Leadership behavior of administrators in the Department of Labor and Employment, Central Office : an analysis / Aledith C. Bucacao. 6

Thesis (M.A.) -- Pamantasan ng Lungsod ng Maynila, 1994.;A thesis presented to the faculty of the Graduate School of Arts, Sciences and Education in partial fulfillment of the requirements for the degree Master of Arts in Psychology. 56

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ABSTRACT: This study analyzed the leadership behavior of administrators in the Department of Labor and Employment, Central Office. Furthermore, the study sought to determine how the middle-managers and subordinates perceived the leadership behavior of their directors and cluster heads in terms of initiating structure and consideration dimention. Specifically, the study, answered the following questions: 1. What are the levels of perception of the middle-managers and subordinates regarding the leadership behavior of their cluster heads on the aspects of initiating structure and consideration dimension? 2. Is there a significant difference between the perception of the middle-managers and subordinates regarding the leadership behavior of their cluster heads on the aspects of initiating structure and consideration dimension? 3. What are the levels of perception of the middle-managers and subordinates regarding the leadership behavior of their directors on the aspects of initiating structure and consideration dimensions? 4, Is there a significant difference between the perception of the middle-managers and the subordinates regarding the leadership behavior of their directors on the aspects of initiating structure and consideration dimension? RESEARCH METHODOLOGY This is a descriptive research which made use of documentary analysis, interview and questionnaire, The researcher adopted the Leader Behavior Description Questionnaire (LBDQ) developed by the Staff of the Personnel Research, Ohio State University. For the analysis, presentation and interpretation of data, the frequency of the responses for each item in the questionnaire were tabulated, and the quantified data were subjected to statistical treatment, namely : computation of the mean sources, computation of the total mean averages of all the items, application of the standard deviation formula; ranking the scores from highest to lowest, and finding the t-test of independent mean to test the null hypotheses. The researcher was able to get more than 10% of the actual employees in DOLE as respondents The total number of respondents were sixty-eight (68) who answered the fifteen (15) items for the leadership behavior of the cluster heads and directors for initiating structure and consideration dimension. Findings The findings of this study are presented sequentially in answer to each of the specific questions raised in Chapter 1. 1. The middle-managers and their subordinates perceived their cluster heads as high level in initiating structure and moderate level in consideration dimension. 2. There is a significant difference between the perception of the middle-managers and their subordinates of the leadership behavior of their cluster heads in initiating structure and consideration dimension. 3. The middle-managers and subordinates perceived their directors as high level in initiating structure and moderate level in consideration dimension. 4. There is a significant difference between the perception of the middle-managers and their subordinates of the leadership behavior of their directors in initiating structure and consideration dimension. Conclusions In the light of the findings of this study, the following conclusions were arrived at: 1. The cluster heads were perceived by their middle-managers and subordinates as high level in initiating structure and moderate level In consideration dimension. They perceived cluster heads as effective leaders. Thus, with this type of behavior create an organization with harmony, intimacy and procedural clarity because they are both people and task-oriented leaders. 2. The directors were perceived by their middle-managers and subordinates as high level in initiating structure and moderate level in consideration dimension. They perceived directors as effective leaders. Thus, leaders with this type of behavior create an organization with harmony , intimacy and procedural clarity because they are both people and task-oriented leaders. Recommendations: In the light of the findings and conclusions presented the following recommendations are hereby advanced: DOLE Administrators: That the administrators of the Department of Labor and Employment, Central Office be enjoined to give attention to the items of leadership behavior which were rated below moderate level by the middle-managers and subordinates in initiating structure and consideration dimension such as: 1. Administrators most occasionally and seldom rule with iron hand, occasionally criticize poor work, and speak in a manner not to be questioned. (Initiating Structure) 2. Administrators never or seldom do personal favor for the staff members, seldom refuse to explain their action, keep to themselves, occasionally look for the personal welfare of the individual staff , occasionally are willing to make changes occasionally or seldom put suggestions made by the staff into operation and get staff's approval on important matters before going ahead. (Consideration Dimension) 3. Cluster heads must reach out to their staff to gain more support to their projects by initiating more open channels of communication and dialogue to bridge the gap between the rank-and-file and management to minimize strikes and conflicts. 4. Administrators must be actively engaged in the job redefinition of their staff work assignments. . This means allowing workers to explain themselves on the following items: a. Skills variety. Administrators must give employees opportunities to utilize their skills on the optimum. b. Task identity6. The workers must be given a chance to achieve or complete the tasks they see fit as a whole. c. Task significance. Administrators must allow the workers to see the significance of their task once its relevance contributes to a worthy cause. d. Authority. Employees must be given enough breathing room to make decisions affecting the jobs i.e., technical staff must be allowed to exercise personal discretion in scheduling and dividing their tasks and work in their own pace. e. Communication and feedback. Administrators must compliment the performance of the workers after the projects are completed. f. Motivation. Administrators must build motivation strategies on personal-relations forms. This begins with understanding the subordinates situation. It is likewise important that subordinates should be involved in decision-making. g. Incentives. Subordinates should be given additional recognition, rewards and incentives. This incentives may be monetary or non-monetary. 5. Spirituality must be strengthened among employees at all levels in the department. 6. There must be an organized turn-over of leadership/power/work to be observed in the department in case of personnel movement/actions i.e. retirement, phase-out, transfer, promotion, etc. This will allow the successor to study carefully what has been done inorder to improve the productivity of the offices in the department. 7. DOLE management must prepare employees for the implementation of any decision, i.e., personnel movement, promotional advancement, transfer, termination, etc, 8. An update study must be made conducted in the different offices in DOLE not only in central offices but also in regional offices and attached agencies to improve employees morale, efficiency, effectiveness and work attitude , i.e. time, work schedule and administrative matters. 9. DOLE should provide and update the personnel on the existing administrative personnel manual to minimize conflicts. It should likewise provide clear-out policies on administrative discipline, functions and responsibilities of the personnel. Future Researches/Studies The researcher recommends that a parallel study be made on the following : 1. Leadership behavior of administrators wherein cluster heads Leadership behavior will be rated by their directors since they are their immediate supervisors and have direct access on how cluster heads give instructions and work. This will enable cluster heads to know how their leadership behavior affects the directors job performance. 2.

The Leader Behavior Description Questionnaire (LBDQ) with 12 subscales, of the Ohio State University be used to measure Leadership behavior for future research and study. 3. A study to identify and further analyze the factors affecting the differences in leadership behavior perception of the middle-managers and their subordinates of their administrators.

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