leadership in the philippines essay

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Home » Blog » Pinoy Leadership Style: Filipinos in the Workplace and School

Pinoy Leadership Style: Filipinos in the Workplace and School

Writers: Alvin Joseph Mapoy, Allana Marie Manguerra, Angelica Jane Evangelista, Marie Nicole Ingrid Lusterio, and Nel Fortes Translation: Tobey Fhar Isaac Calayo (Filipino) Researchers: Nel Fortes and Angelica Jane Evangelista Editor: Alvin Joseph Mapoy (English), Richardson Mojica (Filipino)  Graphics: Krystle Mae Labio, Klein Xavier Boiser, Jacklyn Moral Tweet Chat Moderators: Richardson Mojica, Tobey Fhar Isaac Calayo, Gie Leanna Dela Peña , Patricia Mckenzie Sevilla,  Jasmin Cyrille Tecson, Allyssa Jane Fincale Documentation:  Marie Nicole Ingrid, Beatriz Joan Rufo Spaces Moderators: Richardson Mojica, Alvin Joseph Mapoy, Azie Marie Libanan, Roy Dahildahil, Kamille Huelgas

School and the workplace became the second home for students and employees. It served as the residence of knowledge and source of income of individuals. From this found home, the school and the workplace may shape who we will be in the future. The role of an effective leader is crucial for this to happen. 

An effective leader cultivates an environment that protects mental health. The Department of Labor and Employment mandates workplaces to implement mental health policies and programs following the Mental Health Act [1] . Likewise, the Department of Education launched a series of mental health and psychosocial programs this year to support learners, parents, and school personnel [2] . 

Leaders, managers, and supervisors in organizations affect the mental health of their employees [3] . It is important to look at how Filipinos leadership impacts our mental health. 

Filipino Leadership 

Classic leadership literature abounds with examples of leaders’ aim to predict, categorize, classify, and control within organizations for every possible variable. The majority of research academe defines leadership as a behavior, a relationship, and in various cases, activity [4] . 

Filipino leadership and Filipino management may appear to be misleading because Filipino culture is based on deeply ingrained indigenous core values. Filipino culture focuses on kinship, family, and social acceptance. Thus, Filipinos’ distinct leadership styles may include pakiramdam, takutan, kulit, and patsamba-tsamba, among others. Filipino leadership styles have a significant effect in the workplace setting, as well as in schools [5] , and may significantly affect one’s mental health. For example, leaders who use takutan as their leadership style may cause stress and anxiety among employees. These leaders have been taught earlier on that the best results are achieved by those who are toughest, driven, and demanding [6] . 

Franco (1982), in his study, identified the different Pinoy management styles that are distinctly Filipino. 

• Management-by-Kayod and the Realist Manager. Kayod means working hard like an ant. These are the types of leaders who work day in and day out. Work is their pleasure in life. The characteristics of a manager like this include: when there is a problem, he immediately reacts to it, is an autocrat, and yields experience to ensure the organization’s success [7] .
• Management-by-Libro and the Idealist Manager. Libro means book. Leaders who follow this management style prefer American management styles with technical jargon. They are characterized by reflecting on the problem first before acting on them, a technocrat relying on the authority of facts and statistics. He tends to be process-oriented [7] .
• Management-by-Lusot and the Opportunist Manager. Lusot means shortcut, bribery, and rule-breaking. These are the types of managers and leaders who often pay off problems and take shortcuts in tasks. They are characterized by having no definite philosophy or commitment in tasks, without conscience, and a maker of deals as if everything is a game [7] .
• Management-by-Suyod and the Reconsider Manager. Suyod means to take away lice from the hair precisely and neatly. A reconsider manager looks at the problem at all angles until everything is precise and neat. The characteristics of leaders like this include having balance in terms of work. They are also accepting, and work hard to integrate the idealist and realist manager and have a contingency management style. They are disciples of knowing the strengths and limitations of the project and the members he is working with [7] .

While most leadership and management theories are Western, it is also interesting to explore the comparisons between American Management system to the Pinoy Management system [7] :

Problems in Workplace and School

In applying Filipino leadership styles, leaders must consider their approach to leadership and make sure how their strategy will reach their members. The ability to relate to members requires a complete understanding of specific groups’ historical context, norms, and dynamics.

Father of Filipino psychology Virgilio Enriquez explains that Filipino relationships are formed through the core concept of kapwa [8] . Indigenous values such as kapwa were passed on through generations and are rooted in having a strong, shared identity within an organization and gives importance to present leaders’ relationships to their followers. It emphasizes harmony. Good relations are needed to be maintained or else a person is described as walang pakikisama, walang hiya, and walang utang ng loob. Torres (2019) [9] has found values such as kapwa to be present in both the school setting and workplace. A study by Ng & Rivera (2018) [10] noted the prevalence of this value in the workplace and how transformational leaders should contextualize member and leader exchange to push for a more successful organization.

Moreover, leadership in the school setting is still traditionally principal-centered [11] . Principal-centered approaches to leadership rely on a single authority figure to spearhead instructional and administrative tasks, with teachers only acting as support to the principal. The principals’ perspective on the local dynamics of educational leadership is based on a mixture of cultural, organizational, and political factors [12] . In this dynamic type, coordination between various sector leaders and their members primarily focuses on kinship or pakikipagkapwa, social norms, and power dynamics. An example of this is forming good relations with the government to gain funding in public schools and pass policies that would improve education. However, prioritization of kinship, while beneficial, may also foster tolerance in situations where there is an exploitation of power [12] . Kinship and establishing patron-client relationships like in school and government relationships result in debts of gratitude or utang ng loob. Utang na loob is formed out of acts of favors offered by the requesting client to the patron [11] . 

In following the principal-centered approach, student leaders have limited control over school governance and decision-making processes. There is difficulty promoting systemic change using this approach, for ideas are enforced by a single person or governing body. 

Last 2020, the Department of Health (DOH) called for a unified response towards mental health as part of the year’s theme. It brought to light the students’ difficulties and allowed them to have a voice during countless crises [13][14] . In those times, petitions for a call to action from the government and the students’ respective schools were made in response to the growing mental health concerns. Though schools created mental health programs, it was found that there is a considerable gap in the mental health policies and strategies made by schools because of a lack of reference in creating said policies and strategies [14] . There is also an added challenge when DepEd cannot maintain the current administrative setup as principals are being transferred to other jurisdictions [11] . This factor and other factors lead to failure in making organizational changes [15] . Organizational change, when done repeatedly, will affect the psychosocial environment and health of the organization’s members [16] . Crises, such as the COVID-9 pandemic, should be considered when reflecting on leadership and organizational management [17] .

Changing existing systems to fit the current school and workplace environment is determined by explicit and hidden dynamics. It requires a deep examination of the organization’s situations and knowing how to utilize relationships and distinct leadership styles. In the event of a crisis, learning all these things can strengthen the foundation of organizations and can provide change and improvement on the welfare of its members. The need for leaders who are responsive to the mental health concerns of their members while making necessary decisions that could benefit the organization as a whole makes one a great leader and promoter of mental health.

Improving Filipino Leadership

With the current COVID-19 situation, a study conducted by MindNation finds out that 2 out of 25 employees are at risk for mental health problems also brought by the COVID-19 anxiety followed by a personal matter, financial pressure, work performance, etc. It revealed that employees experiencing mental health difficulties have a hard time talking about these issues with their managers. The study recommended three steps that a leader could do to address mental health problems [18] .

• Make mental health services available to the employees [18] .
• Create mental health policy in the company to reduce the stigma about mental health and create a safe space for mental health conversations in the workplace [18] .
• Create virtual social activities to ease the loneliness of the employees [18] .

The COVID-19 crisis tested the leaders on how well they could handle their people during these uncertain times. A study was conducted by graduate students from Ateneo De Manila University to explore what Filipinos expect their leaders to be and to do in different settings. The qualitative study utilized interviews of 48 individuals from different sectors and socioeconomic classes. Participants included executives, supervisors, professionals, support staff, and informal sector workers such as tricycle drivers and market vendors. The result shows that Filipinos want an authoritarian leader to enforce strict obedience to authority [19] .

The study also shows two distinct meanings of the term firm leader. The first meaning indicates a firm leader as an individual with an iron fist or a strict leader who can ruthlessly use power, while the other firm leader shows a leader who has the courage and can stand with their convictions. The preferred leader demonstrates both qualities [19] .

We all have differences in leadership style. Despite this, a transformational leadership style fits the criteria of effective leadership. This style of leading utilizes the fullest potential of every follower to have improvement for their performances. An effective leader must need the behavior of fellowship (kapwa), charisma, empathy (individualized consideration, intellectual stimulation, inspirational, motivational, and idealized influence). A transformational leader constructs an environment that aims to make a difference and foster success [10] . 

Being an effective leader, embodying the Filipino leadership qualities, is still vulnerable to health dilemmas, especially in this pandemic. Working on a remote set-up became challenging as people are used to working with interactions face to face. 

“With great power comes great responsibility.” This famous line from the Spiderman movie reminds us that being a leader, the source of power is enclosed with the responsibility not just the duty to take over the people to achieve objectives, but also the responsibility to take care of the self both physically and mentally. With this, mental health plays a vital role for an individual to function effectively. Here are some pieces of advice for coping up that a leader and even a follower must consider when experiencing stress [20] :

• Make the team. Be a family. Being alone is not bad, but it makes us more susceptible to sadness, worrying, etc. Having companions helps us relieve our stress and sentiments in our life, as these people who are close and similar can feel the same thing and can relate to us. 
• Move around, take some steps. It is important not to stay in our working area all the time. There should be time to stand up and move around to have fresh air and take steps for good posture. Enjoy walking away from the busy place for a while.
• Exercise. The benefits of exercise are indeed incontestable.  It is a well-proven approach that exercise can help us to improve our mood and stabilize our health.
• Me time, my time. Choose to have a schedule for rest, a movie marathon, and any enjoyable recreational activities. Leaders and followers deserve that time to rest. 
• Help, I am yelp. It is about ending the stereotype that a leader must be strong all the time. It is okay to seek help from our family members, workmates, schoolmates, guidance counselor, employee assistance such as the human resource department. Your well-being is essential above anything else. This supporting-care system is essential in an environment for being able to achieve goals and be someone’s source of comfort and peace.  

Every individual must ensure that leaders are empathic, perceptive, and responsive to maintain a productive and healthy working environment. The school and workplace are homes of comfort, understanding, and family. Let’s cultivate a place for an individual’s training ground for improvement and betterment by being a good leader and a good follower.

Let’s talk about leadership styles and mental health this November 10 at 7:00 pm on #UsapTayo’s tweetchat and Twitter spaces. Tara #UsapTayo with your regular #Usapkada!

Guide Questions:

• What are the characteristics of a good leader for you?
• How does good leadership at work and school affect your mental health?
• How can we be a leader that protects others’ mental health? 

References:

[1] Department of Labor and Employment. (2020, February 19). DOLE mandates mental health program in workplaces. https://www.dole.gov.ph/news/dole-mandates-mental-health-program-in-workplaces/

[2] Department of Education. (2021). DepEd to roll out mental health and psychosocial support programs for 2021. Https://Www.Deped.Gov.Ph/2021/02/09/Deped-to-Roll-out-Mental-Health-and-Psychosocial-Support-Programs-for-2021/. Retrieved November 7, 2021, from https://www.deped.gov.ph/2021/02/09/deped-to-roll-out-mental-health-and-psychosocial-support-programs-for-2021/

[3] Arnold, K., Hancock, A., & Dimoff, J. (2020, August 19). Mental health impact of COVID-19 affects leadership in the workplace. QUOi Media. Retrieved November 7, 2021, from https://quoimedia.com/mental-health-impact-of-covid-19-affects-leadership-in-the-workplace/

[4] Cimene, F. T. A., & Aladano, A. N. (2013). Leadership perspective from the Philippines: Its implications for theory, research and practice. Culture and Gender in Leadership. Published. https://link.springer.com/chapter/10.1057/9781137311573_4

[5] Ki. (2019). Filipino leadership styles – what are the four distinctive Filipino leadership styles. Https://Philnews.Ph/2019/09/18/Filipino-Leadership-Styles-What-Are-the-Four-Distinctive-Filipino-Leadership-Styles/. Retrieved November 7, 2021, from https://philnews.ph/2019/09/18/filipino-leadership-styles-what-are-the-four-distinctive-filipino-leadership-styles/

[6] Girling, N. (n.d.). Leadership, mental health, well-being and culture. Engage for Success. https://engageforsuccess.org/wellbeing/wellbeing-and-culture/

[7] Franco, E. A. (1982). Management, Pinoy style. Sikolohiyang Pilipino: Teorya, Metodo at Gamit. Published.

[8] Pe-pua, R., & Protacio-Marcelino, E. (2000). Sikolohiyang Pilipino (Filipino psychology): A legacy of Virgilio G. Enriquez*. Asian Journal of Social Psychology , 3, 49–71. https://www.indigenouspsych.org/Members/Pe-Pua,%20Rogelia/PePua_Marcelino_2000.pdf

[9] Torres, P. A. (2019). Finding Indigenous Values Behind Filipino Leadership. Depedbataan.Com Publications . Published. http://www.depedbataan.com/resources/4/finding_indigenous_values_behind_filipino_leadership.pdf

[10] Ng, L. T., & Rivera, J. P. (2018). Exploring transformational leadership and fellowship in a cultural context: The case of the Philippines. Asia-Pacific Social Science Review, 17 (3). http://apssr.com/wp-content/uploads/2018/03/ExploringTransformationalLeadershipandFellowshipinaCulturalContext3ATheCaseofthePhilippines.pdf

[11] Alegado, J. P. (2018). The challenges of teacher leadership in the Philippines as experienced and perceived by teachers. International Journal of Education and Research , 6(6), 291–302. https://www.researchgate.net/publication/326776435_The_challenges_of_teacher_leadership_in_the_Philippines_as_experienced_and_perceived_by_teachers

[12] Brooks, J. S., & Sutherland, I. E. (2014). Educational Leadership in the Philippines: Principals’ Perspectives on Problems and Possibilities for Change. Planning and Changing , 45(3–4), 339–355. 

[13] San Juan, A. D. (2020, August 15). Colleges, universities not required to delay school opening — CHED . Manila Bulletin. https://mb.com.ph/2020/08/15/colleges-universities-not-required-to-delay-school-opening-ched/

[14] Mata, M. (2020, November 28). After series of disasters, students unite to call for nationwide academic break. Rappler. Retrieved November 6, 2021, from https://www.rappler.com/moveph/after-series-disasters-students-unite-call-nationwide-academic-break  

[15] Beycioglu, K., & Kondakci, Y. (2020). Organizational Change in Schools. ECNU Review of Education , 209653112093217. https://doi.org/10.1177/2096531120932177  

[16] Flovik, L., Knardahl, S., & Christensen, J. O. (2019). The Effect of Organizational Changes on the Psychosocial Work Environment: Changes in Psychological and Social Working Conditions Following Organizational Changes. Front. Psychol. Published. https://doi.org/10.3389/fpsyg.2019.02845TheEffectofOrganizationalChan

[17] Rameshan, P. (2021). Crisis Leadership of Covid-19 Fightback: Exploratory Anecdotal Evidence on Selected World Leaders. IIM Kozhikode Society & Management Review, 1–24. https://doi.org/10.1177/2277975220986274

[18] Lago. (2021, September 22). Study paints a grim picture of some Filipino employees’ state of mental health . Rappler. 

[19] Franco. (2020, April 13). The Preferred Filipino Leader: How do our current leaders measure up? Ateneo Center for Organization Research and Development. https://www.ateneo.edu/cord/news/preferred-filipino-leader-how-do-our-current-leaders-measure

[20] Brearley, B. (2019). Why good mental health is a leader’s best friend. Thoughtful Leader. Retrieved November 7, 2021, from https://www.thoughtfulleader.com/why-good-mental-health-is-a-leaders-best-friend/

Rivera, J. P., & Ng, L. (2018). Exploring Transformational Leadership and Fellowship in a Cultural Context: The Case of the Philippines. Asia Pacific Social Science Review , 17(3), 136–141. https://www.academia.edu/36152267/Exploring_Transformational_Leadership_and_Fellowship_in_a_Cultural_Context_The_Case_of_the_Philippines?from=cover_page

Sutherland, I. E., & Brooks, J. S. (2013). School leadership in the Philippines: Historical, cultural, and policy dynamics. Advances in Educational Administration , 199–213. https://doi.org/10.1108/s1479-3660(2013)0000020011

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Lessons from the Philippines: Leni Robredo on Angat Buhay and accountable leadership

In this section.

Robredo has spent a busy fall in Cambridge as a Hauser Leader at the Center for Public Leadership. From speaking in front of Harvard’s Philippines Caucus to advising Harvard Kennedy School students in one-on-one consultation sessions, she has used this time to enhance what she has learned from political life and share those lessons with others.

Robredo’s six-year term as vice president ended in June. She campaigned to succeed the controversial Rodrigo Duterte as president. Despite losing the election, Robredo built a national movement of passionate grassroots supporters who view her as a democratic champion of Filipino people’s rights.

Through the anti-poverty programs she launched during her term, Robredo took the Office of the Vice President from ceremonial to transformational. These programs were known under the umbrella term “Angat Buhay,” a Tagalog word that translates to “uplifting lives.”

Now, Robredo is leveraging her experience to continue advocating for people in all corners of Filipino society. In July 2022, just weeks after leaving office, Robredo launched the Angat Buhay Foundation : a non-profit NGO that is growing the work Robredo began as vice president. While her political opponents may have hoped her defeat at the polls would lead her to let up in her fight against poverty and corruption, she is doubling down.

Accountability is at the core of Robredo’s vision of leadership. “Accountability can only come with transparency, because knowledge is power,” she says. “Transparency is the fountain of knowledge that allows people to assess how well public officials are meeting their responsibilities.”

In the Philippines, she says, the fight for transparency and accountability is particularly important “because corruption is endemic” in Filipino government. As a member of the Congress of the Philippines from 2013-2016, Robredo authored two bills to address this troubling trend: the Freedom of Information Bill and the Empowerment Bill.

Neither bill passed. “There’s a built-in resistance,” says Robredo. “It’s an ongoing fight.”

So how, amidst uphill political battles, can public leaders start making a difference and improving people’s lives? The answer, according to Robredo, is by building inclusive and durable institutional systems that involve all facets of society and last beyond any one politician’s term.

“I’ve seen firsthand how empowering people through enacting systems democratizes public institutions,” she says. Giving constituents a chance to scrutinize public leaders and get involved with policy spurs “a natural tendency to put your best foot forward…and the constituency becomes more cooperative. They participate enthusiastically because their voices are being heard.”

Even when Angat Buhay was a program of the Office of the Vice President, it received no government budget. From the initiative’s inception, Robredo and her allies have relied on successful relationships with private sector partners to fund Angat Buhay’s endeavors. “Our only capital is trust,” says Robredo.

To select these non-governmental partners, Angat Buhay uses a process that Robredo calls “developmental speed dating.” Drawing first and foremost from local knowledge and experience, the organization invites representatives from poor communities to make pitches for programs that would most impact their areas.

When funding partners- which range from civic clubs to international development agencies to social responsibility divisions of corporations- find a pitch that aligns with their goals, they enter a partnership with that community. Angat Buhay serves as the bridge between communities that need help and organizations with help to offer.

In 2017, ISIS militants seized the Filipino city of Marawi. The siege lasted for almost a year, prompting mass evacuations and the destruction of many locals’ homes. In response, Angat Buhay raised funds to rebuild over 100 houses. But instead of managing these funds themselves, they connected the local beneficiaries directly with the organizations providing the money. They also built a relationship with a local university, which became the steward of the funds and assisted the families moving into the new homes.

The strategy is based on grassroots organizing. “It empowers people in the sense that it isn’t doled out. They are active participants with obligations to the work,” says Robredo. When Angat Buhay funds new housing, residents build the homes themselves. Angat Buhay provides the materials; the community uses their own skills. This cultivates a collective sense of pride that traditional approaches to philanthropy often neglect.

“The greatest asset of the Philippines is its people,” says Robredo. “We are passionate and resilient. We have gone through many difficulties, but we have always managed to shine.”

By Isabel Feinstein

Philippine E-Journals

Home ⇛ psychology and education: a multidisciplinary journal ⇛ vol. 6 no. 8 (2023), leadership styles as predictors of leadership effectiveness among filipino youth leaders.

Stephanie Jane Lusung | Dhanielle Ellen Bernal | Mary Angel Narbarte | Joaquin Kerouac Punzalan | Jhaymar Garcia

Discipline: Education

Youth leaders nowadays are well-versed in the difficulties affecting the world, and they are increasingly concerned with finding long-term solutions to these social, political, and environmental problems. Therefore, in this research, the predictive relationship between each leadership style (directing leadership, coaching leadership, supporting leadership, and delegating leadership) and the leadership effectiveness of Filipino youth leaders was investigated from 136 respondents ranging from 18 – 25 years of age in the Philippines. The data was gathered by following a predictivecorrelational research design. Descriptive results showed that, on average, Filipino youth leaders have moderate directing, supporting, coaching, and delegating leadership styles, and at the same time, they also have high leadership effectiveness. With the utilization of correlation and multiple regression analysis, it was shown that there is a significant relationship between directing leadership style, coaching leadership style, supporting leadership style, delegating leadership style, and leadership effectiveness of Filipino youth leaders. It also showed that directing leadership style (B = 1.895, t = 3.511) and supporting leadership style (B = 1.459, t = 3.264) significantly predict the leadership effectiveness of Filipino youth leaders. Directing leadership style is also the best predictor. In conclusion, researchers found that various leadership styles can be adapted by different leaders to increase their effectiveness in leading other people to address social and political issues.

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Collective Efficacy: Interdisciplinary Perspectives on International Leadership

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Publication date: 17 December 2013

The development and practice of school leadership in the Philippines is influenced by a rich history that has helped to shape policy and education in a diverse cultural landscape. Periods of Spanish and American colonization have challenged core Filipino values of community and kinship and shaped the way contemporary school leadership preparation and development occur in the Philippines. The role of school leaders in the Philippines is further framed by kinship dynamics, which have been consistently integral to the Filipino concept of self and to the way individuals interact with others. Kinship is the nucleus of the Filipino social organization, from indigenous groups to colonial aristocratic ethnic and social groups. The Filipino concept of leadership is derived from a value set that rests on both biological and ritual forms of kinship, which in turn drives leadership practice in communities and schools.

Sutherland, I.E. and Brooks, J.S. (2013), "School leadership in the Philippines: Historical, cultural, and policy dynamics", Collective Efficacy: Interdisciplinary Perspectives on International Leadership ( Advances in Educational Administration, Vol. 20 ), Emerald Group Publishing Limited, Leeds, pp. 199-213. https://doi.org/10.1108/S1479-3660(2013)0000020011

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Developmental leadership in the Philippines: Educational experiences, institutions and networks

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7 philippine presidents, different leadership styles.

In leadership, professionals can learn much from famous CEO’s.  There is, however, also much to learn from leaders in government.  Let’s take a look at the leadership qualities of seven of the most recent presidents of our Republic.

Ferdinand E. Marcos (1965-1986)

While historians have branded Ferdinand Marcos as a dictator, no one has disputed his intellectual brilliance.  Many agree that Marcos had a clear, long-term vision for the Philippines, as exemplified by the Bagong Lipunan (New Society) Movement, a movement aimed at promoting not just law and order, but also changing the culture of the country.

While Marcos was also known for his infrastructure projects, many do not know that he is responsible for building much of the government bureaucracy and filling it with good people, who have made many agencies very stable and effective.  Many government employees were able to take post-graduate studies, which were beneficial to the country.

Two lessons in Marcos’ leadership style: Vision + Building the infrastructure to support one’s leadership.

Corazon C. Aquino (1986-1992)

A housewife catapulted into the presidency by the first EDSA People Power Revolution, the first President Aquino had a nurturing leadership style combined with an effort to promote integrity in public service.

It is also argued that resilience is part of President Cory’s leadership qualities.  She survived seven coup attempts to overthrow her from power.  Not bad at all for an individual who was once labeled as an “ordinary housewife!”

The abolition of martial law also meant bringing back several freedoms that were not present during Martial Law – a leadership style that empowers versus controls.  President Cory was also responsible for empowering women.  Did you know that before 1987, a married woman needed her husband’s consent before she could open her own bank account?  With a stroke of a pen, Aquino drastically changed the civil code.  Hence, women were no longer second class citizens.

Many have observed that up to her death in 2009, she exemplified humility, reminiscent of what is now known as “Level 5” Leadership, which emphasizes humility as a vital ingredient for successful leadership.

Fidel V. Ramos (1992-1998)

Fidel Ramos received the lowest plurality for any elected president of the Philippines, winning less than 25% of the entire vote in 1992.  Despite this, he has produced many results that he set to undertake, much of which are related to economic reform and liberalization.  Despite the low plurality, FVR’s strength was his ability to collaborate across party lines and build a strong coalition of different political parties.

Ramos was also able to rally the nation under his vision of Philippines 2000, his goal of making the Philippines a newly-industrialized country by the end of the 20 th century.

Joseph E. Estrada (1998-2001)

Aside from Ramon Magsaysay, Joseph “Erap” Ejercito Estrada captivated the country by being known as a “man for the masses.”  Empathizing with the plight of the masses has been his gift. His ability to connect with people made him one of the most popular presidents of the republic, despite the many controversies that have been hurled against him.

His tag-line was “Erap para sa Mahihirap.”  His administration worked towards the creation of pro-poor programs.

Gloria Macapagal-Arroyo (2001-2010)

Gloria Macapagal Arroyo was catapulted into power by the second EDSA People Power Revolution in 2001.  While the popularity and trust ratings had been an area for improvement for the daughter of another Philippine president, Diosdado Macapagal, PGMA was known to be a very hands-on leader.  The indicator: she was abreast even with small-town road and irrigation projects.  She traveled extensively across the country to either supervise their groundbreaking or lead the inauguration of such projects.

While her “famous temper” may have also made her notorious, in leadership, this is also an indicator of being a results-oriented leader.  She has been filmed to not mince words when deadlines and targets are not met.

Preparation is also key in leadership, and Macapagal-Arroyo did prepare to become president.  While many women of her time and status were expected to be housewives, she pursued her doctorate in economics.  Aside from English and Filipino, Mrs. Arroyo also fluently speaks Spanish, Bisaya, Ilocano, and of course, Kapampangan.

Benigno S. Aquino III (2010-2016)

The second Aquino to be President of the Philippines prided himself in his vision of “Daang Matuwid” (Straight Path).  Hence, President Noynoy prided in an administration that is free from corruption as much as possible.  He has also fought against the abuse of privileges of many leaders and public officials who would use their positions for personal gain, as exemplified by his no “wang-wang” principle or policy.

Servant leadership seemed to be the quality of Pnoy, who referred to the public as his “boss,” and this guided his stay in Malacanang.  During his presidency, different international bodies upgraded the investment ratings of the Philippines.

Many employees in the bureaucracy have said that his leadership style of integrity and being corruption-free has influenced the culture of government.

Rodrigo R. Duterte (2016 – present)

Rodrigo Roa Duterte won a landslide victory in 2016 and will be president until 2022.  Many observe that he is much different from his predecessors.  He has become popular and well-loved because of his frankness as a leader.  He is direct to the point, does not mince words, and takes a no-nonsense approach to governance.  He says it as it is to his fellow politicians and avoids the confusing, even contradictory communication styles of other officials.

President Duterte is observed to be action-oriented and is bent on keeping his promises.  The man people love to refer to as “President DU30” wants his presidency free from corruption, and has promised to fire people who are involved in corruption – a promise that he has fulfilled.

While the administration’s campaign against illegal drugs has been controversial, from a leadership point-of-view, his determination shows clarity and commitment to his purpose and vision.  He has promised, “Change is coming.”  This line has energized the government bureaucracy and is slowly changing the culture throughout different agencies.  Likewise, it has also energized the Filipino people, who have all been thirsty for change and meaningful reforms.

As of this writing, President Duterte still has more than five years into his presidency.  The nation will still see much more about his leadership qualities in the weeks and years to come.

Seven presidents, different leadership styles.  How about you — what are your leadership qualities?  Which qualities of these seven presidents are you applying at work or in your community?  These presidents have become leaders because of their own learning efforts and their actual experiences.  What leadership training programs and work experiences are you bringing into your work to make a difference?

Filed Under Leadership & Management

Tags: leadership , leadership styles , presidents

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I like how this article was written. Unbiased. Gave a ‘general’ description for each of the presidents. Focused on their positive deeds instead of pointing out too much negativity (seriously, no one wants that aside from fault-finders). Good job. Thank you for this article, would be a great help for the essay I am writing at the moment. Thank you very much!

How i love this article, it was written fairly. Thought it will be one of biased article again, nice one po! Keep it up and Godbless always!

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What the Philippines tells us about democracy

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It’s more fun in the Philippines – observers of Philippine democracy could very well apply our tourism slogan to our political landscape. Hard-won after centuries of colonization, years of occupation and decades of dictatorship, Philippine-style democracy is colourful, occasionally chaotic – and arguably inspiring.

Take elections, for example, the cornerstone of democratic institutions. Voters see their power to choose their leaders as their strongest check on the behaviour of the government, their one chance to exact accountability.

Analysts and commentators have branded political campaigns in the Philippines as “highly entertaining”. The mix of old political clans, showbiz personalities and the ubiquitous song and dance that pepper the campaign trail provide plenty of amusement. But be not deceived; the power to choose is a right and responsibility that Filipinos hold dear.

Indeed, ballots are almost sacred in the Philippines. Voters have risked their personal safety to exercise the right. In many cases, the public has seen it as their one weapon against those who abuse their position.

Beyond balloting, democracy is a “government by discussion” (to quote the Indian economist Amartya Sen), characterized by public dialogue and interaction. The vibrancy of democracy in the Philippines hinges largely on the quality of this dialogue and interaction. A government that engages its citizens, is inclusive in its decision-making and, most importantly, enjoys the trust of its electorate, can almost certainly count on public support when making tough decisions. The reverse has also been seen, as in the case of a leadership facing a “crisis of legitimacy” that was seen to make decisions out of political expediency rather than the public good; in this case the people’s mandate, won squarely in an electoral contest, has proven itself to be a potent force for positive change.

The authors of a working paper for the National Bureau of Economic Research argue that democracy is good for economic growth for various reasons, including the ability of democracies to implement economic reforms. They present evidence from a panel of countries between 1960 and 2010 showing that the “robust and sizeable effect of democracy on economic growth … suggests that a country that switches from non-democracy to democracy achieves about 20% higher GDP per capita in the long run (or roughly in the next 30 years)”.

We can see this in the case of the Philippines, which has enjoyed 60 straight quarters of economic growth since the 1997 Asian financial crisis. Average GDP growth from 2010 to 2013 was recorded at 6.3%, significantly higher than the 4.5% average GDP growth registered from 2001 to 2009.  That this relatively higher rate of growth has happened alongside a series of economic reforms backed up by a strong electoral mandate should not be taken as pure coincidence. Closing loopholes in tax collection, an overhaul in customs administration, and passing key legislation on excise taxes – these would not have taken place in an environment which was not supportive of – or indeed, craving for – reform.

Outside of economic reforms, this strong mandate has also enabled the passage of social sector reforms – among them legislation allowing women access to vital information and facilities pertaining to their reproductive health, and a measure extending the education cycle to meet the global standard. These measures had passionate advocates on both sides, and a less committed leadership could have wavered at any point.

Improved government via more efficient tax collection and customs administration, access to vital information and services and a better standard of education: how could one argue that this is not what voters want when they take to the polls?

Of course, this is not always what voters get, even when they faithfully exercise their right to choose.  Roadblocks in the process remain, resulting in an occasional disconnect between what voters want, and what they are eventually given. Recent reforms – such as those automating the process and synchronizing elections in different parts of the country – have sought to lessen fraud, intimidation of voters and the exercise of patronage. These instances, however, are far from being wiped out completely. While incidents of poll violence were significantly lower in the most recent mid-term elections, putting an end to vote-buying and the general exercise of political patronage continues to be a challenge.

More significantly, while the Philippines has embraced the democratic traditions of participation and the freedom of choice and expression, the longer-term challenge remains to deepen the quality of its democracy. Building political parties on ideology and merit rather than personality, strengthening accountability mechanisms within government, creating alternative sources of reliable information, and enabling the electorate to make informed choices – there is clearly much more work that needs to be done, despite the progress that has been made.

The next step, however, has to be taken by the electorate itself. We have seen how a strong mandate for change has made change happen – now we just need to sustain it by demanding continuity.

Democracy may be more fun in the Philippines, but this is not a country that takes or makes its choices lightly. Stay tuned.

Author: Julia Andrea R. Abad is the Head of the Presidential Management Staff at the Office of the President of the Republic of the Philippines

Image: A man poses with his inked thumb after voting at the Philippines presidential election in Pasay City, Manila May 10, 2010. REUTERS/Nicky Loh

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Home / Essay Samples / Government / President / Why Rodrigo Duterte is a Great Leader

Why Rodrigo Duterte is a Great Leader

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• Topic: Actions , Leader , President

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Leadership of President Duterte (essay)

• Gilbert Felongco, W. (2019). Philippines President Duterte's report card: Why he remains popular.

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