Final Na Talaga!!!!

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TRANSITIONAL LEADERSHIP OF SELECTED SANGGUNIANG BARANGAY

OFFICIALS IN MUNICIPALITY OF PILA, LAGUNA
A Thesis
Presented to the Faculty of
College of Business Management and Accountancy
Laguna State Polytechnic University
Santa Cruz Main Campus
Santa Cruz, Laguna
In Partial Fulfillment
Of the Requirements for the Degree of
Bachelor of Science in Office Administration
ANA MARIE LUMALANG

February 2021
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Republic of the Philippines

Province of Laguna
VISION
The Laguna State Polytechnic University is a center of sustainable development
initiatives transforming lives and communities.
MISSION
LSPU provides quality education through responsive instruction, distinctive
research, sustainable extension and production services for improved quality of life.
QUALITY POLICY
LSPU delivers quality education through responsive instruction, distinctive
research, sustainable extension and production services. Thus, we are committed with
continual improvement to meet applicable requirements to provide quality, efficient, and
effective services to the university stakeholder’s highest level of satisfaction through an
excellent management system imbued with utmost integrity, professionalism and
innovation.
GOALS OF THE COLLEGE OF BUSINESS MANAGEMENT AND

ACCOUNTANCY
The College of Business Management and Accountancy commits to produce
highly skilled, compliment, disciplined and well trained professionals in the field of
business, management and accountancy furthermore it aims to:
1. Develop the individual’s full potential in the performance of tasks in their fields of
specialization.
2. Ensure graduate’s success in qualifying Certified Public Accountant/Financial
Analyst Professional examination, national certifications through relevant
instruction and adequate training programs.
3. Develop individuals who values, aspiration and ideas shall promote, enrich and
disseminate Filipino values, traditions, through relevant cultural social activities.
4. Develop individuals students’ entrepreneurial and management skills.
5. Equip prospective manpower imbued with leadership and professional
competencies for responsive and effective services.
6. Develop globally competitive graduates with the vision for continuous professional
growth and development.
7. Promote distinctive research outputs that would alleviate the economic condition of
the underprivileged people.
8. Produce dynamic Professionals who will match the need of the manpower
industries to help advance the lives of people in the local, national and global
industries.
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APPROVAL SHEET
The thesis entitled ‘’TRANSITIONAL LEADERSHIP STYLE OF SELECTED
SANGGUNIANG BARANGAY OFFICIALS IN MUNICIPALITY OF PILA
LAGUNA,’’ prepared and submitted by ANA MARIE LUMALANG, in partial
fulfilment of the requirements for the degree BACHELOR OF SCIENCE IN OFFICE
ADMINISTRATION, is hereby recommended for approval and acceptance.
MARISSA L. DIMARUCOT, MBA

Thesis Adviser
Approved by the Committee on Oral Examination with a grade of _________.
BENJAMIN O. ARJONA, Ed.D LEOMARC A. LAVA, M.B.A

Statistician Subject Specialist
CAEZAR D. PAMIN, Ph.D. RHONEIL B. VIBORA, M.A

English Critic Technical Expert
ROZALLE H.PALACOL, MBA

Research Coordinator
Accepted and approved in in partial fulfilment of the requirements for the degree
Bachelor of Science in Office Administration.
MARY JANE D. FUENTEZ, DPA

Dean, CBMA
RINA J. ARCIGAL, Ed.D

Chairperson, Research and Development ____________________
Date Signed
RESEARCH CONTRIBUTION NO.

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DEDICATION
The successful completion of this study would not be possible without the love,
assistance and encouragement of the following important persons to whom the researcher
dedicate this piece of work.
To our ALMIGHTY GOD for guiding and me strength, knowledge, wisdom and
hope for completing this project
To the most valuable persons in my life who supported and inspired me in order
to accomplish this study;
To my beloved mother, Mrs. Carina Franco Lumalang for financial support and
motivating me and pushing me to do my best
To my boyfriend, Engr. John Dave M. Cura, for their time, support, love and
never-ending encouragement that pursue her to finish her work.
To all my instructors and mentors in the College of Business Management and
Accountancy
To Bb Creams and BPO 22mba, for the four years of best friendship,
unforgettable memories through ups and downs, laughter and sorrow, success and failure.
A.M.L
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ACKNOWLEDGEMENT
The researcher expressed her profound gratitude and appreciation to the following
who in one way or another contributed in making this study a reality.
ALMIGHTY GOD for the blessings, wisdom, physical, mental and emotional
strength to complete her study;
University President, DR. MARIO R. BRIONES, for being a responsible and
loving father of Laguna State Polytechnic University.
Dean of the College of Business Management and Accountancy, MARY JANE
D. FUENTES, D.P.A, for the guidance and always inspiring the students to study hard;
Thesis Adviser/ Research Coordinator, MARISSA L. DIMARUCOT, M.B.A
and ROZALLE H. PALACOL, M.B.A, for the countless guidance and sharing her
knowledge to make this research possible.
Technical expert, RHONIEL B. VIBORA, M.A., for correcting the technical
aspect of the study;
Statistician, BENJAMIN O. ARJONA, Ed.D, for the statistical computations
and analysis of the study;
Subject Specialist, LEOMARC A. LAVA, M.B.A for sharing his ideas.
English Critic, CAEZAR D. PAMIN, Ph.D., for his effort in improving the
study.
Respondents; the Sangguniang Barangay Officials in Municipality of Pila
Laguna for patiently answering the questionnaires.
A.M.L
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ABSTRACT
The study entitled ‘’Transitional Leadership of Selected Barangay Officials in
Municipality of Pila: sought to answer the following questions: What is the demographic
profile in terms of: Age, Gender, Civil Status, Educational Attainment, Trainings and
Seminars attended. What is the level of Leadership Style in terms of:
Commanding/Coercive, Visionary/Authoritative, Affiliative, Democratic, Pacesetting and
Coaching. What is the extent of perspective in terms of: Commitment, Cooperation and
Interest. Work attitude and Leadership styles of selected Barangay officials in Pila,
Laguna have a significant effect on the other Barangay in Municipality of Pila, Laguna.
Leadership is an act or process of governing with authoritative direction or
control. It is also a leader’s continuous exercise of authority over and the performance of
functions for a political unit like the barangay. It refers to the organization, machinery or
agency through which a political unit is exercise, authority and performs functions with
distribution of powers to official or governing body. Barangay officials play a vital role
in the empowerment of the local government units in the country. This is linked with the
leader’s accountability, fairness, and transparency in the exercise of his duties and
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functions as a servant in his community.
This study is also an occasion for us to clarify our ideas on issues which are
significant in today’s administration. The strategies to realize it are eminently significant
today. Before we proceed further to examine the issues we have to be clear about what
we mean by good leadership for every community. Only then we will be able to work out
effective strategies to realize the goal of Barangay officials. We can look at the issue of
good leadership style by examining from each dimension where we are today, what are
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our weaknesses and think of strategies by which those weakness can be overcome and we
can make meaningful strides towards achieving community goal.

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TABLE OF CONTENTS
Preliminaries Page
TITLE PAGE…………………………………………………………………………….i
V/M/QP………………………………………………………………………………….ii
APPROVALSHEET……………………………………………………………………iii
DEDICATION………………………………………………………………………… iv
ACKNOWLEDMENT……………………………………………………………….... v
ABSTRACT………………………………………………………………………….....vi
TABLE OF CONTENTS…………………………………………………………….. viii
LIST OF TABLES………………………………………………………………………x
LIST OF FIGURES………………………………………………………………….... xi
LIST OF APPENDICES……………………………………………………………... xii
CHAPTER 1
INTRODUCTION
Background of the Study………………………………………………………. 1
Theoretical Framework……………………………………………………….. 3
Conceptual Framework……………………………………………………….. 5
Statement of the Problem…………………………………...…………………. 6
Research Hypothesis………………………..…………………………………. 7
Significance of the Study………………………………………….………….. 7
Scope and Limitations……………..………………………………………….. 8
Operational Definition of Terms……………………………………………….8

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CHAPTER 2: REVIEW OF RELATED LITERATURE AND STUDIES
Related Literature……………………………………………………………. 10
Related Studies……………………………………………………………..... 19
CHAPTER 3: RESEARCH METHODOLOGY
Research Design…………………………………………………………….. 25
Population and Sampling Technique……………………………………….. 25
Research Procedure…………………………………………………………. 26
Research Instrument………………………………………………………… 26
Respondents………………………………………………………………… 26
Statistical Treatment………………………………………………………… 27
CHAPTER 4: RESULTS AND DISCUSSION
CHAPTER 5: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary of Findings……………………………………………………….. 45
Conclusion………………………………………………………………….. 47
Recommendation………………………………………………………….... 48
LITERATURE CITED
APPENDICES
A. Letter of Request……………………………………………………….. 54
B. Survey Questionnaire………………………………………………….. 55
C. Survey Documentation Pictures………………………………………. 60
D. Executive Summary…………………………………………………… 66
CURRICULUM VITAE
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LIST OF TABLES
Table Page
1 Level of leadership Style of the Sangguniang Barangay Officials in terms of

Commanding/Coercive ...........................................................................…... 34

Visionary/ Authoritative ………………….……..…………………………. 35

Affiliative ………………………………………..…………………………. 36

Democratic …………………………………………………………………… 37

Pacesetting ………..………………………………………………………… 38

Coaching ………………………………………..…………………………. 39
7 Extent of perspective relative to Commitment ………………………………. 40
8 Extent of perspective relative to Cooperation ……….………………………. 41
9 Extent of perspective relative to Interest......................................................... . 42
10 Significant effect of Profile and Leadership Style to the perspective of

Sangguniang Barangay officials in Municipality of Pila Laguna ……………. 43
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LIST OF FIGURES
Figure Page
1 Conceptual Framework…………………………………………………. 5
2 Profile of the respondents with regards to Age…..…….……………….. 28
3 Profile of the respondents with regards to Gender……………………… 29
4 Profile of the respondents with regards to Civil Status…...…………….. 30
5 Profile of the respondents with regards to Educational Attainment…… 31
6 Profile of the respondents with regards to Seminars Attended...……….. 32
7 Profile of the respondents with regards to Trainings Attended………… 33

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LIST OF APPENDICES
A. Letter of Request..………………..……………………………………..…... 54
B. Questionnaire…………………..….…………………………………….......... 55
C. Data Matrix………………………………………………………………….. 60
D. Executive Summary……………..……………………….……………........... 66
E. Curriculum Vitae………………...……………………….…………….......... 74
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Chapter 1
INTRODUCTION
The Barangay serves as the primary planning and implementing unit of
government policies, plans, programs, project, and activities in the community, and a
forum wherein the collective views of the people may be expressed, crystallized and
considered, and where disputes may be amicably settled. A barangay may be created,
divided, merged, abolished, or its boundary substantially altered, by law or by an
ordinance of Sangguniang Panlalawigan or Sangguniang Panglungsod, subject t approval
by a majority of a votes cast in a plebiscite to be conducted by the Comelec in the local
government unit or units directly affected within such a period of time as may be
determined by the law or ordinance creating said Barangay. In the case of the creation of
barangays by the Sangguniang Panlalawigan, recommendation of the Sangguniang Bayan
concerned shall be necessary.
There shall be in each Barangay a Punong Barangay, seven (7) Sangguniang
Barangay member, the Sangguniang Kabataan chairman, a Barangay Secretary and a
Barangay Treasurer. There shall also be in every barangay a Lupong Tagapamayapa. The
sangguniang barangay may form community brigades and create such other position or
office as may be deemed necessary to carry out the purposes of the barangay government
in accordance with the needs of public service, subject to the budgetary limitations on
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personal services prescribed.
Leadership method of providing direction, implementing plans, and motivating
people. Leadership it seems like there are as many different styles of leadership as you
start to consider some of the people who you think of as great leaders can inspire political
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movements and social change. Leadership then serves as s balancing act between self and
others. An effective leader recognizes his or her personality and how operational factors
or daily tasks affects his or her relationship with others.
This study determined the Transitional Leadership of Selected Sangguniang
Barangay Official in Municipality of Pila Laguna and how they affect individuals.
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Background of the Study
The southern shoreline of Laguna Bay, where the town of Pila is situated, has
long been recognized as a center of culture and trade as early as the Philippines’ pre-
Hispanic period. No less than the late Dr. Otley Beyer, eminently regarded as the “Father
of Philippine Archaeology,” had chronicled this note of significance. Indeed,
archaeological excavations in the 1960s at Pinagbayanan, the Pileños’ first settlement
site, yielded such artifacts as rare glass beads, gold jewelry, iron slugs, clay and porcelain
potteries all in handsome proportions and ethic Philippine design. Among the more than
300 specimens found were tools associated with the scholarly art of calligraphy as well as
Chinese ceramics dating back to the 11th century. The ancient Pileños tempered their
mercantile spirits with aesthetic and spiritual values. Their second settlement was named
Pagalangan, literally a place of worship and reverence. Headed by the Datu of Pila, it was
this settlement that was discovered in 1571 by the legendary Conquistador Juan de
Salcedo. Reference to the town of Pila first appeared in Spanish records in 1575. It was
conferred the honorable title La Noble Villa de Pila in recognition if its people’s refined
manners and customs. This distinction as the Spanish King’s privileged subjects
exempted Pileños from forced labor services. The town is composed of seventeen
barangays. All barangays are being classified as urban. The present administration is
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headed by Honorable Mayor Edgardo V. Ramos which already give the municipality an
additional administrative function over the entire province. Every Filipino belongs to a
barangay. While they belong to a larger city, municipality, province, and the country as a
whole, the immediate face of government that the citizenry sees are the barangay
governments. As the primary face public service, the barangays, headed by the Punong
barangay are in crucial position as the first responders to all matter of governance both
the urgent and the rudimentary.
Leaders are needed for the development of each barangay. It a is major function
of political activity. Since the leaders of today cannot be successful without having a
broad understanding of the social, political and economic dynamics that influence and are
shaped by global competition. Leaders must be aware of the ideologies, political
pressures, a shifting economic and social condition, if they are to provide effective
leadership.
This study aimed to evaluate the Transitional Leadership of Selected Sangguniang
Barangay Officials in Municipality of Pila as mandated in the Local Government Code of
1991 in terms of the Autocratic Leadership, Democratic Leadership Style, and Laissez-
Fair Leadership style.
Theoretical Framework
According to Presthus (1975), political interest permeates the whole fabric of
government a machinery or agency in which the political unit exercise authority and
performs its functions. Public administration or a well as means for the betterment of the
society it serves. In terms of structure, political exercise, influences and attempts to bind
communities on political issues.

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According to Antal Szerletics (2000), the notion of good governance can be
conceived as a basket of many practices, including professional civil service, anti-
corruption policies, transparency and accountability, democratic decision-making, the
principle of the rule of law, protection of human rights and independent judiciary. The
constitutive elements of good governance vary according to the particular international
organization and the particular document we examine.
On the other hand, Stoker (2008), in his book entitled “Governance as theory: five
Propositions”, governance is ultimately concerned with creating the conditions for
ordered rule and collective action. The outputs of governance are not therefore different
from those of government. It is rather a matter of a difference in processes.
As cited by Zaide, 1997 Due to their natural sociability, men have eventually
gathered in a politically organized community. Once realized, this association is required
to demonstrate its superiority and this thing can be established by means of its ability to
perform the functions for which it was “invented.” Aristotle lays the basis for both the
theory of good governance and the ways to achieve it. The purpose of a regime that is
underlain by good governance should be the happiness of the members of the political
community.
Tracing back the history of barangay administration, the punong barangay
barangay chairperson plays a very important role in planning and implementing
government policies, projects and programs for the people being governed. And such
certain qualifications are considered in the succession of one person to the position of the
chief. One must be a heir of the chief. However, if there were no qualified heirs, anyone
could rise to that rank by virtue of wisdom, physical strength, power and wealth.
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Conceptual Frame Work
Independent Variables Dependent Variables
Barangay official in Municipality Perspective

of Pila, Laguna
 Commitment
Demographic Profile  Cooperation
 Interest
 Age
 Gender
 Civil Status
 Educational Attainment
 Seminar/Trainings Attended
Leadership style of Sangguniang
Barangay Officials
 Commanding/Coercive
 Visionary/Authoritative
 Affiliative
 Democratic
 Pacesetting
 Coaching
Figure 1. Conceptual Framework

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Figure 1 indicates how Transitional Leadership of Selected Sangguniang
Barangay Officials in Municipality of Pila Laguna influence in barangay.
Is the Dependent variable consists of Demographic Profile in terms of age,
gender, civil status, educational attainment and seminars/trainings attended and
Perspective in terms of commitment, cooperation and interest.
The Independent variables, consist of Commanding or Coercive, visionary/
authoritative, affiliative, pacesetting and coaching.

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Statement of the Problem
The study is to determined how Transitional Leadership of Selected Sangguniang
Barangay influence to barangay
Specifically it sought answer to the following questions:
1. What is the profile of the respondents with regards to:
1.1 Age
1.2 Gender
1.3 Civil Status
1.4 Educational attainment
1.5 Seminars/Trainings Attended
2. What is the mean level of Leadership Style of the Sangguniang Barangay
Officials in terms of:
2.1 Commanding/Coercive
2.2 Visionary/Authoritative
2.3 Democratic
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2.4 Pacesetting
2.5 Coaching
3. What is the mean level of perspective of selected Sangguniang barangay officials
in Municipality of Pila, Laguna in terms of?
3.1 Commitment
3.2 Cooperation
3.3 Interest 7
4. Is there significant effect of Profile and Leadership style to the perspective of
Sangguniang Barangay officials in Municipality of Pila Laguna?
Research Hypothesis
The following hypothesis was tested in this study:
There is no significant effect of Profile and leadership Style to the perspective of
Sangguniang Barangay Officials in Municipality of Pila, Laguna
Significance of the Study
This study will benefit and help the following:
Local Officials - This will serve as a parameter on what project of Barangay needs the
additional cooperation of the municipality.
Society - This can improve the society with the help of future generation of educated
employees and workers.
Community – It will help the entire population of the Philippines to be more aware in
today’s condition of Barangay Officials. It is also important simply because it is the
personal right to know all the events happening in the Government.

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Students - They would be more independent, educated and aware about their chosen
career path. In this study, students are placed to be more benefited and advantageous
because they develop the awareness of themselves, strength and weaknesses for their
career development by continually reflecting upon what they are learning from home,
school and community. By conducting this research, the students will be able to decide
what career path to take according to the factors that affects them.
Future Researchers - To serve this as a reference material for future studies. 8
Scope and Limitation of the Study
This study determined the Transitional Leadership of Selected Sangguniang
Barangay Officials in Municipality of Pila, Laguna on how they perceived the
performance of the Sangguniang Barangay Officials in the implementation of the
undertaking development and peace and other projects
Operational Definition of Terms
For better understanding of the study, the following terms, are being defined.
Affiliative - Focuses on emotional needs over work needs. Best used for healing rifts and
getting through stressful situations. Confrontation and emotionally distressing positions
can be avoided
Barangay – It refers to a community consist of not less than 2000 inhabitants in the
urbanized cities.
Coaching - Connecting corporate goals whilst helping people find strengths and
weaknesses, linking these to career aspirations and actions Coach, mentor and develop
individuals when they need to build longer term strengths can come across as
micromanaging
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Commanding/Coercive – Inurgency when time is scarce, and in crisis. The members can
feel stifled as they are treated as workers and not asked opinion.
Democratic - Uses participation, listening to both the bad and the good things. To gain
valuable input from employees and to gain buy-in when there is time to do so.
Governance – Has been defined as the rules of the political system to solve conflicts
between actors and adopt decision. It has also been used to describe the “proper
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functioning of institutions and their acceptance by the public”.
Leadership – creates an inspiring vision of the future, motivates and inspire people to
engage with that vision or projects in life
Local Government Unit – it refers to the cities, municipalities, provinces, and barangay
who are responsible to implement programs.
Officials – is someone who holds an office function or mandate, regardless whether it
carries an actual working space with an organization or government and participates in
the exercise of authority either his own or that of his superior or employer, public or
legally private.
Pacesetting - Builds challenging and exciting goals for people. When the team is already
highly motivated and competent. Can lack emotional intelligence
Projects – a proposal of something to be done, plan scheme, or especial work or research
Residence – are the person who resides in a certain place, the people living in a place for
some continuous period of time.
Visionary/Authoritative - Mobilizes people towards a vision. When a new vision and
direction is needed. Lacks the ability to help team members how they get to a vision or
goal.
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Chapter 2
REVIEW OF RELATED LITERATURE
Selected literatures and studies are included hereunder as these were found to
have similarity and bearing to the present study.
Related Literature
According to Freund (2013) as people aged, the ability to achieve relaxation after
a stressful event becomes more difficult. Aging may simple wear out the systems in the
brain that respond to stress so that they become inefficient. Age is basically a period
where in the individual is labeled towards maturity. He recognized as into three types,
such as Early Adult Age (18-30), Middle Adult Age from (40-59), and Late Adult Age
(61-Death).
Lepore (2013) cited as he stressed that age refers to the chronological number of
years from the date of birth an individual. To grow mans a developmental process is
completed which includes all aspects of physical, emotional, mental, and spiritual growth
and development.
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According to Tengee (2018) age refers to chronological age. It is also refers to the
number of years an individual existed on earth which began from the date of birth until
the very moment him/her alive.
The above literature is related to the present study in the sense that age Is one of
the requirement of demographic profile in leadership styles which have more experience
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and middle age have a power for being a leader because this is the maturity of a person.
According to Zevallos et al. (2013) Gender is more fluid it may or may not
depend upon biological traits. More specifically, it is a concept that describe how
societies determine and manage sex categories; the cultural meanings attached to men
and women’s roles; and how individuals understand their identities including, but not
limited to, being a man, woman, transgender, intersex, gender queer and other gender
positions. Gender involves socials norms, attitudes and activities that society deems more
appropriate for one sex over another. Gender is also determined by what individual feels
and does.
Inga Minelgaite Snaebjornsson and Ingi Runar (2013) stated in their study that
women and men have a very similar perception of a successful manager. However,
women and men display differences in their leader behavior and characteristics and way
of leading. Results/outcomes of such a leadership can differ, furthermore, that a glass
ceiling and other barriers for women do still exist.
Marsh (2015) stated that women’s purchasing behavior is found to be strongly
influenced by their evaluation of personal interaction processes. Compare to men, women
are more involved in purchasing activities paying more attention to the information given
and attitudes of the sales personnel

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According to Trends (2017) reversed its position and began using sex as the
biological classification and gender’s as a person’s self-representation as mae or female,
or how that person is responded to by social institutions based on the individual’s gender
presentation. In non-human animal research, gender is also commonly used to refer to the
physiology of the animals.
Eagly and Johnson (2013) cited that there were only small difference in leadership
style, they stress that female leaders in organizational settings tend to be more democratic
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and participative than men, who tend to lean more towards autocratic behavior.
The above literature are related to the present study in the since that gender is a
one of the requirement of demographic profile in leadership style which male or female
can be a leader as much as they have a knowledge of leadership.
Civil status is a concept under discussion in regard to its definition, its content, the
enumeration of possible civil statuses, and even its very subsistence as a category. This is
due to the absence of a legal definition of civil status, aggravated by the diversity of
situation it refers to, which makes its delimitation particularly difficult
Civil Status is a right recognized by all individuals, having the role of
individualizing them in family and society.
Trends et al. (2013) cited that Educational attainment is a powerful predictor of
well-being. Young adults who have completed higher level of education are more likely
to achieve economic success than those who have not. In addition to qualifying for a
border range of jobs, completing more years of education also protects against
unemployment.
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The above literature is related to the present study in the sense that educational
attainment is one of the requirements of demographic profile in leadership which have an
individual knowledge that helps for being a leader in their barangay.
According to Talle (2012) The seminars objective is to ensure Local Government
Units are truly effective in successfully getting approval for their budget plans and
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procurement requirements
Individuals can meet other with the same interest, problems and concerns that
they may have in their chosen field. A sense of renewed hope and inspiration (this is
especially true for internet marketing seminars), as sometimes business concerns are
lessened by sharing experiences with others.
According to Rao (2013) Being with others that understand individual’s problems
or concerns, is usually a great morale booster. Great ways for those that don’t like to
read, or attend classes, to improve their knowledge of a specific subject. A nice vacation,
in usually, a good hotel. Most seminars take place in quality hotels, as this is part of the
incentive to attracting attendees.
According to Cameron (2014) Seminars are not miracle cures to business
problems or other problems, however, and this must be kept in mind when deciding to
attend a seminar. These are, after all, optional events, and success or failure in business or
life will probably not hinge on attendance at seminars.
The above literature is related to the present study since seminar is one of the
requirements of demographic profile in leadership styles which could help to adopt new
knowledge regarding leadership style.

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Karnaghan (2012) cited that the right to information laws imposes duties of
openness on all officials working in public offices which are covered by the law. For the
law to be implemented, all officials who work at a public organization need to be
committed to openness- because they are the ones who will create and manage the
information that the public will be requesting. If they don’t understand their duties
properly or if they are not committed to implementing the law, then its effective
14
operation will become more difficult.
According to Keeps (2011) trainings for public officials are a keystone of good
governance. Education and trainings are ways to provide public servant with the
necessary knowledge and ability to act ethically and resist corruption. They should be
complemented by adequate working conditions.
The above literature is related to the present study since trainings is one of the
requirements of demographic profile in leadership style which could help to develop
leadership skills in barangay officials.
Itri et. Al., (2016) ineffective leaders can have a devastating effect on a radiology
department by impairing communication among members, undermining staff
commitment to the organization’s success, and stifling the development of other staff
members and leaders in the organization. One of the most important investments a
radiology department can make is in identifying, cultivating, and promoting new leaders.
The authors describe 13 habits and characteristics of new leaders that lead these
individuals to address situations in both ineffective and counterproductive ways,
impeding the performance of a radiology department and its capacity to play a
meaningful role in shaping the future. New leaders must continually learn and improve
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their leadership skills if they are to avoid the destructive habits of ineffective leaders and
successfully overcome the challenges facing today. Senior leaders may also benefit from
understanding the pitfalls that make leaders ineffective and should strive to continually
improve their leadership skills given the critical role of leadership in the success of
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individuals.
Chung Hs iung Fang et al. (2014) identified that leadership style can affect
organizational commitment and work satisfaction positively and work satisfaction intern
can affect organizational commitment and work performance positively. Leadership is
largely culturally orientated, embracing traditional beliefs, norms and values and a
preoccupation.
The above literatures are related to the present study since commitment is one of
the requirements of demographic profile in leadership style which could help to develop
leadership skills in barangay officials.
According to Kumar (2012) Cooperation is an associative and basic process of
social life. Society cannot exist without this. It is the very basis of social existence. It is
one of the continuous social processes. The term ‘Co-operation’ is derived from the two
Latin words ‘Co’ meaning together and ‘Operari’ meaning to work. Literally,
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Cooperation means joint work or working together for a common goal.
According to Edmonson (2017), the teams who plan everything firstly and
execute their plans, later are not found to be feasible in the 21 st century. Collaboration
and coordination are found to be an essential element of the team. At present, it is rare to
find teams which are well designed and dynamic and which exist for a long period. The
teams which have succeeded to stay competitive and successful are considered to be
ii
those who developed good interpersonal skills among one another. According to
Edmonson, teaming is considered as an important of organizational growth. In this
regard, it is crucial to underline the importance of leaders who are responsible in charge
of these teams. Transforming static teams into dynamic one requires strong leadership
skills. Dynamic teams are more open to innovation, and they keep up with the latest
trends in the industry they are working. Moreover, it is important for team members to
understand their roles. Understanding individual tasks that each member of the group is
responsible for undertaking allows them to communicate with each other more efficiently
and improves understanding their team members.
The above literatures are related to the present study in the sense that cooperation
is one of the requirement of work attitude in leadership potentials which could lead to
more harmonious and productive of the barangay officials
Turok and Scheba (2020) cited that the Philippines developed a system of
neighborhood government that other countries could usefully learn from. The barangays
give ordinary citizens a voice in decision-making and assist in devolving power from the
centre. They also improve the responsiveness of basic public services to local needs.
Above all, the institution recognizes and legitimizes the contribution that communities
can make to a robust civil society. The of participation and engagement helps to harness
the agency and resourcefulness of local residents and means that communities are better
organized to cope with adversity.
The above literatures are related to the present study in the sense that interest is
one of the requirement of work attitude in leadership potentials which could understand
how tap into diverse sources of meaning for all the people or organization.
ii
To Xie et al. (2012), the coercive leader has clear perception and requires their
employees to do what they exactly told. Thus, the leader’s extreme top-down decision
making skills put new ideas on the vine.
According to Ric Kelly (2016), leaders with coercive personalities are plentiful
and destructive. Coercive leadership behaviors deters transparency, kills self-reliance and
17
innovation, delay decision making, creates unnecessary bottleneck, set the tone for
micromanaging and decreases motivation and productivity. All of this leads to a drain of
key talent from the organization.
The above literatures are related to the present study in the sense that
commanding or coercive is one of the requirement of leadership styles which could lead
to increased productivity and speed of barangay officials
According to Sashkin, (2012). Visionary leaders also display characteristics and
behaviours that help followers to achieve organizational goals such as confidence, pro-
social use of power, and organizational capabilities. Visionary leaders can stimulate
employee creativity by helping employees to understand the organizational vision and by
arousing enthusiasm for the shared vision, which creates a positive climate for creativity.
The above literatures are related to the present study in the sense that visionary is
one of the requirement of leadership styles which could lead to people to accomplish a
course of action.
According to Cunliffe and Crevani et al. (2013) developing leadership that is
affiliative requires building an ability to see multiple views and future possibilities to
have an openness to multiple perspective. Curiosity and openness to multivocality and

ii
diverse ideas requires learning to adopt a focus that is directed outward, outside of oneslf
and towards others.
The above literatures are related to the present study in the sense that affiliative is
one of the requirement of leadership styles which could lead to create effective teams,
18
build employee trust or barangay officials.
According to Cherry (2020) everyone is given the opportunity to participate, ideas
are exchange freely and discussion is encouraged. While the democratic process tends to
focus on group equality and the free flow of ideas, the leader of the group is still there to
offer guidance and control. The democratic leader is charged with deciding who is in the
group and who gets to contribute to the decision that are made. Researchers have found
that the democratic leadership style is one of the most effective types and leads to higher
productivity, better contributions from group members, and increased good morale.
Gill (2014) cited that democratic leadership style is based on mutual respect. It is
often combined with participatory leadership because it requires collaboration between
leaders and the people they guide. The democratic/participative leadership style places
significant responsibility on leaders and their staff. This is true for all organization from
private enterprises and government agencies to educational institution and nonprofit
entities.
The above literatures are related to the present study in the sense that democratic
is one of the requirement of leadership styles which could lead the barangay officials to
participate and exchange ideas freely.
Goleman et al. (2012) in his theory of emotional intelligence, has illustrated the
pacesetting style of leadership. Pacesetting leadership style is deployed when a team is

ii
highly motivated and competent. This team may find the high standards challenging and
exciting, needing little direction or coordination while trying to accomplish its goals.
However, a constant enhancement in objectives previously met may leave the team
drained and unmotivated from continuing further. It is perceived that a pacesetting
leadership style destroys the organizational climate. Many employees feel overwhelmed
19
by the pacesetter’s demands for excellence, leading to a drop in their morale.
The above literatures are related to the present study in the sense that pacesetting
is one of the requirement of leadership styles which could lead the barangay officials to
encouraged participation, facilitated team work, and empowered their officials to make
decision.
Sagar and Jowett (2012) cited that the autocratic style is more of the coach
employing behavior to establish authority. Training and instruction style refers to
coaching behaviors that aim to develop the knowledge and skills of an individual or
employees. Positive feedback behaviors aim to communicate the coach’s appreciation
and encouragement for their subordinates.
The above literatures are related to the present study in the sense that coaching is
one of the requirement of leadership styles which could lead the barangay officials to
inspire their team, building their confidence, and teaching them the skills they need in
order to develop work together successfully.
Related Studies
Based on the study of Dela Cruz et al. (2014) entitled “Performance of Campus
Publication in Campus Journalism in Laguna State Polytechnic University: An
Assessment” that older adults could do and learn well that younger adults. She also stated
ii
that more mature the age of a person, the more they are ready to learn acquire different
ideas.
She cited also that usually, older workers are more exposed to experience and can
be expected to have job performance. She also noted that age is a problem since younger
people cannot be expected to again respect from elders, lastly, a worker must be talented
20
to overcome age hand cap.
The above studies is related to the present study in the sense that older adults
could do learn well than younger adults and also older are more exposed to experience
than the younger ones as to become a leaders.
The study of Dela Cruz et al. (2014) entitled “Performance of Campus Publication
in Campus Journalism in Laguna State Polytechnic University: An Assessment” there is
sufficient evidence to conclude that there is a difference in terms of job satisfaction
between male and female workers. The male workers seemed to be more satisfied with
their job that the female counter part.
The study above is related to the present study in the sense that gender could
become a leader as much as they have a knowledge of leadership though if they are male
or female.
According to Otieno (2016) examine the influence of demographic factors of
women’s participation in political leadership in Rongo Constituency, Migori Country,
Kenyawith 60 women concluded that women’s participation marital status and
educational level influence their participation in political leadership, however, analysis of
data collected for the study was sole descriptive.

ii
Yazicioglu, et.al., (2013) as cited in their studies leadership style of 771 Turkish
managers from public and private sectors in the scope of Blake and Mouton’s 1964
managerial grid observed, among others that the management style of managers differ on
managerial grid diagram in term of marital status. In other words managerial styles of
21
managers differ in accordance with their marriage position. 00
The study above is related to the present study in the sense that civil status or
marital status influence the behavior, demographic factors, and leadership style of an
individuals.
The study of Velarde et al. (2014) entitled “Leadership style”: it’s Relation to the
level of Transparency of Five Leading National Secondary School Heads in
CALABARZON and their School Performance” Educational attainment is an academic
achievement attained by individuals through the process of formal schooling in the
primary intermediate, secondary and tertiary level offered in the public and private
education institution in any country around the globe.
Educational attainment refers to the highest level of schooling that a person
reached. At the primary and secondary school level, educational attainment refers to the
number of grades completed. At the postsecondary level, it refers to institution attended
and certificates, degrees or diplomas obtained
It is the highest level of education completed by a person, shown as a percentage
of all persons in that age group. Tertiary education includes both tertiary-type A
programs, which are largely theoretically-based and designed to provide qualifications
for entry to advanced research programs and profession with high skill requirements.
ii
The above studies are related to the present study in the sense that educational
attainment is to determine the individual’s skill to perform a leader.
The study of Carlos et al. (2015) Effective training instruction is a core
competency for every training. Here’s a down to the basic’s title that keeps its focus on
the bottom line skills of the design craft beginning with planning and need analysis to
22
writing, designing and evaluating course materials to marketing and administration. This
title also shows you how to put together quality, performance based training that will be
delivered.
The above study is related to the present study in the sense that training determine
the individual’s skill to perform a leader.
Valera (2013) Seminar is generally, a form of academic institution or offered by a
commercial or professional organization. It has the function of bringing together small
groups for recurring meetings, focusing each time on some particular subject, in which
everyone present is requested to actively participate. This is often accomplished through
a Socratic dialogue with a seminar leader or instructor, through a more formal
presentation or research. Normally, participants must not be beginners in the field under
discussion.
The above study is related to the present study since seminar is one of the
requirements of demographic profile in leadership styles which could help to adopt new
knowledge regarding leadership style.
Bashir and Khalil (2017) cited in their study that coercive leader also known as
commanding as one who follows a top-down decision making style and does not involve
ii
employees in the process. They demand immediate and full compliance from their staff
after giving a directive.
The above study is related to the present study in the sense that commanding or
coercive is concerned with accomplishing goals, often as the expense of building
relationship with his staff or developing a vision for the barangay

23
In the study of Mathisen et al. (2012), in Chinese organization, visionary
leadership is positively associated with employee creativity, however, the effect is
contingent on employee’s goal orientations and knowledge-sharing.
John De Nobile (2014) cited in his study that Authoritative leaders are skillful in
nurturing relationship whilst building a learning culture that demands excellence.
However, as leadership in schools becomes increasingly complex, the ability of leaders to
develop relationship whilst demanding excellence is difficult.
The above studies is related to the present study since visionary is one of the
requirements of leadership styles which could help to mobilize people towards a goal.
Murray (2013). Leadership is not “one size fits all” things often, a manager must
adapt their style to fit a situation or a specific group and this is why it is useful to gain a
thorough understanding of various leadership styles.
After all, the more approaches the manager is familiar with, the more tools they
will be able to use to lead effectively.
The above study is related to the present study since affiliative is one of the
requirements of leadership styles which could lead the barangay officials in creating
personal connection between their teams and to build a sense of community and trust.
ii
As Ocak (2014) asserts, democratic leadership benefits for individuals and
organizations in several ways, allows for using subordinates’ knowledge and experience
in the decision making process, creates loyalty to the team’s goals, and ensures mutual
communication, thus eliminating potential communication problems. Therefore,

24
democratic leadership seems to be an effective leadership approach.
The above study is related to the present study in the sense that democratic is one
of the requirement of leadership styles which could lead the barangay officials to
participate and exchange ideas freely.
As cited by Cowdery (2014) stated simply, teachers who become leaders
experience personal and professional satisfaction, a reduction in isolation, a sense of
instrumentality all of which spill over into their teaching. It is therefore apparent that a
teacher-leader is someone who wants to make a difference, encourages colleagues to be
motivated, and makes a contribution to the improvement of teaching and learning in a
given setting once they are given the opportunity to do so.
The above study is related to the present study in the sense that pacesetting is a
living example of what they wish for their staff to be hard workers who are always
looking for the best and fastest way to accomplish goals.
Meyers (2012) argues that coaching leadership style helps employees develop
personally and with a long-term perspective. The leader supports and challenges
colleagues, with the intent of helping them achieve individual development goals.
Consequently, a CLS is most effective when managers want to help their employees build
lasting personal strengths.

ii
The above study is related to the present study in the sense that a coaching style
increase self-responsibility and self-belief in their people by giving choice wherever
possible, and providing a good balance of support and challenge
Chapter 3
RESEARCH METHODOLOGY
This part discuss the methodology that plays an important role in implementing
this research study. This chapter contains the research design, population and sampling
procedures, research instrument, and statistical treatment of data.
Research Design
The descriptive research was used for this study. According to McCombes (2019)
descriptive research aims accurately and systematically describe a population, situation or
phenomenon. It can answer what, where, when and how question, but not why questions.
A descriptive research design can use a wide variety of research methods to investigate
one or more variables.
Population and Sampling Technique
Purposive sampling (also known as judgment, selective or subjective sampling), a
sampling technique in which researcher relies on his or her own judgment when choosing
members of population to participate in the study.

ii
Steve Campbell (2019) cited that purposive sampling is the better matching of the
sample to the aims and objectives of the research, thus improving the rigour of the study
and trustworthiness of the data and results.
In order to determine the satisfaction level of the leaders on services offered by
Municipality of Pila, Laguna the researcher used the purposive sampling. The
questionnaires are distributed to the 136 Barangay officials including Barangay Captains
and Barangay Councilors in Municipality of Pila, Laguna as the actual cases study. It was
26
selected seventeen (17) Barangays.
Research Procedure
The researcher made a proposal title “Transitional Leadership of Selected
Sangguniang Barangay Officials in Municipality of Pila’’. The information needed to
perform the study was gathered. Then the permission from the Municipal Administrator
of Pila, Laguna to operate interviews regarding the study was entreated. Getting some
information about the leadership style of the councilor for the construction of the
questionnaires was done simultaneously. The target respondents is One Hundred thirty
Six (136) from Pila, Laguna. Distribution and retrieval of the questionnaires are followed.
The appropriate statistics are made, evaluation and analysis are done to complete the
research.
Research Instrument
To gather data for the study, the researcher created and utilized questionnaires.
Questionnaires are the primary research instrument of the study.
The questionnaire is divided into two parts. The part consists of questions
regarding the demographic profile for the respondents. The second part is consists of
ii
questions regarding the Democratic, Autocratic, and Laissez-Fair leadership style of
selected barangay’s in Municipality of Pila, Laguna. It has a total of 50 item questions.
Part 1 and Part 2 answerable by checking the spaces provided for the respondent’s rate.
Rating Scale
Rating Range Description
5 4:20 – 5.00 Always
4 3.40 – 4.19 Often
3 2.60 – 3.39 Sometimes
2 1.80 – 2.59 Seldom
27
1 1.00 – 1.79 Never
Statistical Treatment
The data obtained was treated statistically with the use of mean and standard
deviation to determine the transitional leadership styles of selected sangguniang barangay
officials in Municipality of Pila, Laguna to assess and identify each problem stated
Weighted Mean is a kind of average. Instead of each data point contributing
equally to the final mean, some data points contribute more weight than others.
Standard Deviation is a measure of how spreads out numbers are.
to determine the percentage of the Demographic profile of the respondents.
ANOVA or Analysis of Variance is used to compare the means of more than two
samples.
ii
Chapter 4
RESULTS AND DISCUSSION
This chapter presents the analysis and interpretation of the data gathered from the
people who were involved in this study. The data are presented in tables according to the
order and sequence of the specific problem areas investigated by the researcher.
Age
25 years old and below 26-35 years old 36-45 years old
46-55 years old 56-65 years old 66 years old and above
41
39
29
15
6
0
frequency
Figure 2. Profile of the respondents with regards to Age

ii
Graph shows that ages “46 to 55 years old” got the highest frequency of forty-
one (41) or 31.54 percent of the total respondent. And thirty-nine (39) or 30.00 percent of
the respondent are “56 to 65 years old”. While the ages “26 to 35 years old” have the
lowest frequency of six (6) or 4.62 percent of the total respondent
This means that the profile of the respondents with regards to age is majority in
the old age during the time of the study. 29
Based on the study of Dela Cruz et al. (2014) entitled “Performance of Campus
Publication in Campus Journalism in Laguna State Polytechnic University: An
Assessment” that older adults could do and learn well that younger adults. She also stated
that more mature the age of a person, the more they are ready to learn acquire different
ideas
Gender
33%
Male
Female
67%
Figure 3. Profile of the respondents with regards to Gender

Graph shows that gender “Male” got the highest frequency of eighty-seven (87)
or 66.92 percent of the total respondent. While the gender “Female” has the lowest
frequency of forty-three (43) or 33.08 percent of the total respondent

ii
This means that the profile of the respondents with regards to gender is more than
half is male during the time of the study.
The study of Dela Cruz et al. (2014) entitled “Performance of Campus Publication
in Campus Journalism in Laguna State Polytechnic University: An Assessment” there is
sufficient evidence to conclude that there is a difference in terms of job satisfaction
between male and female workers. The male workers seemed to be more satisfied with
their job that the female counter part. 30
Civil Status
Single Married Widowed
75
36
17
frequency
Figure 4. Profile of the respondents with regards to Civil Status

Graph shows that status “Married” got the highest frequency of seventy-five (75)
or 57.69 percent of the total respondent. And thirty-six (36) or 27.69 percent of the
respondent are “Single”. While the status “Widowed” have the lowest frequency of
seventeen (17) or 13.07 percent of the total respondent

ii
This means that the profile of the respondents with regards to civil status is
majority married during the time of the study.
According to Otieno (2016) examine the influence of demographic factors of
women’s participation in political leadership in Rongo Constituency, Migori Country,
Kenyawith 60 women concluded that women’s participation marital status and
educational level influence their participation in political leadership, however, analysis of
data collected for the study was sole descriptive. 31
Educational Attainment
Elementary Graduate Elementary Undergraduate
High School Graduate High School Undergraduate
Diploma/ Vocational Bachelor's Degree
Post Graduates/ Master Degree
61
19 21
16
8
2 3
frequency
Figure 5. Profile of the respondents with regards to Educational Attainment

Graph shows that education “High School Graduate” got the highest frequency
of sixty-one (41) or 46.92 percent of the total respondent. And twenty-one (21) or 16.15
percent of the respondent are Bachelor’s Degree”. While the education “Elementary
Undergraduate” have the lowest frequency of two (6) or 1.54 percent of the total
respondent
This means that the profile of the respondents with regards to educational
attainment is majority did not finish their tertiary level during the time of the study.
ii
The study of Velarde et al. (2014) entitled “Leadership style”: it’s Relation to the
level of Transparency of Five Leading National Secondary School Heads in
CALABARZON and their School Performance” Educational attainment is an academic
achievement attained by individuals through the process of formal schooling in the
primary intermediate, secondary and tertiary level offered in the public and private
education institution in any country around the globe. 32
Seminars Attended
1-5 times 6-10 times 11-15 times 16-20 times
38
34
31
26
frequency
Figure 6. Profile of the respondents with regards to Seminars Attended

Graph shows that seminars “6 to 10 times” got the highest frequency of thirty-
eight (38) or 29.30 percent of the total respondent. And thirty-four (34) or 26.15 percent
of the respondent are “11 to 15 times”. While the seminars “1 to 5 times” have the
lowest frequency of twenty-six (26) or 20.00 percent of the total respondent
This means that the profile of the respondents with regards to seminars attended
has enough attendance in seminar during the time of the study.

ii
Valera (2013) Seminar is generally, a form of academic institution or offered by a
commercial or professional organization. It has the function of bringing together small
groups for recurring meetings, focusing each time on some particular subject, in which
everyone present is requested to actively participate. This is often accomplished through
a Socratic dialogue with a seminar leader or instructor, through a more formal
presentation or research. Normally, participants must not be beginners in the field under
discussion. 33
Trainings Attended
1-5 times 6-10 times 11-15 times 16-20 times
33
31 30
26
frequency
Figure 7. Profile of the respondents with regards to Trainings Attended

Graph shows that trainings “16 to 20 times” got the highest frequency of thirty-
three (33) or 25.38 percent of the total respondent. And thirty-one (31) or 23.85 percent
of the respondent are “6 to 10 times”. While the trainings “1 to 5 times” have the lowest
frequency of twenty-six (26) or 20.00 percent of the total respondent
This means that the profile of the respondents with regards to trainings attended
has enough attendance in trainings during the time of the study.

ii
The study of Carlos et al. (2015) Effective training instruction is a core
competency for every training. Here’s a down to the basic’s title that keeps its focus on
the bottom line skills of the design craft beginning with planning and need analysis to
writing, designing and evaluating course materials to marketing and administration.
This title also shows you how to put together quality, performance based training
that will be delivered.
Statement Mean SD Remarks

I often demand immediate compliance 4.54 0.56 Always
I required team members to do what I tell them 4.44 0.64 Always
I have drive and initiative to achieve results 4.49 0.56 Always
I always employ this when in crisis 4.50 0.57 Always
I employ this on difficult employees 4.49 0.61 Always
Overall Mean = 4.49 34
Standard Deviation = 0.587
Verbal Interpretation = Very High
Table 1. Level of leadership Style of the Sangguniang Barangay Officials in terms
of Commanding/Coercive
Legend:
Scale Range Remarks Verbal Interpretation
5 4.20-5.00 Always Very High
4 3.40-4.19 Often High
3 2.60-3.39 Sometimes Moderately High
2 1.80-2.59 Seldom Low
1 1.00-1.79 Never Very Low
To a very high, the officials often demand immediate compliance with (M = 4.54,
SD = 0.56) and always employ this when in crisis with (M = 4.50, SD = 0.57). Although
also observed to very high, the item with the lowest rating was they required team
members to do what I tell them with (M = 4.44, SD = 0.64).

ii
The overall mean of 4.49, standard deviation of 0.587, indicate the level of
leadership Style of the Sangguniang Barangay Officials in terms of
Commanding/Coercive have a remark of always and verbally interpreted as very high.
The finding shows that the leadership Style of the Sangguniang Barangay
Officials in terms of Commanding/Coercive is very evident.
Bashir and Khalil (2017) cited in their study that coercive leader also known as
commanding as one who follows a top-down decision making style and does not involve
employees in the process. They demand immediate and full compliance from their staff
after giving a directive.

I mobilize people towards a vision 4.52 0.60 Always
The instruction usually comes from me 4.44 0.63 Always
Self-confidence is usually required 4.48 0.60 Always
Change catalyst is required 4.44 0.59 Always
Empathy is required 4.43 0.58 Always
Overall Mean = 4.46 35
of Visionary/Authoritative
Legend:
To a very high, the officials mobilize people towards a vision with (M = 4.52, SD =
0.60) and self-confidence is usually required with (M = 4.48, SD = 0.60). Although also
observed to very high, the item with the lowest rating was the empathy is required with
(M = 4.43, SD = 0.58).
ii
leadership Style of the Sangguniang Barangay Officials in terms of
Visionary/Authoritative have a remark of always and verbally interpreted as very high.
Officials in terms of Visionary/Authoritative is very obvious.
In the study of Mathisen et al. (2012), in Chinese organization, visionary
leadership is positively associated with employee creativity, however, the effect is
contingent on employee’s goal orientations and knowledge-sharing. 36
John De Nobile (2014) cited in his study that Authoritative leaders are skillful in
nurturing relationship whilst building a learning culture that demands excellence.
However, as leadership in schools becomes increasingly complex, the ability of leaders to
develop relationship whilst demanding excellence is difficult.

of Affiliative
I create harmony 4.71 0.49 Always
I build emotional bonds 4.67 0.49 Always
I tell colleagues “people come first” 4.60 0.56 Always
Building relationship make it work 4.57 0.55 Always
Empathy is employed 4.64 0.63 Always
Overall Mean = 4.64
Legend:
ii
To a very high, the officials create harmony with (M = 4.71, SD = 0.49) and build
emotional bonds with (M = 4.67, SD = 0.49). Although also observed to very high, the
item with the lowest rating was the empathy is employed with (M = 4.64, SD = 0.63).
leadership Style of the Sangguniang Barangay Officials in terms of Affiliative have a
remark of always and verbally interpreted as very high.
Officials in terms of Affiliative is very plain. 37
Murray (2013). Leadership is not “one size fits all” things often, a manager must
adapt their style to fit a situation or a specific group and this is why it is useful to gain a
thorough understanding of various leadership styles.
After all, the more approaches the manager is familiar with, the more tools they
will be able to use to lead effectively.

of Democratic
Barangay Officials support their subordinates. 4.61 0.57 Always
Accept opinions and ideas. 4.58 0.57 Always
Providing guidance without pressure. 4.54 0.58 Always
Giving rewards as a motivation. 4.50 0.58 Always
Allowing them to be part of the decision making. 4.55 0.65 Always
Overall Mean = 4.56
Legend:
ii
To a very high, the officials support their subordinates with (M = 4.61, SD = 0.57)
and accept opinions and ideas with (M = 4.58, SD = 0.57). Although also observed to
very high, the item with the lowest rating was they give rewards as a motivation with (M
= 4.50, SD = 0.58).
leadership Style of the Sangguniang Barangay Officials in terms of Democratic have a
remark of always and verbally interpreted as very high. 38
Officials in terms of Democratic is very apparent.
As Ocak (2014) asserts, democratic leadership benefits for individuals and
organizations in several ways, allows for using subordinates’ knowledge and experience
in the decision making process, creates loyalty to the team’s goals, and ensures mutual
communication, thus eliminating potential communication problems. Therefore,
democratic leadership seems to be an effective leadership approach.

of Pacesetting
The instruction is “ Do as I do now” 4.60 0.55 Always
I set highest standards for performance 4.48 0.61 Always
There is a drive to achieve result 4.54 0.54 Always
There is a use of initiative 4.55 0.53 Always
Expect excellence and self-direction 4.58 0.57 Always
Overall Mean = 4.55
Legend:
ii

To a very high, the officials give the instruction is “Do as I do now” with (M =
39
4.60, SD = 0.55) and expect excellence and self-direction with (M = 4.58, SD = 0.57).
Although also observed to very high, the item with the lowest rating was they set highest
39
standards for performance with (M = 4.48, SD = 0.61).
leadership Style of the Sangguniang Barangay Officials in terms of Pacesetting have a
Officials in terms of Pacesetting is well manifested.
As cited by Cowdery (2014) stated simply, teachers who become leaders
experience personal and professional satisfaction, a reduction in isolation, a sense of
instrumentality all of which spill over into their teaching. It is therefore apparent that a
teacher-leader is someone who wants to make a difference, encourages colleagues to be
motivated, and makes a contribution to the improvement of teaching and learning in a
given setting once they are given the opportunity to do so.

of Coaching
I develop people for the future 4.74 0.46 Always
I facilitate learning by suggesting “Try this” 4.71 0.47 Always
The interest is to develop others 4.76 0.45 Always
I employ empathy 4.70 0.51 Always
Performance is expected to improve 4.77 0.45 Always
Overall Mean = 4.74
ii

Legend:
To a very high, the official performance is expected to improve with (M = 4.77, SD

40
= 0.45) and the interest is to develop others with (M = 4.76, SD = 0.45). Although also
observed to very high, the item with the lowest rating was they employ empathy with (M
= 4.70, SD = 0.51).
leadership Style of the Sangguniang Barangay Officials in terms of Coaching have a
Officials in terms of Coaching is well established.
Meyers (2012) argues that coaching leadership style helps employees develop
personally and with a long-term perspective. The leader supports and challenges
colleagues, with the intent of helping them achieve individual development goals.
Table 7. Extent of perspective relative to Commitment

Feel the loyalty in the organization. 4.65 0.49 Always
Encourage to be creative at work. 4.63 0.52 Always
Providing best services for the community. 4.64 0.59 Always
Putting the best effort. 4.70 0.51 Always
Barangay Officials have words of honor 4.69 0.51 Always
Overall Mean = 4.66
ii
Legend:
To a very high, putting the best effort with (M = 4.70, SD = 0.51) and Barangay
41
Officials have words of honor with (M = 4.69, SD = 0.51). Although also observed to
very high, the item with the lowest rating was they encourage to be creative at work with
(M = 4.63, SD = 0.52).
The overall mean of 4.66, standard deviation of 0.524, indicate the extent of
perspective relative to Commitment have a remark of always and verbally interpreted as
very high.
The finding shows that the perspective relative to Commitment is well
demonstrated.
Chung Hs iung Fang et al. (2014) identified that leadership style can affect
organizational commitment and work satisfaction positively and work satisfaction intern
can affect organizational commitment and work performance positively.
Leadership is largely culturally orientated, embracing traditional beliefs, norms
and values and a preoccupation.
Table 8. Extent of perspective relative to Cooperation

Encourages team work. 4.63 0.54 Always
Communication within the Barangay is 4.60 0.56 Always
transparent.
Give timely feedback for each other. 4.59 0.56 Always
All information is shared equally 4.53 0.56 Always
ii
Listen to the ideas of the community 4.63 0.56 Always

Overall Mean = 4.59
Legend:
1 1.00-1.79 Never Very Low 42
To a very high, encourages team work, listen to the ideas of the community with
(M = 4.63, SD = 0.54, 0.56) and communication within the Barangay is transparent with
(M = 4.60, SD = 0.56). Although also observed to very high, the item with the lowest
rating was all information is shared equally with (M = 4.53, SD = 0.46).
perspective relative to Cooperation have a remark of always and verbally interpreted as
very high.
The finding shows that the perspective relative to Cooperation is well displayed.
According to Kumar (2012) Cooperation is an associative and basic process of
social life. Society cannot exist without this. It is the very basis of social existence. It is
one of the continuous social processes. The term ‘Co-operation’ is derived from the two
Latin words ‘Co’ meaning together and ‘Operari’ meaning to work. Literally,
Cooperation means joint work or working together for a common goal.
Table 9. Extent of perspective relative to Interest

Subordinates express their creativity. 4.66 0.53 Always
Activities help to express personal values. 4.68 0.54 Always
Give sense of satisfaction. 4.68 0.53 Always
ii
Rewards and recognition 4.60 0.56 Always

Recognized for good performance. 4.73 0.49 Always
Overall Mean = 4.67
Legend:
3 2.60-3.39 Sometimes Moderately High 43
To a very high, recognized for good performance with (M = 4.73, SD = 0.49) and
activities help to express personal values, give sense of satisfaction with (M = 4.68, SD =
0.54, 0.53). Although also observed to very high, the item with the lowest rating was the
rewards and recognition with (M = 4.60, SD = 0.56).
perspective relative to Interest have a remark of always and verbally interpreted as very
high.
The finding shows that the perspective relative to Interest is well showed.
Ivan Turok and Andreas Scheba (2020) cited that the Philippines developed a
system of neighborhood government that other countries could usefully learn from. The
barangays give ordinary citizens a voice in decision-making and assist in devolving
power from the centre. They also improve the responsiveness of basic public services to
local needs. Above all, the institution recognizes and legitimizes the contribution that
communities can make to a robust civil society. The of participation and engagement
helps to harness the agency and resourcefulness of local residents and means that
communities are better organized to cope with adversity.

ii
Table 10. Significant effect of Profile and Leadership Style to the perspective of
Sangguniang Barangay officials in Municipality of Pila Laguna
Perspective F- p- Analysis
value value
Profile Commitment 1.0224 0.4488 Not Significant
Cooperation 1.0249 0.4433 Not Significant
Interest 1.0007 0.4984 Not Significant
Leadership Style Commitment 1.4222 0.0208 Significant
44
Cooperation 1.5448 0.0060 Significant
Interest 1.6029 0.0032 Significant
Table 10 shows the significant effect of Profile and Leadership Style to the
perspective of Sangguniang Barangay officials in Municipality of Pila Laguna.
The Profile and Leadership Style that has effect to the perspective of Sangguniang
Barangay officials includes Commitment, Cooperation and Interest.
The Profile for Commitment have (F=1.0224), Cooperation have (F=1.0249) and
Interest have (F=1.0007) are not significant at probability level. This means that the
Profile has no direct effect to the perspective of Sangguniang Barangay officials.
The Leadership Style for Commitment have (F=1.4222), Cooperation have
(F=1.5448) and Interest have (F=1.6029) are significant at 0.0208, 0.0060, 0.0032
probability level. This means that the Profile has a direct effect to the perspective of
Sangguniang Barangay officials.
Based on the data, it is shown that there is “a partial significant effect of Profile
and Leadership Style to the perspective of Sangguniang Barangay officials in
Municipality of Pila Laguna” at 0.05 level of significance. It shows that the null
hypothesis stating that “There is no significant effect of Profile and Leadership Style to
the perspective of Sangguniang Barangay officials in Municipality of Pila Laguna” is
partially rejected, it can inferred that there is “partial significant” effect between them.
ii
CHAPTER 5
FINDINGS, CONCLUSION AND RECOMMENDATIONS
This chapter gives a brief summary of findings, conclusion and recommendation
that are relevant to the study.
Findings
1. The respondents were dominantly males with ratio of 87 or 66.92 percent against
their female counterpart with only 43 or 33.08 percent of the total one-hundred
thirty six (136) respondents who selected Sangguniang Barangay officials in
Municipality of Pila, Laguna; with a majority of married marital status which is
revealed by a percentage mark of seventy-five (75) or 57.69 percent dominantly at
the above 41 of age of barangay officials at 31.54 percent; with a majority of self-
imposed professional growth as they finished diploma and high school graduate
which is proudly revealed by a percentage mark of sixty-one (61) or 46.92 percent
dominantly represented by a rank of their number of trainings with thirty three
(33) or 25.38 percent of the total number of respondents who happens to have a
46
prevailing number of seminars with thirty eight (38) or 29.30 percent.
2. The mean level of the work attitude by Sangguniang Barangay Officials in
selected Barangay of Municipality of Pila, Laguna in terms of: The commitment

ii
of respondents is 4.66 “Always”, with Standard Deviation= 0.524 and verbal
interpretation is “Very High”. In general, Sangguniang Barangay officials of
selected barangays in Municipality of Pila, Laguna are agreeing with their
commitment. The mean level of the cooperation by Sangguniang Barangay
officials in selected Barangays of Pila Laguna, in terms of: The cooperation of
respondents is 4.59 “Always”, with Standard Deviation= 0.556 and verbal
interpretation is “Very High”. In general, Sangguniang Barangay officials of
selected barangays in Municipality of Pila Laguna are agreeing with their
cooperation. The mean level of the interest by Sangguniang barangay officials in
selected Barangay of Pila, Laguna in terms of: The interest of respondents is 4.67
“Always”, with Standard Deviation= 0.533 and verbal interpretation is ver high.
In general, Sangguniang Barangay officials of selected Barangays in Municipality

47
of Pila Laguna are agreeing with their interest.
3. The mean level of the leadership style by Sangguniang Barangay officials in
selected Barangays of Pila Laguna in terms of: The commanding/coercive of
respondents is 4.49 “Always”, with Standard Deviation=0.58 and verbal
interpretation is very high. In general, Sangguniang Barangay officials of selected
Barangays in Municipality of Pila, Laguna are agreeing with their
commanding/coercive leadership style. The mean level of the
visionary/authoritative leadership style by Barangay officials in selected Barangay
of Pila, Laguna in terms of: The visionary/authoritative style of respondent is 4.46
“Always”, with Standard Deviation= 0.598 and verbal interpretation is very high.
In general, Sangguniang Barangay officials of selected barangays in Municipality

ii
of Pila, Laguna are agreeing with their visionary/authoritative leadership style.
The mean level of the affiliative leadership style by Barangay officials in selected
Barangay of Pila, Laguna in terms of: The affiliative style of respondent is 4.64
“Always”, with Standard Deviation= 0.547 and verbal interpretation is very high.
In general, Sangguniang Barangay officials of selected barangays in Municipality
of Pila, Laguna are agreeing with their affiliative leadership style. The mean level
of the democratice leadership style by Barangay officials in selected Barangay of
Pila, Laguna in terms of: The democratic style of respondent is 4.56 “Always”,
with Standard Deviation= 0.592 and verbal interpretation is very high. In general,
Sangguniang Barangay officials of selected barangays in Municipality of Pila,
Laguna are agreeing with their democratic leadership style. The mean level of the
pacesetting leadership style by Barangay officials in selected Barangay of Pila,
Laguna in terms of: The pacesetting style of respondent is 4.55 “Always”, with
Standard Deviation= 0.559 and verbal interpretation is very high. In general,
Laguna are agreeing with their pacesetting leadership style. The mean level of the
coaching leadership style by Barangay officials in selected Barangay of Pila,
Laguna in terms of: The coaching style of respondent is 4.74 “Always”, with
Standard Deviation= 0.467 and verbal interpretation is very high. In general,
Laguna are agreeing with their coaching leadership style. Leadership styles of
selected Barangay officials in Pila, Laguna has a significant effect on the other
Barangay in Municipality of Pila, Laguna.

ii
4. Work attitude and Leadership styles of selected Barangay officials in Pila, Laguna
have a significant effect on the other Barangay in Municipality of Pila, Laguna.
Conclusion
48
The following conclusion was based on the conclusion gathered:
1. That the political participation of women officials in Municipality of Pila, Laguna
is relatively low as political structures are still mostly dominated by men.
2. In terms of commitment and interest leaders willingness to exert considerable
effort on behalf of the organization are well demonstrated and have a strong desire
to maintain a conductive working environment with his/her fellow subordinates.
3. That the leader’s level of education produced a significant main effect on
follower’s perception and also good leader must have a good educational
background because it is necessary to good leadership or good governance.
4. That barangay officials work together including a leader to build a common
culture. This may include the development of a give culture and to understand the
strengths of an organizations, clarify goals, identify barriers and make sure the use
of the toolbox to achieve the goals.
5. Transitional Leadership styles of selected Sangguniang barangay officials in
Municipality of Pila Laguna, has a significant effect on the other Barangay in
Pila, Laguna.
Recommendation
In the view of findings and the conclusion, the following recommendation were
discussed:
ii
1. Future studies can also explore women’s political participation not only in terms
of representation but also other forms of participation in the political process such
49
as women for official candidates or leaders.
2. That barangay official must always be ready to lead the way. The scope of the
power of the Barangay Official is all encompassing in his/her community, and it
must be handled with utmost care and guidance.
3. Barangay official must prove themselves worthy of the trust given to them by
their constituents by performing their mandates with commitment and exemplary
performance.
4. That barangay official is not based on their educational achievement but skills,
ability, attitude to work, sincerity as well as dedication must require in every field.
Education is yet another factor which can influence organizational commitment in
a way that people with lower educational level and qualification are more
committed to their organizations or community.
5. This study is another reference for future researcher who would like to study and
improve research regarding the different Leadership Style of Barangay Officials.

ii
50
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54
APPENDIX A
Request Letter
ii
55
APPENDIX B
QUESTIONNAIRE
Republic of the Philippines
Santa Cruz, Main Campus
College of Business Management and Accountancy
“TRANSITIONAL LEADERSHIP OF SELECTED SANGGUNIANG BARANGAY OFFICIALS IN

MUNICIPALITY OF PILA, LAGUNA”
QUESTIONNAIRE
NAME: ______________________________ (optional) AGE: ______
BARANGAY: ______________________________ GENDER: ________
PART I: Profile of the Respondents
Direction: Put a check (√) in each category which corresponds to your answer.
Age:
 25 and below
 26-35
 36-45
 46-55
 56-65
 66 and above
ii
Gender:
 Male
 Female
56
Civil Status:
 Single
 Married
 Widowed
Educational Attainment:
 Elementary Graduate
 Elementary Undergraduate
 High School Graduate
 High School Undergraduate
 Diploma
 Bachelor’s Degree
 Post graduates/Master Degree
Number of Seminars Attended:
 1-5
 6-10
 11-15
 16-20
Number of Trainings Attended:
 1-5
 6-10
 11-15
 16-20
PART II
LEGEND:
Rating Scale Interpretation
5 Always
4 Often
ii
3 Sometimes
2 Seldom
1 Never
57
Work Attitude
Commitment 5 4 3 2 1
1. Feel the loyalty in the organization.
2. Encourage to be creative at work.
3. Providing best services for the community.
4. Putting the best effort.
5. Barangay Officials have words of honor
Cooperation 5 4 3 2 1
1. Encourages team work.
2. Communication within the Barangay is transparent.
3. Give timely feedback for each other.
4. All information is shared equally
5. Listen to the ideas of the community
Interest 5 4 3 2 1
1. Subordinates express their creativity.
2. Activities help to express personal values.
3. Give sense of satisfaction.
4. Rewards and recognition
5. Recognized for good performance.
58
Leadership Styles of Barangay Officials
Commanding/Coercive 5 4 3 2 1
1. I often demand immediate compliance
2. I required team members to do what I tell them
3. I have drive and initiative to achieve results
4. I always employ this when in crisis
5. I employ this on difficult employees
ii
Visionary/Authoritative 5 4 3 2 1
1. I mobilize people towards a vision
2. The instruction usually comes from me
3. Self-confidence is usually required
4. Change catalyst is required
5. Empathy is required
Affiliative 5 4 3 2 1 59
1. I create harmony
2. I build emotional bonds
3. I tell colleagues “people come first”
4. Building relationship make it work
5. Empathy is employed
Democratic 5 4 3 2 1
1. Barangay Officials support their subordinates.
2. Accept opinions and ideas.
3. Providing guidance without pressure.
4. Giving rewards as a motivation.
5. Allowing them to be part of the decision making.
Pacesetting 5 4 3 2 1
1. The instruction is “ Do as I do now”
2. I set highest standards for performance
3. There is a drive to achieve result
4. There is a use of initiative
5. Expect excellence and self-direction
Coaching 5 4 3 2 1
1. I develop people for the future
2. I facilitate learning by suggesting “Try this”
3. The interest is to develop others
4. I employ empathy
5. Performance is expected to improve
Ana Marie Lumalang

Researcher Mr. Leomarc A. Lava, MBA
60
Mrs. Marissa L. Dimarucot, MBA Mrs. Rozalle H. Palacol
Adviser RIUH
APPENDIX C
ii
SURVEY DOCUMENTATION PICTURES
Barangay Pinagbayanan Pila, Laguna

December 14, 2020
Barangay Labuin Pila, Laguna

December 14, 2020
61
Barangay Linga Pila, Laguna

December 15, 2020
ii
Barangay Pook Pila, Laguna

December 15, 2020
62
ii
Barangay San Antonio Pila, Laguna

December 21, 2020
63
Barangay Bulilan Sur Pila, Laguna

ii
December 21, 2020

64
ii
Barangay Sta Clara Norte Pila, Laguna

December 21, 2020
65
ii
Barangay Pansol Pila, Laguna

December 21, 2020
77
66
ii
APPENDIX D
EXECUTIVE SUMMARY
Transitional Leadership of Selected Barangay Officials in Municipality of Pila Laguna
STATEMENT HYPHOTHESIS FINDINGS CONCLUSION RECOMMENDATION

OF THE
PROBLEM
The purposed There is a 1.Dominantl 1. That the 1. Future studies can also
of this study partial y males political explore women’s
is to significant with ratio of participatio political participation
determine effect in the 87 or 66.92 n of women not only in terms of
how assessment percent officials in representation but also
Transitional made by the against their Municipalit other forms of
Leadership of different y of Pila, participation in the
Selected female
respondents Laguna is political process such
Sangguniang regarding the counterpart
relatively as women for official
Barangay with only 43
Transitional low as candidates or leaders.
influence to Leadership of or 33.08 political 2. That barangay official
barangay. Selected percent of structures must always be ready
Sangguniang the total are still to lead the way. The
Specifically Barangay one- mostly scope of the power of
seek answer Officials in hundred dominated the Barangay Official
the following
Municipality thirty six by men. is all encompassing in
question:
of Pila, (136) 2. In terms of his/her community,
Laguna respondents commitmen and it must be handled
1. What is
who t and with utmost care and
the
selected interest guidance.
demograp
hic profile Sanggunian leaders 3. Barangay official must
of the g Barangay willingness prove themselves
responde officials in to exert worthy of the trust
nts in Municipality considerabl given to them by their
terms of: e effort on constituents by
of Pila,
1.1 Age behalf of performing their
Laguna,
1.2 Gend the mandates with
2.with a organizatio commitment and 67
er majority of
1.3 Civil n are well exemplary
married demonstrat performance.
Statu
s
marital ed and have 4. That barangay official
1.4 Educ status a strong is not based on their
ation which is desire to educational
al revealed by maintain a achievement but skills,
attai a conductive ability, attitude to
nme percentage working work, sincerity as well
nt mark of environmen as dedication must
ii
1.5 Semi seventy-five t with require in every field.

nars/ (75) or his/her Education is yet
Traini 57.69 fellow another factor which
ngs percent subordinate can influence
atten
3.dominantl s. organizational
ded
y at the 3. That the commitment in a way
2. What is leader’s that people with lower
the level above 41 of
level of educational level and
of the age of
education qualification are more
Leadershi barangay
produced a committed to their
p Style of officials at significant organizations or
the 31.54 main effect community.
Sanggunia percent; on 5. This study is another
ng with a follower’s reference for future
Barangay majority of perception researcher who would
Officials? self- and also like to study and69 71
70
72
imposed good leader improve research
2.1 Com
professional must have a regarding the different
man
growth as good Leadership Style of
ding/
they educational Barangay Officials.
Coer
finished background
cive
2.2 Visio 4.diploma because it
nary/ and high is
Auth school necessary
orita to good
graduate
tive leadership
which is
2.3 Affili or good 68
proudly governance
ative revealed by
2.4 Dem .
a 4. Transitiona
ocra
tic
percentage l
2.5 Paces mark of Leadership
ettin sixty-one styles of
g (61) or selected
2.6 Coac 46.92 Sanggunian
hing percent g barangay
dominantly officials in
3. What is represented Municipalit
the extent by a rank of y of Pila
of their Laguna,
perspectiv
number of has a
e of significant
trainings
selected effect on
with thirty
Sanggunia the other
three (33)
ng Barangay
barangay or 25.38 in Pila,
officials in percent of
ii
terms of: the total Laguna.

3.1 Com number of
mitm respondents
ent who
3.2 Coop
happens to
erati
have a
on
3.3 Inter prevailing
est number of
Do the seminars
respondent’ with thirty
s profile and eight (38) or
Leadership 29.30 % The
Style singly commitmen
or in t of
combination respondents
significantly is 4.66
affect the “Always”,
perspective with
of Standard
Sangguniang Deviation=
Barangay 0.524 and
officials in verbal
Municipality interpretati
of Pila on is “Very
Laguna? High”. The
cooperation
of
respondents
is 4.59
“Always”,
with
Standard
Deviation=
0.556 and
verbal
interpretati
on is “Very
High”. The
mean level
of the
interest by
Sanggunian
g barangay
officials in
ii
selected
Barangay of
Pila, Laguna
in terms of:
The interest
of
respondents
is 4.67
“Always”,
with
Standard
Deviation=
0.533 and
verbal
interpretati
on is ver
high. The
mean level
of the
leadership
style by
Sanggunian
g Barangay
officials in
selected
Barangays
of Pila
Laguna in
terms of:
The
commandin
g/coercive
of
respondents
is 4.49
“Always”,
with
Standard
Deviation=0
.58 and
verbal
interpretati
on is very
high. The
ii
mean level
of the
visionary/au
thoritative
leadership
style by
Barangay
officials in
selected
Barangay of
Pila, Laguna
in terms of:
The
visionary/au
thoritative
style of
respondent
is 4.46
“Always”,
with
Standard
Deviation=
0.598 and
verbal
interpretati
on is very
high. The
mean level
of the
affiliative
leadership
style by
Barangay
officials in
selected
Barangay of
Pila, Laguna
in terms of:
The
affiliative
style of
respondent
is 4.64
“Always”,
ii
with
Standard
Deviation=
0.547 and
verbal
interpretati
on is very
high. The
mean level
of the
democratice
leadership
style by
Barangay
officials in
selected
Barangay of
Pila, Laguna
in terms of:
The
democratic
style of
respondent
is 4.56
“Always”,
with
Standard
Deviation=
0.592 and
verbal
interpretati
on is very
high. The
mean level
of the
pacesetting
leadership
style by
Barangay
officials in
selected
Barangay of
Pila, Laguna
in terms of:
ii
The
pacesetting
style of
respondent
is 4.55
“Always”,
with
Standard
Deviation=
0.559 and
verbal
interpretati
on is very
high. The
mean level
of the
coaching
leadership
style by
Barangay
officials in
selected
Barangay of
Pila, Laguna
in terms of:
The
coaching
style of
respondent
is 4.74
“Always”,
with
Standard
Deviation=
0.467 and
verbal
interpretati
on is very
high.
Leadership
styles of
selected
Barangay
officials in
73
ii
Pila, Laguna
has a
significant
effect on
the other
Barangay in
Municipality
of Pila,
Laguna.
74
ANA MARIE LUMALANG

Personal Information
OBJECTIVES:
-Seeking for an organization that will
utilize and enhance my skills during Age : 21 years old
my on-the-job training. Birthday : June 7, 1999
Gender : Female
-To assure a career opportunity Citizenship : Filipino
Civil Status : Single
Brgy. Pinagbayanan Pila,where can Improve, comprehend my
potential in chosen field and employ Religion : Catholic
Laguna
0997-8445-452 my skills. Height : 5’3
anamarielmlmlng@gmail.com Weight : 65kg
Mother : Carina Lumalang
Educational
Tertiary:Associate Attainment
in Office Administration Seminars
 BEAT THE and Trainings
CLOCK: Attended
Time Management and
Laguna State Polytechnic University Forward Thinking.
Santa Cruz, Campus LSPU Main Campus Santa Cruz, Laguna
School Year 2017-2018 February 26, 2020
 8th Annual Conference; For Entrepreneurs,
Secondary:
Educators and Students “Entrepreneur’s Mind-
Pedro Guevara Memorial National High School
set: Motivate to Innovate IV”
School Year 2014-2015
activajeralen@yahoo.com
ii
On-the-Job Training
Land Transportation Office Skills and Abilities
National High Way Sta Clara Sur Pila,
Laguna -Good communication skills
Year 2017-2018 -Proficient in MS Office
-Hardworking
Character References
Engr. John Dave M. Cura “I hereby certify that the information
Electrical Engineer
above is true and correct to the best of my
Contact #: 0935-3043-718
knowledge and skills”.
Merdeka L. Esmalde
Contact #: 0932-472-9832 ______________________
Baldwin M. Mesina
Contact #: 0906-269-5303 ANA MARIE LUMALANG

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ii

TRANSITIONAL LEADERSHIP OF SELECTED SANGGUNIANG BARANGAY

ANA MARIE LUMALANG

Republic of the Philippines

GOALS OF THE COLLEGE OF BUSINESS MANAGEMENT AND

MARISSA L. DIMARUCOT, MBA

Approved by the Committee on Oral Examination with a grade of _________.

BENJAMIN O. ARJONA, Ed.D LEOMARC A. LAVA, M.B.A

CAEZAR D. PAMIN, Ph.D. RHONEIL B. VIBORA, M.A

ROZALLE H.PALACOL, MBA

MARY JANE D. FUENTEZ, DPA

RINA J. ARCIGAL, Ed.D

RESEARCH CONTRIBUTION NO.

dedicate this piece of work.

hope for completing this project

to accomplish this study;

motivating me and pushing me to do my best

never-ending encouragement that pursue her to finish her work.

To all my instructors and mentors in the College of Business Management and

who in one way or another contributed in making this study a reality.

strength to complete her study;

University President, DR. MARIO R. BRIONES, for being a responsible and

loving father of Laguna State Polytechnic University.

Dean of the College of Business Management and Accountancy, MARY JANE

Thesis Adviser/ Research Coordinator, MARISSA L. DIMARUCOT, M.B.A

knowledge to make this research possible.

Technical expert, RHONIEL B. VIBORA, M.A., for correcting the technical

aspect of the study;

Statistician, BENJAMIN O. ARJONA, Ed.D, for the statistical computations

and analysis of the study;

Subject Specialist, LEOMARC A. LAVA, M.B.A for sharing his ideas.

Respondents; the Sangguniang Barangay Officials in Municipality of Pila

Laguna for patiently answering the questionnaires.

The study entitled ‘’Transitional Leadership of Selected Barangay Officials in

Seminars attended. What is the level of Leadership Style in terms of:

Commanding/Coercive, Visionary/Authoritative, Affiliative, Democratic, Pacesetting and

Leadership is an act or process of governing with authoritative direction or

significant in today’s administration. The strategies to realize it are eminently significant

can make meaningful strides towards achieving community goal.

TABLE OF CONTENTS…………………………………………………………….. viii

LIST OF APPENDICES……………………………………………………………... xii

Background of the Study………………………………………………………. 1

Statement of the Problem…………………………………...…………………. 6

Significance of the Study………………………………………….………….. 7

Scope and Limitations……………..………………………………………….. 8

Operational Definition of Terms……………………………………………….8

CHAPTER 2: REVIEW OF RELATED LITERATURE AND STUDIES

1 Level of leadership Style of the Sangguniang Barangay Officials in terms of

2 Level of leadership Style of the Sangguniang Barangay Officials in terms of

3 Level of leadership Style of the Sangguniang Barangay Officials in terms of

4 Level of leadership Style of the Sangguniang Barangay Officials in terms of

5 Level of leadership Style of the Sangguniang Barangay Officials in terms of

6 Level of leadership Style of the Sangguniang Barangay Officials in terms of

7 Extent of perspective relative to Commitment ………………………………. 40

8 Extent of perspective relative to Cooperation ……….………………………. 41

9 Extent of perspective relative to Interest......................................................... . 42

10 Significant effect of Profile and Leadership Style to the perspective of

2 Profile of the respondents with regards to Age…..…….……………….. 28

3 Profile of the respondents with regards to Gender……………………… 29