LEADERSHIP STYLES AND ORGANIZATIONAL CULTURE OF SELECTED

SANGGUNIANG BARANGAY OFFICIALS

IN SILANG CAVITE

A Senior High School Research

Submitted to the Teachers of
Senior High School Department
General Vito L. Belarmino National High School
Kalubkob, Silang, Cavite

In partial fulfillment
of the requirements for graduation in
Senior High School Program

MARK JOVEN E. AMBOJIA

ELGERARD C. ANCIRO
ESPERANZA P. ANCIRO
CRISTEL F. ASTOVEZA
BERNADITA A. BATINO
March 2018
 SENIOR HIGH SCHOOL DEPARTMENT

APPROVAL SHEET

Authors : MARK JOVEN E. AMBOJIA

ELGERARD C. ANCIRO
ESPERANZA P. ANCIRO
CRISTEL F. ASTOVEZA
BERNADITA A. BATINO

Title : LEADERSHIP STYLES AND ORGANIZATIONAL CULTURE

OF SELECTED SANGGUNIANG BARANGAY OFFICIALS
IN SILANG CAVITE

A P P R O V E D:

RIZALITO B. JAVIER SAHLEE L. OCAMPO

Research Adviser Technical Critic

DIGNA C. ROMASANTA
Senior High School Coordinator

FLORDELIZA A. DELA ROSA

Principal II
 INTRODUCTION

Background of the Study

A successful community depends on the leaders holding it. For whatsoever a

leader sowed, that shall society also reap. Nowadays, having a chief or a leader in

one group is very important the organization can't run successfully without the one

whom leading it. Every community’s success has a good leader behind it. Some of

them think a lot how to handle a particular group. How to handle a certain people?

That is called Leadership Style. But all knows that every society have their own

ideology. They have on perspective in life. They have rituals to be practice morality,

individual behavior and that is called Organizational Culture. As a concern citizen,

did you ever wonder if there is a connection between leadership styles and

organizational culture? How organizational culture affects leadership styles? (Perry,

2016).

According to Schein (2013) leaders must have to understand organizational

culture, its nature and impact. So they can communicate new vision and ensure

followers commitment to that vision. Yukl (2013) stated that the effective leadership

relied on the physical charisma, skills or trait of the leader including the moral, vision

and practices. So that means that the culture was solely indicate on the leadership

style. Basically leadership is both dynamic which require specific skill and

capabilities. Komin (2014) stated that leaders play a significant role in shaping and

maintain the culture in an organization leaders are also in charge in preserving the

practices of his members. Simirich (2013) says communities in their own right worth

distinctive rules and values. So it must be that your leadership will not exceed the

border of their rights. Even that is for their sake. Also more managers understand

this cultural environment, the more effective they can be in changing it as per
requirements. Peter & Waterman Jr. (2010) stated the successful organization

consider the members internalized culture into their cognitive and effectiveness.

Moreover, this study will aim to determine the relationship between

organizational culture and leadership styles and how it plays a vital role on the

progress of the community.

Research Questions

This study will attempt to answer the following questions:

1. What is the leadership style of the performance in terms of:

a. Age

b. Gender

c. Civil Status

2. What is the organizational culture of the participants in terms of :

a. Religion

b. Beliefs

c. Values

3. Is there any significant relationship between the leadership styles and

organizational culture of the participants?

Hypothesis of the Study

There is no significant relationship between the leadership styles and

organizational culture of the participants.

Theoretical Framework

This study will be anchored on the following theories:

Leadership Style

Transformational Theory of James Macgregor Burns year 1978. He explained

that leaders move followers beyond normal self-interest through idealized influence

(positive charisma), inspiration, intellectual stimulation or individualized

consideration. It elevates the followers’ level of maturity and ideals, as well as

concerns for achievement, self-actualization, and the well-being of others. Idealized

influences are displayed when the transformational leader envisions a desirable

future. However, intellectual stimulation is demonstrated when the leader helps

followers become more innovative and creative, providing them opportunities to learn

and grow. On the other hand, individualized consideration is demonstrated when the

leader shows active attention to the developmental needs of their followers,

supporting and coaching them to meet these needs.

Organizational Culture

Organizational Culture Theory of Edgar Schein in 1998. He presented that

culture is a series of assumptions a person makes about the group in which they

participate. These assumptions are grouped into three levels, each level becoming

more difficult to articulate and change. These assumptions can be seen through

artifacts that refers to what you experience with your senses, such as language,

styles, stories, and published statements while espoused beliefs and values deals

with the ideals, goals and aspirations and basic underlying beliefs which is taken for

granted conditions.
Conceptual Framework

LEADERSHIP
STYLES

a. Age

b. Gender

c. Civil Status
SELECTED
SANGGUNIANG
BARANGAY
OFFICIALS IN
SILANG CAVITE

ORGANIZATIONAL
CULTURE

a. Religion

b. Beliefs

c. Values

Figure 1. The research variables and its relationships.

Significance of the Study

This study will benefit the following:

The Barangay Officials. This study will help them to evaluate their own

leadership style that will provides them with useful insights into the competencies

required of individuals handling sensitive and key positions in the barangay. As such,

this will pave the way for their improvement.

 The Residents in Selected Barangays. As the primary clients of the

barangay chairman, the residents are the direct recipients of quality services

emanating from effective leadership.

The Researchers. The proponents, as academic students will also find this

study useful and worthwhile. By experiencing the various phases of the research

process, they become more appreciative of their positive contribution to the local

government unit.

The Future Researchers. The proposed study will serve as a guide for their

study and will give them further ideas and knowledge regarding the said variables.

Scope and Limitations of the Study

This study will be conducted from November 2017 to March 2018 at Barangay

Biga I,Silang,Cavite and Poblacion Uno,Silang,Cavite to determine the relationship

between leadership styles and organizational culture of Sangguniang Barangay

Officials in Silang, Cavite.

Participants of this study will be 50 participants in Barangay Biga I and 50

participants in Poblacion Uno, Silang, and Cavite in terms of age, gender, and status

in life.

Quota and purposive sampling technique will be used to select the

participants.

Mean, Standard Deviation, Pearson- correlation coefficient will be utilized to

analyze the data. Standardized questionnaires will be adopted and modified which

will undergo pilot testing and reliability test.

Definition of Terms

The following terms will be defined conceptually and operationally based on

the context of the study:

Age- the length of time that the participant has lived

Beliefs- refers to the opinion of the participants believed

Gender- refers to the roles and responsibilities of men and women as the

participants in the society

Leadership style- it refers to the style of leadership participants has. It will be

classified into age, gender and civil status in life.

Organizational culture- it pertains to the belief and practices of Sangguniang

Barangay Officials in Silang, Cavite. It will be classified into religion, beliefs and

values.

Religion- refers to the belief in and worship of the participants especially to

personal God or Gods

Status- the relative social, professional, or other standing of the participants

Values- describe the significance of different actions performed by the

Barangay Officials

Sangguniang Barangay Officials- it refers to the person in authority elected

by people in the locality to take care the community assigned to them.

 REVIEW OF THE RELATED LITERATURE

This section presents different articles about the leadership styles and
organizational culture

LEADERSHIP STYLES

Leadership is the process through which a person, in this case the leader,

influences a group of people towards the realization of a common goal. The

effectiveness of leadership depends on the style of leadership that the leader adopts,

and usually depends on the context of leadership. This implies that different

leadership styles are effective in different situations (Tittemore, 2014). Therefore,

effective leaders are supposed to know the context through which a particular

approach of leadership will be effective. In addition, the leadership approaches can

be used for defining the personal leadership style that a person is likely to put into

practice (Kippenberger, 2013).

According to Northouse (2014), leadership may be defined as ‘a process

whereby an individual influences a group of individuals to achieve a common goal’.

Furthermore, leadership is characterized as a way how the leader had a

social impact on the members of the society. In spite of the fact that administration

isn't limited to people in formal initiative positions, a leader must influence their

association by their actions (Kelloway and Barling, 2015).

However, Alampay (2013) explained that leadership is a phenomenon that

involves values. It has eleven characteristics of the twenty-first century leader that he

listed, some three or four relate to values, such as focus on people, inspiring trust,

and doing the right thing.

 Positive characteristics that can empower people to build up a real leadership

style are trust, positive thinking, flexibility and certainty ( Avolio et al., 2014).

On the other hand, Talisayon and Ramirez (2013) mentioned the core values

of being a leader: makatao mapagkalinga, may kagandahang loob (caring and

humane), matapat, matuwid, makaDiyos, may moralidad (God-centered, with

integrity), malakas ang loob (courageous and strong-willed), makatarungan,

demokratiko, pantay-pantay ang tingin sa lahat (fair and just), and magaling,

marunong (intelligent and capable).

The study of Talisayon and Ramirez examine exactly corresponded with the

investigation of Pilar (2015) wherein the officials of the organizations must have the

significant qualities mentioned above.

There are four (4) categories of leadership styles namely autocratic,

consultative, democratic and laissez faire. Autocratic is a kind of leadership style

which the power is on their hand. They make all the decision and very directive to

their followers while consultative style refers to those leaders who inform the

members of the society with their best concept. Next is the democratic style which

the leader acts as the facilitator and there is an open communication between the

members of the society. Lastly, the laissez faire which refers to the leader’s

responsibilities that is assumed by group and provides little if any supports or

guidance (Davies and Brundett, 2015).

ORGANIZATIONAL CULTURE

The notion of “culture” is often associated with exotic, distant peoples and

places, with myths, rites, foreign languages and practices. Researchers have

observed that within our own society, organization members similarly engage in
rituals, pass along corporate myths and stories, and use arcane jargon, and that

these informal practices may foster or hinder management’s goal for the

organization (Baker, 2013).

As to the other opinions, beliefs and norms of behaviors, they are always

found together with the shared values. For example, Kono Toyohiro (1990) thought

of the organization culture as the shared values, shared thoughts, shared decision

methods and shared behavioral pattern. Dension (2016) agreed that the corporate

culture refers to the set of values, beliefs and behavior patterns that form the core

identity of an organization. So the value, belief, and behavior cannot be separated. It

is elaborated by Gordon & Tomaso (2014).

Whipp et. al. (2013) states that organizations with shared culture influence

human actions towards the progress of a society.

Culture is viewed by Movondo et. al. (2015) has procedures that inform

organizational members on what, and how to do under a variety of undefined

situations. It is also stated that culture minimizes the costs of drawing up

employment contracts and minimizes the details necessary for controlling

employees.

Organizational culture is also called as a pattern of shared assumptions that

have been accepted by a group of individuals as they solve their problems. Because

they have used these assumptions to solve their problems and it worked effectively

they accepted these assumptions. The organization can be a standard way of

thinking, perceiving and approaching towards the problems. Organizational culture is

a natural way that is shared by the members of an organization and operates well

(Schein, 2013).
 In a sample of United States firms, O’Reilly et al. (2013) said that there are

seven dimensions of organizational culture using an instrument they developed, the

Organizational Culture Profile (OCP): which indicates innovative, stable, respecting

of people, outcome oriented, detail oriented, team oriented, and aggressive. These

culture dimensions are quite similar to Hofstede et al. (2014) practice dimensions

generated from an international sample of firms; the OCP dimensions also have two

of the four types of cultural knowledge.

RELATIONSHIP OF LEADERSHIP STYLES AND ORGANIZATIONAL CULTURE

Leadership and organizational culture are considered to be two of the most

crucial organizational elements in order for firms to compete successfully and to gain

sustainable advantage. The process of identifying and developing future leaders has

traditionally evolved around the characteristics of the potential leader (Kargas, 2015).

According to Porras and Hoffer (2013), he pointed out the effect of culture on

leadership, by giving emphasis on the fact that cultural values, trends, and rules are

shaping a unique leadership style. Schein (2013) supported the idea that leaders

must evaluate and respect cultural elements, while they should try to promote an

appropriate and strategically suitable culture. He claimed that leaders are shaping

culture during the first stages of business creation, but later, when the business

matures, it is culture that shapes leadership characteristics.

Moreover, the core of culture is formed by values which are not visible but

shared by people even when membership in group changes. Culture appears to be

transmitted among employees through behavioral expectations and normative

beliefs than through “deeper” values and assumptions (Ashkanasy, Broabfoot &

Falkus, 2014).
 Pettigrew (2015) pointed out that a leader’s effectiveness is likely to be

influenced by the extent to which he can align his team towards organizational

culture.

Organizational culture is related with leadership and personal effectiveness in

eight countries, revealing strong and statistically significant relationships (Kwantes

and Boglarsky, 2013).

In addition, Torpman (2014) recognized that leadership becomes a factor of

organizational culture and is incorporated into the daily organizational routine, while

Taormina (2014) explored whether leadership behaviors are predictors of

organizational culture.

SYNTHESIS

Leadership styles can be defined in different ways. Somewhat the definition

pertains based on one’s perspective. Leadership refers to how a certain individual

influences other people by the way they lead their society. It can be observed

through their actions which has a social impact on their followers. A certain leader

must have the good qualities in order to take corrective actions toward the

organization. However, organizational culture has something to do with the beliefs,

values or shared assumptions in the group of individuals. With their mutual culture, it

helps to influence a leader’s action in order to have the progress within the society.

Organizational culture has an impact on the leadership style of a certain

individual. A leader must wear their cultural elements in order to achieve a leader’s

effectiveness. The style of a leader in managing their society reflects on the culture

they’ve been sharing among the group.

 METHODOLOGY

This chapter deals with the methods used in this study.

Research Design

This study will be used descriptive-correlational quantitative research design

to determine leadership styles and organizational culture of selected Sangguniang

Barangay Officials in Silang, Cavite.

Descriptive-Correlational research is designed to discover relationships

among variables and to allow the prediction of future events from present knowledge

(Stangor, 2011).

Participants of the Study

The participants of this study will be composed of 50 participants in Barangay

Biga I,Silang Cavite and 50 participants in Poblacion Uno, Silang, Cavite.

Sampling Method

Purposive and Snowball sampling technique will be utilized to determine the

participants based on the criteria set forth.

Purposive sampling is a method of non-probability sampling. It is an

outstanding tool for research in phenomenology. For several helpful studies and

much qualitative research-work, purposive sampling is desirable in any of a number

of forms. In purposive sampling, the researcher selects sampling units based on his

or her judgment of what units will facilitate an investigation. (Adler & Clark, 2014, p.

121)

Snowball sampling is where research participants recruit other participants for

a test or study. It is used where potential participants are hard to find. It’s called

snowball sampling because (in theory) once you have the ball rolling, it picks up

more “snow” along the way and becomes larger and larger. Snowball sampling is a
non-probability sampling method (Glen, 2014).

Data Collection Procedure

The researcher will ask for permission and approval to conduct the study. The

researchers well explain and distribute the questionnaire after the informed consent

is approved by the target participants.

After the permission will be grant the purpose of the study will be explained

with corresponding assurance of confidentiality and participants’ freedom or option to

either complete or not to answer the questions. The participants were given the time

to answer the questions, then it will be retrieved and ask the participants that If may

be back if ever there is question that would like to ask in the future. Name will not be

included for the purpose of anonymity. There is no identifier which pertains to

personal background. This research does not involve a vulnerable population.

After the data were gathered it will be interpreted, tabulated, analyzed, and

presented to proper authorities for revision and recommendation.

Research Instrument

This study will use standardized questionnaires to gather the needed data.

The questionnaires were divided into two (2) parts. The part I pertains to the

leadership style of the participants that was adopted from Osswatch (2014).

However, Part II refers to the organizational culture of the participants that was

adopted from Glen (2014). Both questionnaires were categorized into five choices: 5

for Strongly Agree, 4 for Agree, 3 for neither Agree nor Disagree, 2 for Disagree and

1 for Strongly Disagree.

Statistical Data

This study will use the following statistical treatment to analyze the data:

Mean and Standard Deviation will be employed to determine the leadership

style and organizational culture participants.

Mean implies average and it is the sum of a set of data divided by the number

of data. Mean can prove to be an effective tool when comparing different sets of

data; however this method might be disadvantaged by the impact of extreme values

(Dudovskiy, 2017).

Standard deviation is most widely used measure of dispersion of a series and

is defined as the square-root of the average of squares of deviations for the value of

individual items in a series that are obtained from the arithmetic average (Kothari,

2013).

Chi-square will be utilized to determine the relationship between the

Leadership Styles and Organizational Culture of the participants.

Chi-square is a statistical test commonly used to compare observed data with

data we would expect to obtain according to a specific hypothesis (Fisher and Yates,
2014).