-19, the
researchers were unable to survey all available respondents so when our situation
is already settled or in good condition, the researchers recommend surveying all.
5. Future researchers may replicate this study using other locales, business types and
with an increased number of respondents.

6. Future researchers may also do a total enumeration of all small-scale merchandise
owners or managers in Lucban, Quezon.

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APPENDICES
Appendix “A”
Letter for the Communication
Republic of the Philippines

LUCBAN ACADEMY
SENIOR HIGHSCHOOL
Lucban, Quezon
Communication to the Principal
February _______, 2021
Mrs. LYDIA R. DEAN

Principal
Thru: MARILYN O. ABAS

Senior High School Assistant Principal
Madam:
We are Grade 12-Perseverance taking up Accountancy Business and Management

(ABM) track under K-12 Curriculum.
Right now, we, the researchers, Alexandra D. Abit, Kenzy Nova V. Balaoing, Kirstine
Y. De Leon and Brixter Carlo Z. Soria are on the process of fulfilling our research
entitled, “Leadership Style and Practices of Small-Scale Merchandise Owners” with
the following objectives:
1. Determine the leadership style of small-scale merchandise owners in Lucban,

Quezon.
2. Determine the leadership practices of small-scale merchandise owners in
Lucban, Quezon.
3. Determine whether there is a correlation between the leadership style and
leadership practices of small-scale merchandise owners in Lucban, Quezon.
In connection to this, we would like to ask permission from your good office to let us
conduct a survey with (52) small-scale merchandising businesses here in Lucban.
Your help will be a great contribution for the success of this research.
We are hoping that this request would merit your approval.
Thank you and God bless.

Respectfully yours, APPROVED BY:
(Sgd) KIRSTINE Y. DE LEON (Sgd) Mrs. LYDIA R. DEAN

Research Coordinator Principal
NOTED BY:
(Sgd) EDUARDO S. RAÑESES (Sgd) MARILYN O. ABAS

Research Adviser SHS Assistant Principal
Appendix “B”
Survey Questionnaire
Republic of the Philippines

LUCBAN ACADEMY
SENIOR HIGHSCHOOL
Lucban, Quezon
Dear Sir/Madam:
Greetings!
We are Senior High School students of Lucban Academy, who are writing our
research entitled Leadership Style and Practices of Small-Scale Merchandise Owners.
In this regard, we are requesting you to accomplish the attached questionnaire.
Your kind cooperation will help us in completing our research study. Rest assured that
the information you will provide shall be treated with the outmost confidentiality.
Thank you very much!
(Sgd) ALEXANDRA D. ABIT (Sgd) KENZY NOVA V. BALAOING

Researcher Researcher
(Sgd) KIRSTINE Y. DE LEON (Sgd) BRIXTER CARLO Z. SORIA

Researcher Researcher
Noted by:
(Sgd) EDUARDO S. RAÑESES

Research Adviser
Questionnaire for Small-Scale Merchandise Owners
Name (optional): _______________________________________
Direction: For each statement below, put a check (/) on the box that indicates the degree
to which you agree or disagree.
5- Strongly Agree (SA) (LUBOS NA SUMASANG-AYON)
4- Agree (A) (SUMASANG-AYON)
3- Neither Agree nor Disagree (NAD) (MAAARING SUMASANG-AYON, MAAARING
HINDI)
2- Disagree (D) (HINDI SUMASANG-AYON)
1-Strongly Disagree (SD) (LUBOS NA HINDI SUMASANG-AYON)
5 4 3 2 1
(SA) (A) (NAD) (D) (SD)
A. Leadership Styles
1. I make all the decision on my own and instruct
my employees without asking their suggestions
to my decision.
(Ako ang nagdedesisyon at hindi ko hinihingi
ang opinyon ng aking mga empleyado.)
2. I offer guidance and encourage my employees
to participate in my decision-making process.
(Ginagabayan ko ang aking mga empleyado at
hinihimok sila na lumahok sa aking
pagdedesisyon.)
3. I offer no guidance to my employees and leave
the decision making up to them.
(Hindi ako nagbibigay ng patnubay sa mga
empleyado at isinasalalay ko ang pagpapasya
sa kanila.)
4. I let my employees do the works that they
prefer.
(Pinapayagan kong gawin ng mga empleyado
ang kanilang nais na gawain.)
5. I offer help to my employees when completing
a task.
(Nag-aalok ako ng tulong sa aking mga
empleyado sa tuwing may kailangang tapusin
na gawain.)
6. I often give directions and clarify procedures to
my employees.
(Madalas akong nagbibigay ng direksiyon at
nililinaw ang mga paraan na gagawin nila.)
7. I make specific assignments to every employee.
(Nagtatalaga ako ng mga tiyak na gawain sa
bawat empleyado.)
8. Employees are always under my supervision.
(Ang mga empleyado ay laging nasa ilalim ng
aking pangangasiwa.)
9. In complex situations, I let my employees work
on the problems on their own.
(Sa mga komplikadong sitwasyon, pinapayagan
kong magtrabaho ang aking mga empleyado.)
10. I give rewards to employees eager to motivate
them to achieve organizational objectives.
(Nagbibigay ako ng gantimpala sa aking mga
empleyado.)
11. I always have communication with my
employees.
(Palagi akong mayroong komunikasyon sa
aking mga empleyado.)
12. My employees are basically competent and do a
good job if given a task.
(Ang aking mga empleyado ay nagtatrabaho
nang maayos at mabuti sa tuwing binibigyan ng
gawain.)
13. I let my employees do their job alone in most
situations.
(Pinapayagan kong gawin ng mga empleyado
ang kanilang trabaho nang mag-isa.)
14. I help my employees discover their strength in
handling responsibility.
(Tinutulungan ko ang aking mga empleyado na
matuklasan ang kanilang kakayahan sa
paghawak ng responsibilidad.)
15. I give complete freedom to my employees when
working.
(Nagbibigay ako ng kalayaan sa mga
empleyado kapag nagtatrabaho.)
B. Leadership Practices
1. I look for opportunities that will test my skills and
abilities as a leader.
(Naghahanap ako ng mga pagkakataon na susubok sa
aking kakayahan at kakayanan bilang isang pinuno.)
2. I involve my employees in planning.
(Isinasama ko ang aking mga empleyado sa
pagpaplano.)
3. I recognize organizational achievements.
(Kinikilala ko ang mga nakamit ng aking mga
empleyado.)
4. I treat my employees with trust, dignity and respect.
(Tinatrato ko ang aking mga empleyado nang may
pagtitiwala, dignidad at respeto.)
5. I motivate my employees so that they will keep doing a

good work.
(Pinasisigla ko ang aking mga empleyado upang
paghusayan pa nila ang kanilang mga trabaho.)
6. I spend time in providing clear instructions to my
employees.
(Gumugugol ako ng oras sa pagbibigay ng malinaw na
tagubilin sa aking mga empleyado.)
7. I command competitive plans.
(Nagpapatupad ako ng mga agresibong plano.)
8. I have effective scheduling of work hours.
(Mayroon akong mabisang talaan (schedule) ng mga
oras ng trabaho.)
9. I provide ongoing learning opportunities for myself and
for my employees.
(Nagbibigay ako ng mga pagkakataon upang matuto ako
para sa aking sarili at mga empleyado.)
10. I provide additional reward for my employees for their
successful duties.
(Nagbibigay ako ng dagdag na gantimpala sa aking mga
empleyado para sa kanilang matagumpay na tungkulin.)
11. I look for innovative ways towards improvement.
(Naghahanap ako ng mga makabagong paraan upang
umunlad ang aking negosyo.)
12. I prioritize cooperation and strong relationship with my
employees.
(Mas inuuna ko ang kooperasyon at matibay na ugnayan
sa aking mga empleyado.)
13. I give appreciation to their contributions and
overwhelming support.
(Pinapahalagahan ko ang mga naiambag at suporta ng
aking mga empleyado.)
14. I always make sure that I set clear goals and implement
accurate actions.
(Palagi kong sinisigurado na nagtatakda ako ng malinaw
na mga layunin.)
15. I am committed in setting values of my business.
(Nakatuon ako sa pagtatakda ng kahalagahan ng aking
negosyo.)
Appendix “C”
Tallied Survey for Small-Scale Merchandise Owners
LEADERSHIP STYLE LEADERSHIP PRACTICES

Statement Statement
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Respondents
1 2 5 5 2 5 5 5 5 2 4 5 5 2 5 4 4 4 4 5 4 4 4 4 4 4 5 5 4 4 4
2 5 5 4 4 5 5 5 5 1 5 5 4 4 4 5 5 2 5 5 5 5 5 5 4 4 4 5 5 5 5
3 5 4 3 5 5 5 5 5 1 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5
4 1 5 2 3 4 5 5 3 3 4 4 4 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
5 2 5 2 2 5 5 5 5 2 3 5 5 2 5 5 5 4 5 5 5 5 2 5 5 4 5 5 5 5 5
6 4 5 1 1 4 5 5 5 2 5 5 4 4 4 4 5 4 3 5 5 5 4 4 5 5 5 5 5 5 5
7 3 4 3 4 5 5 4 4 3 4 5 4 5 4 3 4 4 5 5 5 4 3 3 4 3 4 5 4 4 5
8 3 5 1 2 5 5 5 5 2 4 5 4 4 5 4 5 4 5 5 5 5 3 5 5 4 5 5 5 5 5
9 5 5 4 2 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5
10 5 2 3 3 3 4 4 5 3 3 3 3 3 3 4 3 2 2 3 3 3 2 3 3 4 3 3 4 3 3
11 1 5 1 4 5 5 5 5 3 5 5 4 1 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5
12 3 4 2 4 3 4 3 4 2 3 4 4 4 4 4 5 3 4 5 4 4 3 4 4 3 4 5 4 4 5
13 1 5 1 1 5 5 5 5 1 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5
14 3 3 2 1 3 4 4 5 1 4 4 4 2 4 2 4 2 3 4 4 4 2 2 4 4 5 4 5 5 4
15 3 3 2 3 4 4 4 3 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 5 4 4 4 5
16 3 4 1 3 3 4 4 4 2 4 4 4 4 4 5 4 5 4 5 5 4 3 4 4 4 4 4 5 4 4
17 5 5 2 3 4 5 5 4 2 5 5 5 2 5 2 5 5 5 5 5 5 2 5 5 5 5 5 5 5 5
18 3 3 2 3 4 5 5 5 1 3 5 3 5 5 3 5 3 5 5 5 5 3 5 5 4 5 5 5 5 5
19 2 4 1 2 5 5 5 5 2 4 5 5 3 5 5 5 5 5 5 5 4 5 4 4 5 5 5 5 5 5
20 5 5 5 2 5 5 5 4 3 4 2 3 5 5 5 4 4 5 5 5 5 4 4 4 5 5 5 5 5 5
21 5 4 4 2 3 4 4 5 4 5 5 4 4 3 4 3 4 4 4 5 5 5 4 4 4 4 3 3 5 4
22 4 4 3 3 2 4 4 4 5 5 5 4 4 4 4 5 4 5 5 5 4 5 5 4 3 4 4 4 5 5
23 5 5 4 5 5 4 5 5 4 5 5 4 5 5 4 5 5 5 4 5 4 5 5 3 3 4 4 4 4 3
24 3 3 4 4 4 5 5 4 3 4 4 3 3 2 2 5 5 4 3 4 4 4 4 3 3 5 5 5 3 3
25 4 3 5 2 4 4 3 4 3 3 4 4 4 5 5 3 3 4 5 3 5 5 5 4 4 3 4 5 4 3
26 5 4 4 3 3 5 5 5 5 4 3 5 5 5 5 5 3 5 3 5 3 5 5 3 5 5 5 4 4 4
27 4 3 4 5 4 3 4 2 4 4 3 4 4 5 3 3 4 5 4 5 4 3 4 4 5 4 3 4 5 4
28 2 4 2 2 4 5 4 4 2 4 4 4 4 4 3 4 4 3 4 4 4 3 4 4 4 4 4 4 4 4
29 3 4 2 5 4 3 3 4 3 4 5 4 5 4 5 4 3 4 5 4 4 3 3 4 3 4 5 3 4 3
30 3 3 3 1 5 5 5 5 3 3 5 5 3 4 4 5 3 5 5 5 5 3 5 5 5 5 5 5 5 5
20 5 5 5 2 5 5 5 4 3 4 2 3 5 5 5 4 4 5 5 5 5 4 4 4 5 5 5 5 5 5
21 5 4 4 2 3 4 4 5 4 5 5 4 4 3 4 3 4 4 4 5 5 5 4 4 4 4 3 3 5 4
22 4 4 3 3 2 4 4 4 5 5 5 4 4 4 4 5 4 5 5 5 4 5 5 4 3 4 4 4 5 5
23 5 5 4 5 5 4 5 5 4 5 5 4 5 5 4 5 5 5 4 5 4 5 5 3 3 4 4 4 4 3
24 3 3 4 4 4 5 5 4 3 4 4 3 3 2 2 5 5 4 3 4 4 4 4 3 3 5 5 5 3 3
25 4 3 5 2 4 4 3 4 3 3 4 4 4 5 5 3 3 4 5 3 5 5 5 4 4 3 4 5 4 3
26 5 4 4 3 3 5 5 5 5 4 3 5 5 5 5 5 3 5 3 5 3 5 5 3 5 5 5 4 4 4
27 4 3 4 5 4 3 4 2 4 4 3 4 4 5 3 3 4 5 4 5 4 3 4 4 5 4 3 4 5 4
28 2 4 2 2 4 5 4 4 2 4 4 4 4 4 3 4 4 3 4 4 4 3 4 4 4 4 4 4 4 4
29 3 4 2 5 4 3 3 4 3 4 5 4 5 4 5 4 3 4 5 4 4 3 3 4 3 4 5 3 4 3
30 3 3 3 1 5 5 5 5 3 3 5 5 3 4 4 5 3 5 5 5 5 3 5 5 5 5 5 5 5 5
31 4 4 1 4 5 5 4 5 3 5 5 5 4 5 3 5 4 5 5 5 5 5 5 5 5 5 5 5 5 5
32 3 2 2 2 3 4 3 3 3 4 4 4 4 4 4 4 5 5 5 5 4 3 3 3 4 3 4 4 4 5
33 2 5 2 1 5 4 5 2 3 5 5 5 3 5 4 5 4 5 5 5 4 5 4 5 4 5 5 5 4 5
34 3 4 2 2 4 5 5 5 2 4 4 4 2 4 4 4 4 4 5 4 4 4 4 4 4 4 5 5 4 4
35 3 5 1 1 5 5 5 4 1 5 5 5 3 5 4 5 5 5 5 5 5 5 4 4 5 5 5 5 5 5
36 5 5 5 2 4 5 4 4 3 4 4 4 4 4 4 4 4 4 4 4 5 4 4 4 4 5 4 4 4 5
37 3 4 3 4 4 4 5 5 5 3 5 5 4 5 5 5 4 4 5 5 4 4 4 4 4 4 5 5 5 4
38 2 5 2 3 4 4 5 4 3 4 5 5 4 5 4 4 5 5 5 5 5 5 5 5 4 5 4 4 4 5
39 4 5 5 5 5 5 5 5 5 5 1 5 5 5 5 1 1 5 5 5 3 3 1 4 3 4 5 5 5 5
40 3 4 2 2 4 4 4 3 3 4 4 3 3 4 3 4 3 4 4 4 4 3 3 4 4 4 4 4 4 3
41 2 5 2 2 4 5 4 4 3 4 4 4 3 4 3 5 4 4 4 5 4 4 4 4 5 5 5 5 5 5
42 2 4 2 4 3 4 4 3 3 4 3 4 4 5 5 5 4 4 5 4 3 3 3 4 4 4 4 4 4 4
43 3 4 3 3 4 4 4 4 4 5 5 5 4 5 4 4 4 5 5 5 5 5 4 4 5 5 5 5 4 5
44 4 4 2 4 5 5 4 5 2 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
45 3 4 1 1 4 5 4 5 2 5 4 4 4 4 4 3 3 4 4 4 5 3 4 4 5 5 5 5 4 5
46 2 4 2 4 4 4 4 4 2 4 4 4 2 4 4 4 4 4 2 4 4 2 4 4 4 4 4 4 4 4
47 4 4 3 4 4 4 4 3 3 4 4 4 4 3 3 4 4 3 4 5 4 4 3 4 3 4 4 3 4 4
48 2 4 1 3 5 5 5 5 4 5 5 4 3 5 3 5 5 5 5 5 5 4 5 5 5 5 5 5 5 5
49 1 5 1 5 5 5 5 5 1 5 5 5 1 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5
50 4 4 3 5 5 5 4 4 3 5 5 4 4 4 3 3 4 4 5 5 5 4 4 4 4 5 5 5 4 3
51 4 5 2 5 4 5 5 5 5 4 5 5 4 5 4 5 4 5 5 5 5 4 5 5 5 4 5 5 5 5
52 3 5 2 3 4 5 5 5 3 4 5 5 3 5 3 5 5 5 5 5 4 5 4 5 4 5 5 5 5 5
Appendix “D”
Statistical Computation
Crosstabs
Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
Leadership Style * Leadership 52 100.0% 0 .0% 52 100.0%

Practices
Leadership Style * Leadership Practices Crosstabulation
Leadership Practices
Agree Strongly Agree Total
Leadership Style Authoritarian Count 13 9 22
Expected Count 11.8 10.2 22.0
Democratic Count 15 15 30
Total Count 28 24 52

Regression Statistics
Multiple R 0.192429834
R Square 0.037029241
Adjusted R Square 0.031754384
Standard Error 0.659545105
Observations 16
ANOVA
df SS MS F Significance F
Regression 1 0.23425 0.23425 0.538344 0.475228646
Residual 14 6.091643 0.485132
Total 15 6.326094
Coefficients Standard T stat P-value Lower Upper

Error 95% 95%
Intersect 6.349404957 5.370488 1.553524 0.080527 0.574573235 13.57833

Leadership
Practices 0.567252455 0.778119 0.73372 0.475229 2.205438452 2.09092

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Leadership Style and Practices of Small-Scale Merchandise Owners…

LEADERSHIP STYLE AND PRACTICES OF SMALL-SCALE

Name: Alexandra D. Abit

School Inclusive Year Awards/Honors

Paaralang Elementarya ng Lucban-7 2009-2014 Ikalawang Karangalan

Organization Inclusive Year Position

Class Officer 2012-2013 Secretary

Name: Kenzy Nova V. Balaoing

School Inclusive Year Awards/Honors

Sta. Maria Elementary School 2007 -2014 With Honors

Name: Kirstine Y. De Leon

School Inclusive Year Awards/Honors

Casa del Niño Jesus de Lucban 2007 -2009 1st Honor

Organization Inclusive Year Position

Class Officer 2013-2014 Peace Officer

Name: Brixter Carlo Z. Soria

School Inclusive Year Awards/Honors

Paaralang Elementarya ng Lucban-1 2009-2014 Achiever

As a requirement for Senior High School, this research proposal/paper entitled

“Leadership Style and Practices of Small-Scale Merchandise Owners” has been

prepared and submitted by Alexandra D. Abit, Kenzy Nova V. Balaoing, Kirstine Y. De

the Proposal defense/Oral examination Committee.

RONEL E. CAAGBAY RON KENNELL B. ALFARO

Accepted in partial fulfillment of the requirements for Senior High School.

MARILYN O. ABAS LYDIA R. DEAN

Senior High School Assistant Principal Principal

This study is wholeheartedly dedicated to my parents, Alex

and Maribel; to my friends and teachers; to my

co-researchers, Kenzy Nova, Brixter

Carlo and Kirstine. Above

This study is wholeheartedly dedicated to my beloved parents,

Edward and Elanie. To my siblings, relatives,

mentors, friends, and classmates. And

lastly, to Almighty God. All

of these are offered

This thesis is gratefully dedicated to my parents,

Christopher and Catherine; my research

adviser, Eduardo; my best friend,

Juliana and to God

This thesis is gratefully dedicated to my parents, Honisimo

and Belrin; our teachers, Sir Amiel, Sir Ron,

Ma’am Placino especially our adviser,

Sir Eduardo; to my friends,

classmates and to God

Eduardo S. Rañeses, the research adviser, for his encouragement, support,

foundation of the study;

completion of the paper and checking the manuscript;

the paper led to better content and structure;

checking the validity of the results in the study;

Researchers’ families for their love, moral and financial support;

blessing that led to the accomplishment of the research paper.

Table of Contents…………………………………………………………………… xii

List of Table………………………………………………………………………… xiv

List of Appendices…………………………………………………………………. xvi

Background of the Study………………………………………........... 3

Objectives of the Study………………………………………………. 4

Significance of the Study……………………………………………... 5

Scope and Delimitation…………………………………….................. 6

Chapter II – Review of Related Literature

Chapter III – Methodology

Data Gathering Procedure……………………………………………. 28

Chapter IV – Results and Discussion

Chapter V – Summary, Conclusion and Recommendations