Chapter 1
INTRODUCTION
Background of the Study
In
today's competitive business and academic world, leadership is a very
significant phenomenon which is used to ensure the best performance out
of the employees. Effective
leadership is one of the most important necessities for the success of
groups, organizations and institutions in relation to the performance
effectiveness of their members or employees. Till date,
many management experts have introduced many leadership styles which
help us understand the concept of leadership in a better way (Rampur,
2000). If
the leader or the manager requires the employees to achieve the
company's objectives, aims, and targets on time, he has to be equipped
with effective leadership skills and maintain a good relationship with
the employees and work along with them (Spears, 2000). Thus, effective leadership style is needed to guarantee the best possible performance from the employees. Effective
leadership styles and performance, however, either in business
environment or in the academe, require solid management and concrete
implementation for which companies do not often provide adequate
training.
Philippines,
nowadays, is experiencing a disturbing crisis in leadership and
management which result to the deterioration of the performance
effectiveness of the employees of organizations. Many
studies have documented that disorientation and misunderstanding lead to
chaotic situations which are apparent in all levels in society which
start from the national government, the church, the schools, the local
government, the families and other organizations. Organizations are struggling to prove their prominence and strength in terms of leadership to the people they lead. Nevertheless,
it is apparent that they still need to concretize or strengthen their
dominance and skills in relation to good governance and plausible
leadership. In the absence of these qualities, disturbing decline in
terms of the performance effectiveness of the employees or the people in
the organization results. Consequently, there is a need
to polish, if not radically change, the leadership and management styles
of the organizations which start with the government down to the lowest
scale.
As cited by Ivancevich, et al. (2007), each organization has its own distinctive leadership style different from other organizations. This
leadership style is either being practiced effectively by people who
manage the organization or is present but is not being fully utilized.
DMMA College of Southern Philippines is not an exception. The
managers and leaders of the institution, although effective in their
own small clusters of organizations, need to concretize their leadership
styles to ensure the performance effectiveness of their employees or
subordinates. The researcher believes that the spirit of
unity in relation to the realization of the mission, vision and goals of
the college is apparent, yet the difference in terms of how each
manager employs a specific leadership style varies, thus the performance
effectiveness of their subordinates in relation to the organization
varies, too.
Determining
the best leadership style in relation to the organization is imperative
so as to bring about the best performance or to ensure the definitive
performance effectiveness from the employees which serves as an
effective vehicle for growth and development of the organization. Within
this context, this investigative research is anchored to find out
whether the leadership styles practiced by the managers of DMMA College
of Southern Philippines serve as the instrument in bringing out the best
possible performance expected of their employees or subordinates which
is significant in order for the organization to effectively achieve its
vision, mission and goals.
Statement of the Problem
This
study investigated the leadership styles of managers and performance
effectiveness of employees of DMMA College of Southern Philippines,
Davao City.
This study specifically sought to find answers to the following questions:
1. What is the profile of the respondents in terms of:
a. Gender;
b. Educational attainment; and
c. Employment category as to teaching or non-teaching staff?
2. What is the level of the leadership styles ascribed by the managers of the college as perceived by the respondents in terms of:
a. Autocratic leadership;
b. Charismatic leadership;
c. Participative leadership;
d. Servant leadership;
e. Situational leadership;
f. Transactional leadership; and
g. Transformational leadership?
3. What is the level of performance effectiveness of the employees in terms of:
a. Employee development;
b. Employee efficiency;
c. Job satisfaction; and
d. Stable policies and programs?
4. Is
there a significant difference in the performance effectiveness of
employees based on their employment category as teaching and
non-teaching staff?
5. Is
there a significant relationship between the leadership styles of the
managers and the performance effectiveness of the employees?
6. Do the leadership styles of the managers influence the performance effectiveness of the employees?
Objectives of the Study
This
study aimed to determine the leadership styles practiced by the
managers of DMMA College of Southern Philippines and the performance
effectiveness of the employees. By conducting the study,
the researcher could determine whether the leadership styles practiced
by the college are responsive to the needs for efficient management and
whether the performance of the employees serves as an effective vehicle
to achieve the vision, mission, and goals of the college in continuing
its pursuit for growth and development.
Significance of the Study
The findings of the study would be beneficial to the following:
DMMA College of Southern Philippines Administration. This
investigative research would serve as a guide in making rational
decisions on the aspects of planning, controlling, strategic human
resource development and decision making. This will prompt
the administration to qualify leaders not only in terms of educational
competency but also in terms of attitudes, behaviours and leadership
skills that could affect human resource management.
College Faculty and Staff. This
investigation would serve as a basis in designing classroom and office
programs, activities and management in order to enhance the performance
efficiency of the people within the organization and to produce future
good leaders in the society.
College Students and Leaders. This
research would serve as a guide in determining their social
responsibility in the institution, specifically in the areas of
leadership and performance, not only as clients but also as major
contributors to the development of the overall studentry and the
institution.
Academicians/Researchers. This
study would serve as a reference material for future studies in
determining what leadership styles should be employed by managers that
would guarantee the performance effectiveness of the employees in
relation to their organizations.
The Researcher. This
research would serve as her anchor in the performance of her tasks as a
faculty member of the college bearing the knowledge of the rightful
perspective as to the realization of the institution’s vision, mission,
and goals.
Scope and Limitation of the Study
This
study, which was conducted during the second semester of SY 2010-2011,
looked into the leadership styles of managers and performance
effectiveness of employees of DMMA College of Southern Philippines with the use of questionnaires administered to respondents. The
respondents were the employees of the college which numbered to 134 of
whom 91 are teaching staff and 43 are non-teaching staff.
Definition of Terms
The following terms were defined operationally by the researcher as used in the study:
Autocratic Leadership
refers to the type of leadership which can be said to be synonymous to
dictatorship where only one person has the authority over the followers
or workers.
Charismatic Leadership refers to the type of leadership wherein the leader gathers followers through dint of personality and charm, rather than any form of external power or authority.
Employee Development refers to the joint
on-going effort on the part of the employees and the administration of
the college to upgrade the employees’ knowledge, skills, and
capabilities.
Employee Efficiency refers to the employee characteristic and relates to the speed and accuracy of the employees of the college in doing their assigned tasks.
Job Satisfaction refers
to the sense of inner fulfilment and pride achieved by the employees of
the college when performing a particular job or when accomplishing
something having importance and value worthy of recognition.
Leadership Styles refers to the various styles of leaderships employed by the managers of the college.
Managers refers to the middle managers and does not include the senior managers.
Non-Teaching Staff refers to the employees or the subordinates who do not hold teaching positions and are assigned in various offices.
Participative Leadership
refers to the leadership style that allows employees to give
suggestions and take some of the crucial decisions along with their
manager.
Performance Effectiveness
refers to the measure of the level of the employee development,
employee efficiency, employee satisfaction and how stable the policies
and programs are in the college.
Servant Leadership refers to the leadership style wherein the primary motivation of the leader is to serve others rather than others serving him and putting the well-being of the followers before other goals.
Situational Leadership refers to the leadership style that contends that managers must use different leadership styles depending on the situation.
Stable Policies and Programs refers
to the principles or rules and regulations of the college to guide the
employees in their tasks and decisions to achieve rational outcomes in
relation to its mission, vision and goals.
Teaching Staff refers to the employees of the college who hold teaching positions.
Transactional Leadership refers to the leadership style that is based on contingency, in that reward or punishment is contingent upon performance.
Transformational Leadership refers to the leadership style wherein the leader seeks overtly to transform the organization.
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