Extent of Preference, Knowledge and Manifestation of College Deans’ Leadership Styles

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Lanie M. Pacadaljen, Ph.D


Leaders play a vital role in the organization. It is in this reason that leaders’ functions are seen as essential if not significant. In fact, leadership is defined as an art and the process of influencing and supporting others to work enthusiastically toward achieving objectives (Aquino, 2005).  Taking into account the challenging role of leaders, this study assessed the leadership styles of college deans among State Universities and Colleges (SUCs) in Region VIII, Philippines. It utilized descriptive quantitative design to determine the extent of preference, knowledge and manifestation of deans along participative, supportive, directive, and achievement-oriented styles.  Results revealed that supportive style is very much preferred, very much manifested and perceived that deans are very much knowledgeable. It is in this context that supportive leadership style involves building trust, inspiration, and helping colleagues overcome the challenges they encounter.  Further, it encourages teamwork, show commitment towards work and pay attention to members’ relationship that eventually motivate them to work cohesively as a team thereby achieving the institutional vision, mission, goals and objectives.  However, along participative, directive and achievement-oriented styles, the three groups of respondents perceived them as much preferred, much manifested and much knowledgeable. Thus, college deans must be provided with ample information along leadership styles by sending them to leadership trainings and seminars. In addition, the  Human Resource Management Officer may formulate a training program and conduct trainings by inviting resource persons who would talk on how to improve leadership skills and employee satisfaction, how to become an effective leader, how to get motivated in the organization, guides on how to deliver best results, and the like.

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