SOUTHERN BAPTIST COLLEGE

COLLEGE OF LIBERAL ARTS AND PUBLIC ADMINISTRATION

ARTICLE REVIEW

THE PUBLIC ADMINISTRATOR IN THE EYES OF PRIVATE BUSINESS:

PERSPECTIVES ON PERCEPTIONS EXPECTATIONS,
AND PUBLIC LEADERSHIP

A paper submitted to to the Faculty College of Liberal Arts and

Public Administration of Southern Baptist College

In partial Fulfillment of the Requirements of Service Delivery System

MARK JOSEPH N. MABAGA

Student

RHEA A. DANCIL, MPA

Professor

September 2024
Student: MARK JOSEPH N. MABAGA
Course and Year: BACHELOR OF PUBLIC ADMINISTRATION III
Subject: SERVICE DELIVERY SYSTEM (PA 3091)
Professor: RHEA A. DANCIL, MPA
_________________________________________________________________________________________________________

TABLE OF CONTENTS

INRODUCTION
METHODOLOGY
FINDINGS
Private Business on Public Administration

The Myth of the Public Servant as a Necessary Heroic Leader

Shattering the Myth

Public Administration as Quiet Leadership

Public Administration as an Expression of the Office of Citizen

CONCLUSION

_____________________________________________________________________________________

Source: Kalaw IV,Teodoro."The Public Administrator in the eyes of Private Business:Perspectives on

perceptions,Expectations and Public Leadership." In PJPA VOL LII Nos.2-4 (April-October,2008)
Student: MARK JOSEPH N. MABAGA
Course and Year: BACHELOR OF PUBLIC ADMINISTRATION III
Subject: SERVICE DELIVERY SYSTEM (PA 3091)
Professor: RHEA A. DANCIL, MPA
_________________________________________________________________________________________________________

INTRODUCTION

The article by Teodoro Kalaw IV, published in the Philippine Journal of Public

Administration (Vol. LII, Nos. 2-4, April-October 2008), titled “The Public Administrator in

the Eyes of Private Business: Perspectives on Perceptions, Expectations, and Public

Leadership”, begins by asserting that a substantial majority of private businessmen

have a wry response to the question of whether or not there is a “Philippine Public

Administration”. The article then highlights the pessimistic views and myths held by the

private sector towards public administrators, as public institutions are infamous for

corrupt practices, inefficiency, incompetency, and plagued by various forms of

misconduct passed down from administration to the next.

To explore these issues further, the article is structured around five related key topics:

(a) Private Business on Public Administration; (b) Public Administrators as Quiet

Leader; (c) Shattering the Myth; (d) Public Administrators as Quiet Leaders; and (e)

Public Administration as an Expression of the Office of Citizen.

Furthermore, the article delves into the philosophical study of Philippine Public

Administration by examining the nature and limits of knowledge, particularly its validity,

and how the private sector’s mindset relates to reality. By addressing these negative

perceptions, the article seeks to contribute not only to the development of a more

realistic and relevant model of Philippine leadership but also to enhance the general

public’s understanding of the shape of Philippine Public Administration.

_____________________________________________________________________________________

Source: Kalaw IV,Teodoro."The Public Administrator in the eyes of Private Business:Perspectives on

perceptions,Expectations and Public Leadership." In PJPA VOL LII Nos.2-4 (April-October,2008)
Student: MARK JOSEPH N. MABAGA
Course and Year: BACHELOR OF PUBLIC ADMINISTRATION III
Subject: SERVICE DELIVERY SYSTEM (PA 3091)
Professor: RHEA A. DANCIL, MPA
_________________________________________________________________________________________________________

METHODOLOGY

To explore these key topics, Teodoro Kalaw IV, the author of the article employs a

survey analysis and benchmarking that is both critical and reflective. He meticulously

analyzes the findings from consecutive surveys titled “Surveys of Enterprises on

Corruption” conducted by Social Weather Stations (SWS) from the year 2000 to 2007,

the leading local survey firms in the Philippines. Additionally, he also uses study

analysis through a detailed examination of a topic that involves research, organization

of results, and the presentation of conclusions draws from various other sources

referenced in the article’s endnotes.

As shown above, Kalaw transforms the collected data into meaningful insights,

presenting not only the raw data from surveys, articles, and journals but also

interpreting these findings, integrating them into a broader discussion on the state of

Philippine Public Administration.

_____________________________________________________________________________________

Source: Kalaw IV,Teodoro."The Public Administrator in the eyes of Private Business:Perspectives on

perceptions,Expectations and Public Leadership." In PJPA VOL LII Nos.2-4 (April-October,2008)
Student: MARK JOSEPH N. MABAGA
Course and Year: BACHELOR OF PUBLIC ADMINISTRATION III
Subject: SERVICE DELIVERY SYSTEM (PA 3091)
Professor: RHEA A. DANCIL, MPA
_________________________________________________________________________________________________________

FINDINGS

Private Business on Public Administration

The following are the key findings outlined by Kalaw, the author in the article from the

2000-2007 SWS surveys:

• Over 60% of respondents reported that they have not noticed any progress

in reducing corruption within the public bureaucracy, and the level of

corruption continues to be alarmingly high.

• There is increasing frustration within the private business sector about the

possibility of controlling corruption. In 2007, over half of those surveyed felt

that efforts to curb corruption were pointless, compared to two out of five

who felt the same way in 2005.

• Bribe solicitation continues to be a common occurrence, with around six out

of every ten managers surveyed in 2007 reporting that they were asked for

bribes at least once that year in one of seven specific situations: obtaining

national or local permits and licenses, complying with income tax and import

regulations, securing government supply contracts, collecting government

receivables, or accessing government incentives.

• Despite how common these solicitation practices appear to be, very few

_____________________________________________________________________________________

Source: Kalaw IV,Teodoro."The Public Administrator in the eyes of Private Business:Perspectives on

perceptions,Expectations and Public Leadership." In PJPA VOL LII Nos.2-4 (April-October,2008)
Student: MARK JOSEPH N. MABAGA
Course and Year: BACHELOR OF PUBLIC ADMINISTRATION III
Subject: SERVICE DELIVERY SYSTEM (PA 3091)
Professor: RHEA A. DANCIL, MPA
_________________________________________________________________________________________________________

people who experience them actually report them. Six out of ten

respondents stated that they don't report these incidents because they

believe it would be pointless to do so.

• Only about half of the respondents over the years believe that the National

Government provides a regulatory environment that supports business. This

figure is slightly higher for local governments, with six out of ten

respondents sharing this view (SWS 2007).

As shown above, Kalaw emphasizes the persistent negative perceptions held by the

private sector, particularly concerning corruption and bribery. His discussion is both

revealing and troubling, exposing a profound distrust that highlights the difficulties facing

public administration in the country. Ultimately, he argues that this cycle will continue

indefinitely, and if not addressed, the private sector's cynical views will only grow

stronger.

The Myth of the Public Servant as a Necessary Heroic Leader

The growing societal expectations of public servants as "necessarily heroic" leaders

reflect a collective mindset that expects these individuals to confront the risks of losing

their livelihood and personal integrity purely through their own strength of character.

This expectation, shaped by the private business sector's view, demands that public

servants handle such challenges independently and on a daily basis.

_____________________________________________________________________________________

Source: Kalaw IV,Teodoro."The Public Administrator in the eyes of Private Business:Perspectives on

perceptions,Expectations and Public Leadership." In PJPA VOL LII Nos.2-4 (April-October,2008)
Student: MARK JOSEPH N. MABAGA
Course and Year: BACHELOR OF PUBLIC ADMINISTRATION III
Subject: SERVICE DELIVERY SYSTEM (PA 3091)
Professor: RHEA A. DANCIL, MPA
_________________________________________________________________________________________________________

However, this model is problematic because it is based on a myth. It fails to

acknowledge that public servants, like everyone else, are subject to human

shortcomings. Additionally, surveys often overlook the fact that issues such as graft and

corruption, inefficiency, partisanship, and incompetence also occur in the private sector.

These challenges highlight the need for statutory norms of conduct to be complemented

by practical guidelines tailored to the specific contexts faced by public officers. Relying

solely on these norms can reinforce the myth of constant heroic leadership, creating a

demotivating cycle of unrealistic expectations. The issue is not that the norms are too

idealistic, but that there is an expectation for public servants to uphold them at all times,

which is often impractical.

Shattering the Myth

The idea of a public servant as a heroic figure—someone who bravely faces challenges

and risks both their personal and professional well-being—can be incredibly powerful. In

a country like the Philippines, where there have been ongoing issues with leadership

integrity, this kind of leadership becomes even more crucial. Heroic leadership is

particularly important in situations where any other course of action might go against the

established standards for public officers. This ideal encourages public servants to rise

above everyday expectations, showing remarkable character and commitment.

_____________________________________________________________________________________

Source: Kalaw IV,Teodoro."The Public Administrator in the eyes of Private Business:Perspectives on

perceptions,Expectations and Public Leadership." In PJPA VOL LII Nos.2-4 (April-October,2008)
Student: MARK JOSEPH N. MABAGA
Course and Year: BACHELOR OF PUBLIC ADMINISTRATION III
Subject: SERVICE DELIVERY SYSTEM (PA 3091)
Professor: RHEA A. DANCIL, MPA
_________________________________________________________________________________________________________

Yet, to truly move forward in Philippine Public Administration, we also need to focus on

practical strategies that address the real-world needs and contexts of public

administrators. It’s not just about inspiring leaders with high ideals; it’s about equipping

them with the tools and methods they need to navigate their roles effectively.

Developing leadership strategies that fit the local environment and the specific demands

of public service helps bridge the gap between lofty ideals and everyday realities.

In essence, while the heroic model of leadership is vital, it's equally important to provide

public servants with practical, actionable guidance. This way, they can live up to high

standards while effectively handling the challenges they face in their day-to-day work.

Public Administration as Quiet Leadership

This perhaps is one of the most interesting parts of the article. Kalaw’s advocacy for

quiet leadership, grounded in practical values and subtle influence, challenges the

often-glorified notion of leadership as loud and dominant. This perspective is particularly

relevant in a time when the efficacy of quiet and steady leadership is increasingly

recognized as vital for sustainable governments. In summary, it is essential for Filipinos

to acknowledge that while heroic leaders are certainly needed, there should also be a

greater emphasis on nurturing more reserved, effective leaders. Schools of Public

Administration should prioritize developing these quieter leaders, as they should be the

norm rather than the exception among practitioners.

_____________________________________________________________________________________

Source: Kalaw IV,Teodoro."The Public Administrator in the eyes of Private Business:Perspectives on

perceptions,Expectations and Public Leadership." In PJPA VOL LII Nos.2-4 (April-October,2008)
Student: MARK JOSEPH N. MABAGA
Course and Year: BACHELOR OF PUBLIC ADMINISTRATION III
Subject: SERVICE DELIVERY SYSTEM (PA 3091)
Professor: RHEA A. DANCIL, MPA
_________________________________________________________________________________________________________

Public Administration as an Expression of the Office of Citizen

Finally, the fifth topic, Kalaw extends the discussion to include the role of every Filipino

in governance. By asserting that public administration is not the sole responsibility of

those in public sector, but a collective effort involving both private and public citizens, he

broadens the scope of tenacious negative perceptions held by private sector,

particularly on corruption and bribery. Kalaw’s discussion here is both eye-opening and

distressing, revealing a deep-seated distrust that underscores the challenges of public

administration in the country. responsibility and accountability in governance. This

inclusive approach reinforces the idea that effective public administration is a shared

endeavor, crucial for national and country’s development.

_____________________________________________________________________________________

Source: Kalaw IV,Teodoro."The Public Administrator in the eyes of Private Business:Perspectives on

perceptions,Expectations and Public Leadership." In PJPA VOL LII Nos.2-4 (April-October,2008)
Student: MARK JOSEPH N. MABAGA
Course and Year: BACHELOR OF PUBLIC ADMINISTRATION III
Subject: SERVICE DELIVERY SYSTEM (PA 3091)
Professor: RHEA A. DANCIL, MPA
_________________________________________________________________________________________________________

CONCLUSION

The article titled “The Public Administrator in the Eyes of Private Business: Perspectives

on Perceptions, Expectations, and Public Leadership” by Teodoro Kalaw IV, published

in the Philippine Journal of Public Administration (Vol. LII, Nos. 2-4, April-October 2008),

offers a well-organized and insightful examination of Philippine Public Administration.

Kalaw’s analysis is both critical and constructive, challenging conventional thinking and

encouraging deeper reflection on leadership, citizenship, and governance. This work is

a notable contribution to the discourse on Philippine public administration, providing not

only a critique but also a vision for how the field can evolve to better serve the nation

and its people.

The article is grounded in practical evidence and real-world situations rather than just

theoretical ideas. It is like a nutritious breakfast that equips readers with the knowledge

and insights needed to navigate the complexities of public and private sectors.

Ultimately, the article helps readers understand that the issues faced in public sectors

often mirror those in private sectors, highlighting that both are human constructs prone

to similar problems and challenges.

_____________________________________________________________________________________

Source: Kalaw IV,Teodoro."The Public Administrator in the eyes of Private Business:Perspectives on

perceptions,Expectations and Public Leadership." In PJPA VOL LII Nos.2-4 (April-October,2008)