Author
Michelle M. Bermas
Daniel B. Peña Memorial College Foundation, Inc.
Ziga Avenue, San Juan, Tabaco City
Email: michellebermas56@gmail.com
Abstract
This study explored the management leadership style of office heads in the City Government of Tabaco. It sought answers to the following sub-problems: 1) What is the management leadership style of the office heads in the City Government of Tabaco in terms of autocratic, democratic, delegative, transformative and servant leadership?; 2) What is the level of practice of management leadership styles along communicating, decision-making, handling organizational issues and complaints, planning programs, projects and activities; and executing mandated functions?; 3) Is there a significant difference on the level of practice of the management leadership styles as perceived by the two (2) groups of respondents along the areas of concern?; 4) What are the challenges in management leadership styles encountered by the respondents?; and 5) What management plan may be proposed to address the challenges in management leadership styles of offices heads? The descriptive-survey method of research was employed. The study followed the survey-correlational technique in gathering the data. It utilized a researcher-made questionnaire to collect the needed data. There were 494 respondents in this study. A total of 250 regular employees and 244 job-order employees responded to the distributed questionnaire. The descriptive statistics employed were frequency counts, percentage, weighted mean, F-test and ranking. The salient findings of the study show that 1.) The management leadership style of the office heads in the City Government of Tabaco is democratic management leadership style; 2.) The level of practice of the management leadership styles as rated by the two (2) groups of respondents is always with communicating has the highest combined average of 4.30. 3.) There is no significant difference on the level of practice on the management leadership style of office heads in the City Government of Tabaco between the regular and job-order employees along communicating, decision-making, handling organizational issues and complaints, planning programs, projects and activities as well as executing mandated functions. 4.) The challenges with the final ranks among the areas are as follows: in communicating, it is difference in communication skills; in decision-making, it is poor data coordination; in handling organizational issues and complaints, it is lack of cooperation among the employees; in planning projects, programs and activities, it is numerous and complex nature of required plans and in executing mandated functions, it is political interference; and 5.) A management plan was proposed to address the challenges in management leadership style of office heads.
Keywords: Management leadership style, autocratic, democratic, delegative, transformative and servant leadership, communicating, decision-making, handling organizational issues and complaints, planning programs, projects and activities; and executing mandated functions management plan.
DOI: http://doi.org/10.69651/PIJHSS0501878
Recommended citation:
Bermas, M. M. (2026). The management leadership styles of office heads in the City Government of Tabaco. Pantao (The International Journal of the Humanities and Social Sciences) 5 (1), 9888-9898. http://doi.org/10.69651/PIJHSS0501878
Read the full text
References
Aceron, Joy (2019). Pitfalls of aiming to empower the bottom from the top: The case of Philippine participatory budgeting. Accountability Working Paper Washington DC, USA: Accountability Research Center.
Aiyar, Yamini & Michael Walton. (2015). Rights, accountability and citizenship: India’s emerging welfare state. In Governance in Developing Asia. New York: Edward Elgar Publishing.
Aliekperova N. & A. Aliekperov, (2023). Leadership traits as the basis for effective interaction between the leader and the team. Journal of Leadership in Organizations, Vol. 5, No. 1.
Allison, G. T., (1971). Essence of decisions: Explaining the Cuban missile crisis. Boston, MA: Little, Brown.
Alobeidli, S. Y., S. Z. Ahmad & F. Jabeen. (2024). Mediating effects of knowledge sharing and employee creativity on the relationship between visionary leadership and innovative work behavior. Management Research Review. Vol 10.
Awale, A. (2024). Impact on transformational leadership on organizational performance in public sector agencies in Somalia. American Journal of Leadership and Governance. Vol. 9, No. 2.
Bar-Yam, Y. & M. Bialik, (2013). Beyond big data: Identifying important information for real world challenges. New York, USA: McGraw Hill Company.
Bass, B. M., (2015). Two decades of research and development in transformational leadership. European Journal of Work and Organization Psychology, Vol. 8, No. 1.
Bates, M. J., (2005). An introduction to metatheories, theories and models. In K. E. Fisher, S. Erdelez & L. McKechnie. (EF). Theories of Information Behavior. ASIST Monograph Series, Medford, New Jersey: Information Today, Inc.
Berg, E., J. Barry & J. Chandler. (2012). Changing leadership and gender in public sector organizations. British Journal of Management, Vol. 23.
Bolatito, A. & Y. A. Mohamoud, (2024). Reward management and employee performance: A review of job satisfaction in Somalia. TWIST, Vol. 19, No. 1.
Bourdieu, P., (1979). The sense of honor. Cambridge: Cambridge University Press.
Bourne, L., (2009). Stakeholder relationship management: A maturity model for organizational implementation. Farnham, Surrey, UK: McGraw Hill.
Bovens, M., (2007). Public Accountability. In E. Ferlie, L.E. Lynn Jr., & C. Pollitt (Eds.), The Oxford Handbook of Public Management Public Accountability, Oxford: University Press.
Bowers, D. G. & S. E. Seashore, (2016). Predicting organizational effectiveness with a four-factor theory of leadership. Administrative Science Quarterly, Vol. 11.
Chico, A. L., G. V. Niez, K. O. Gallana & E. K. S. Tomatob. (2023). Workforce diversity and employee performance among officers in LGU Panabo City. Tinubdan, Vol. 16, No. 1.
Davidson, P., L. Achtenhagen, & L. Nolad, (2006). What do we know about management. International Handbook Series on Entrepreneurship, New York: Springer.
Denhardt, R. B. & J. V. Denhardt, (2003). The new public service: serving, not steering. Journal of Applied Psychology, Vol. 93, No. 6.
Dinham, S., (2007). Authoritative leadership, action learning and accomplishment. International Journal for Humanities and Social Science, Vol. 3, No. 11.
Fairhurst, G. T., (2011). The power of framing. Creating the language of leadership. San Francisco, CA: Jossey-Bass.
Felício, T., A. Samagaio & R. Rodrigues, (2021). Adoption of management control systems and performance in public state organizations. Journal of Business Research, Vol. 124.
Gabriel, A. G., (2017). Transparency and accountability in local government: levels of commitment of municipal councilors in Bongabon in the Philippines. Asia Pacific Journal of Public Administration, Vol. 39, No. 3.
Gabriel, A, G. & M. P. Gutierrez, (2017). Praxis in local legislative governance: Measure of organizational effectiveness of the component cities in Nueva Ecija, Philippines. Asia Pacific Journal of Multidisciplinary Research, Vol. 5, No. 2.
Greenleaf, R. K., (2002). Servant leadership: A journey into the nature of legitimate power and greatness. Journal of Applied Psychology, Vol 88, No 2.
Hackman, Johnson & S. Choi, (2007). Democratic leadership: The lessons of exemplary models for democratic governance. International Journal of Leadership Studies, Vol. 2, No. 3.
Hadaya, P. & L. Cassivi, (2012). Joint collaborative planning as a governance mechanism to strengthen the chain of IT value co-creation, Journal of Strategic Information Systems, Vol. 21.
Hansen, T., R. Wilke, & J. Zaichkowsky, (2010). Managing consumer complaints: differences and similarities among heterogeneous retailers. International Journal of Retail & Distribution Management, Vol 38, No. 1.
Harrison, F. L., & Dennis Lock, (2004). Advanced project management: A structured approach. New York: Gower Publishing, Ltd.
Housley, E. & N. G. Nichols, (1984). The responsibilities of the responsible supervisor. The Health Care Supervisor, No. 2.
Hundie, Z. & E. Habtewold., (2024). The effect of transformation, transactional and laissez-faire leadership styles on employees’ level of performance: The case of hospital in Oromia Region, Ethiopia. Journal of Healthcare Leadership. Vol. 16, No. 67.
Hybels, S. & R. L. Weave, (2001). Communicating effectively. New York: McGraw Hill.
Janse, B., (2018). Authoritarian leadership. Asian Social Science, Vol. 5, No. 2
Kim, S., (2002). Participative management and job satisfaction: Lessons for management leadership, Public Administration Review, Vol. 62.
Koeswayo, P. S., H. Haryanto & S. Handoyo, (2024). The impact of corporate governance, internal control and corporate reputation on employee engagement: A moderating role of leadership style. Cogent Business & Management, Vol. 11, No. 1.
Kuhlthau, C., (2020). Inside the search process: Information seeking from the user’s perspective. Journal of the American Society for Information Science, Vol. 42
Neumann, W. R., (2008). Interaction. In W. Donsbach (Ed.), The international encyclopedia of communication. Malden, MA: Blackwell.
Mandala, O. R. S., A. Sudiro, & A. Rofiq, (2024). The role of transactional leadership style in enhancing employee work motivation: A case study of employees in the Kur Business Unit. International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration, Vol. 4, No. 1.
Minelli, A. & R. Ruffini, (2017). Citizen feedback as a tool for continuous improvement in local bodies. International Journal of Public Sector Management, Vol. 31, No. 1.
Moreland, R. L. & R. B. Zajonc, (2019). Exposure effects may not depend on stimulus recognition. Journal of Personality and Social Psychology, Vol. 37, No. 6.
Moynihan, D. P. & S. K. Pandey, (2005). Testing how management matters in an era of government by performance management. Journal of Public Administration Research and Theory, Vol.15, No. 3.
Mussagulova, A., (2020). Predictors of work engagement: Drawing on job demands–resources theory and public service motivation. Australian Journal of Public Administration, Vol. 80, No. 2.
Nagy, Szilvia, (2018). Framing culture: Participatory governance in the European Capitals of Culture programme. Journal of Audience and Reception Studies, No. 15, Issue 2.
Northouse, P. G., (2018). Leadership: Theory and practice (8th ed.). SAGE Publications.
Orbeta, Aniceto Jr., (2006). Evidence-Based planning and budgeting using CBMS data: Some initial thoughts activities and observations. Inception Report, Makati: Philippine Institute for Development Studies.
Paler-Calmorin, Laurentina & Melchor Calmorin, (2002). Methods of research and thesis writing, Quezon City: Rex Printing Company, Inc.
Pearce, C. L. & H. P. Sims, (2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors. Group Dynamics: Theory, Research, and Practice, Vol 6, No 2.
Pierre, J. & A. Roiseland, (2016). Exit and voice in local government reconsidered: a ‘choice revolution’? Public Administration, Vol. 94, No. 3, 2016,
Pfeffer, J., (1981). Power in organizations. Marshfield, MA: Pitman Publishing.
Poole, M. S., (2018). An information-task approach to organizational communication. Academy of Management Review, Vol. 3, No. 3.
Racheal, N., M. P. Mlongo & M. Basil. (2024). Influences of leadership styles used by farmer organizations in Uganda. Cogent Social Sciences, Vol. 10, No. 1.
Rodgers, E. M. & R. Rodgers, (1980). Communication in organizations. New York: Free Press.
Sanchez, Custodiosa Ancheta Ph.D., (1998). Methods and techniques of research, Third edition. Quezon City: Rex Printing Company, Inc.
Shelley, Selina. (2015). Piloting a grievance mechanism for government of Bangladesh’s social protection programs. Dhaka: Manusher Jonno Foundation.
Siegel, Sidney et al., (1998). Non-parametric Statistics for behavioral sciences. New York, McGraw-Hill Company.
Stogdill, R. M., (1974). Handbook of leadership: A survey of theory and research. New York: Free Press.
Tabunda, Manuel & Mario Galang, (1992). A guide to the Local Government Code of 1991. Manila: Mary Jo Publisher.
Vizcarra, Florante O., (2003). Introduction to educational research, Quezon City: Great Books Trading.