headship or leadership_handout - 3

HEADSHIP HEADSHIP

andand

LEADERSHIPLEADERSHIP

A Southeast Asian PerspectiveA Southeast Asian Perspective

LEADERSHIP IN PUBLIC SERVICELEADERSHIP IN PUBLIC SERVICE

September 2006September 2006

A Model of Headship/Leadership from a

Southeast Asian Perspective

Requirements for Order

and Compliance

Requirements for Order Requirements for Order

and Complianceand ComplianceRequirements for

Harmony

Requirements for Requirements for

HarmonyHarmony

Leadership Style

PATERNALISM

Leadership StyleLeadership Style

PATERNALISMPATERNALISM

Leadership Strategies

and Tactics

Leadership Strategies Leadership Strategies

and Tacticsand Tactics

REQUIREMENTS IN SOUTHEAST

ASIAN LEADERSHIP

NEED FOR ORDER AND NEED FOR ORDER AND

COMPLIANCECOMPLIANCE

Need for some form of Need for some form of

established order that established order that

structures the structures the

relationship between relationship between

the leader/head and the leader/head and

othersothers

NEED FOR HARMONYNEED FOR HARMONY

Need to agree or to Need to agree or to

comply. A dominant comply. A dominant

and pervasive value, and pervasive value,

even when there is even when there is

inequality in inequality in

relationshipsrelationships

(Warning! May vary cross(Warning! May vary cross--culturally)culturally)

ORDER and ORDER and

COMPLIANCECOMPLIANCE

� Acceptance of authority

� Hierarchical structuring

� Patriarchy & patrimonialism

� Filial piety

� Role conformance

� Deference & dependence

�� Acceptance of authorityAcceptance of authority

�� Hierarchical structuringHierarchical structuring

�� Patriarchy & Patriarchy & patrimonialismpatrimonialism

�� Filial pietyFilial piety

�� Role conformanceRole conformance

�� Deference & dependenceDeference & dependence

Requirements for Order & Requirements for Order &

ComplianceCompliance

�� Acceptance of authorityAcceptance of authority

�� Unequal distribution of power is natural and properUnequal distribution of power is natural and proper

�� Tendency to accept and not to challenge authorityTendency to accept and not to challenge authority

�� Hierarchical structuringHierarchical structuring

�� Requires people to stick to their position and role in a Requires people to stick to their position and role in a

clear set of hierarchical relationshipsclear set of hierarchical relationships

�� Patriarchy & Patriarchy & patrimonialismpatrimonialism

�� Power is concentrated in the patriarch, the family Power is concentrated in the patriarch, the family

head, as the protector of the family and its interestshead, as the protector of the family and its interests

�� Patriarch expects, and receives, respect and Patriarch expects, and receives, respect and

obedience from the rest of the familyobedience from the rest of the family

Requirements for Order & Requirements for Order &


�� Filial pietyFilial piety

�� Children are taught to be conforming, dependent, and Children are taught to be conforming, dependent, and

deferentialdeferential

�� Part of a natural and necessary orientation for the Part of a natural and necessary orientation for the

maintenance of the social systemmaintenance of the social system

�� Role conformanceRole conformance

�� InIn--built legitimacy for the superiorbuilt legitimacy for the superior--subordinate subordinate

relationship in organizationsrelationship in organizations

�� Deference and dependenceDeference and dependence

�� High esteem (even to the point of awe) to higher High esteem (even to the point of awe) to higher

authorities and reliance on them (e.g., decisionauthorities and reliance on them (e.g., decision--

making)making)

�� Reciprocity & mutual obligationReciprocity & mutual obligation

�� Human heartedness, Human heartedness,

considerateness, compassionconsiderateness, compassion

�� Proper & virtuous behaviorProper & virtuous behavior

�� Moral behavior/exampleMoral behavior/example

�� CollectivismCollectivism

�� Sensitivity to othersSensitivity to others

�� Face & shameFace & shame

HARMONYHARMONY

Requirements for HarmonyRequirements for Harmony

�� Reciprocity and mutual obligationReciprocity and mutual obligation�� Leader/head expects loyalty & obedience, but Leader/head expects loyalty & obedience, but is also expected to take care and nurture the is also expected to take care and nurture the subordinatesubordinate

�� Human heartedness, considerateness, Human heartedness, considerateness, compassioncompassion�� PakikipagkapwaPakikipagkapwa--taotao, , pagkataopagkatao

�� Proper and virtuous behaviorProper and virtuous behavior�� Ability of a leader to get on with othersAbility of a leader to get on with others

�� PakikisamaPakikisama

Requirements for HarmonyRequirements for Harmony

�� Moral behavior/exampleMoral behavior/example

�� Leader is expected to behave properly as an example Leader is expected to behave properly as an example

to subordinatesto subordinates

�� CollectivismCollectivism

�� RelationshipRelationship--centeredcentered

�� Sensitivity to othersSensitivity to others

�� AmorAmor propiopropio (sensitivity to personal affront)(sensitivity to personal affront)

�� Face and shameFace and shame

�� HiyaHiya




Order and Order and



HarmonyHarmony

Leadership Leadership

StyleStyle


Leadership Leadership

Strategies and Strategies and

TacticsTactics

SOUTHEAST ASIAN SOUTHEAST ASIAN

LEADERSHIP STYLELEADERSHIP STYLE

�� Dependence orientation of Dependence orientation of subordinatessubordinates

�� PersonalismPersonalism

�� Moral leadershipMoral leadership

�� Harmony buildingHarmony building

�� Conflict diffusion Conflict diffusion

�� Aloofness and social distanceAloofness and social distance

�� Didactic leadershipDidactic leadership

�� Dialogue idealDialogue ideal


A style that combines A style that combines

discipline and discipline and

authority with authority with

fatherly concern and fatherly concern and

benevolencebenevolence

Paternalism: Leadership StylePaternalism: Leadership Style�� Dependence orientation of subordinates Dependence orientation of subordinates

�� Subordinates rely on patronSubordinates rely on patron--leader for decisions, direction, etc.leader for decisions, direction, etc.

�� PersonalismPersonalism

�� The quality of personal relationship is based on familiarity andThe quality of personal relationship is based on familiarity and

links to people the leaders knowlinks to people the leaders know

�� Loyalties in an organization are not to the organization, systemLoyalties in an organization are not to the organization, system, ,

or performance, but to the personor performance, but to the person

�� Moral leadershipMoral leadership

�� Leader possesses values and acts with humanity, integrity, Leader possesses values and acts with humanity, integrity,

compassion, humilitycompassion, humility——a model to his subordinatesa model to his subordinates

�� Harmony buildingHarmony building

�� A crucial task of the leader is to build & maintain positive andA crucial task of the leader is to build & maintain positive and

smooth interpersonal relations among his constituents.smooth interpersonal relations among his constituents.

Paternalism: Leadership StylePaternalism: Leadership Style

�� Conflict diffusionConflict diffusion�� Conflict is seen as a threat to harmony, so leader Conflict is seen as a threat to harmony, so leader needs to diffuse/resolve conflict situationsneeds to diffuse/resolve conflict situations

�� Aloofness and social distanceAloofness and social distance�� Formal space between patronFormal space between patron--leader and leader and constituents; no regular and everyday interaction.constituents; no regular and everyday interaction.

�� Didactic leadershipDidactic leadership�� Leader possesses and strategically uses knowledge, Leader possesses and strategically uses knowledge, information, and expertise as a resourceinformation, and expertise as a resource

�� Dialogue idealDialogue ideal�� Leader’s sensitivity to subordinates’ sentiments; and Leader’s sensitivity to subordinates’ sentiments; and subordinates’ sensitivity to leader’s expectationsubordinates’ sensitivity to leader’s expectation




Order and Order and



HarmonyHarmony

Leadership StyleLeadership Style


Leadership Strategies Leadership Strategies

and Tacticsand Tactics

Southeast Asian Leadership Southeast Asian Leadership

Strategies & TacticsStrategies & Tactics

�� CentralizationCentralization

�� SecrecySecrecy

�� Protection of Protection of

dominancedominance

�� NonNon--emotional ties emotional ties

and social distanceand social distance

�� Reputation buildingReputation building

�� NonNon--specific intentionsspecific intentions

�� Avoidance of formalityAvoidance of formality

�� Patronage and nepotismPatronage and nepotism

�� Cliques and political Cliques and political

manipulationmanipulation



�� CentralizationCentralization�� Will not allow much involvement of subordinates in Will not allow much involvement of subordinates in the decisionthe decision--making processmaking process

�� Patriarchal right to decide what is best for the Patriarchal right to decide what is best for the organization/unitorganization/unit

�� SecrecySecrecy�� Didactic leadership: nonDidactic leadership: non--sharing of informationsharing of information

�� Protection of dominanceProtection of dominance�� Will seek to protect his position through a variety of Will seek to protect his position through a variety of tactics, e.g., secrecy, duties and responsibilities not tactics, e.g., secrecy, duties and responsibilities not spelled out clearly and can be changed easily, not spelled out clearly and can be changed easily, not open to alternative or challenging viewsopen to alternative or challenging views



�� NonNon--emotional ties and social distanceemotional ties and social distance�� Prevents development of emotional bondingPrevents development of emotional bonding

�� Shields and protects leader’s dignity, mystery and Shields and protects leader’s dignity, mystery and authorityauthority

�� Reputation buildingReputation building�� Building up good relationships and promoting one’s Building up good relationships and promoting one’s reputation; being seen making good decisionsreputation; being seen making good decisions

�� NonNon--specific intentionsspecific intentions�� Not explicit in revealing to subordinates what he Not explicit in revealing to subordinates what he expects or the lines of action he intends to pursueexpects or the lines of action he intends to pursue

�� Flexible, does not rely on formal, objective, technical Flexible, does not rely on formal, objective, technical approachesapproaches



�� Avoidance of formalityAvoidance of formality�� TayoTayo--tayotayo, , pakikisamapakikisama

�� Patronage and nepotismPatronage and nepotism�� Leader uses power and resources to dispense favors; Leader uses power and resources to dispense favors; subordinate becomes indebted (subordinate becomes indebted (utangutang--nana--loobloob))

�� Placing family members/kin in key positionsPlacing family members/kin in key positions

�� Cliques and political manipulationCliques and political manipulation�� Use of divideUse of divide--andand--rule strategiesrule strategies

�� Use of groupings with the manipulative Use of groupings with the manipulative encouragement of leaderencouragement of leader

�� SipSip--sip attitude of subordinates towards the leadersip attitude of subordinates towards the leader

How About the How About the

PinoyPinoy Leader?Leader?

PinoyPinoy Leadership StyleLeadership Style

KapwaKapwa and the Filipino Leaderand the Filipino Leader

�� Core cultural value is KAPWA… Core cultural value is KAPWA…

�� fundamental unity between ‘self’ and ‘others’; a fundamental unity between ‘self’ and ‘others’; a

shared identityshared identity

�� leads to strong relationship orientationleads to strong relationship orientation

�� pressure to keep smooth and harmonious relationspressure to keep smooth and harmonious relations

�� Implies that to treat another badly is to treat oneself Implies that to treat another badly is to treat oneself

badlybadly

�� PagkataoPagkatao –– personal dignity should be respected personal dignity should be respected

whatever the relationshipwhatever the relationship

Other Values and the Filipino Other Values and the Filipino

LeaderLeader

•• Reinforce the relationshipReinforce the relationship--

centerednesscenteredness

•• Compel leaders to be Compel leaders to be

sensitive to their subordinatessensitive to their subordinates

Three main things to Three main things to

be avoided in be avoided in

interpersonal relationsinterpersonal relations

•• WalangWalang pakikisamapakikisama

•• WalangWalang hiyahiya

•• WalangWalang utangutang nana loobloob

••HiyaHiya

•• PakikisamaPakikisama

•• AmorAmor propiopropio

•• UtangUtang nana loobloob

A Filipino Leader/Manager must A Filipino Leader/Manager must

observe three imperatives…observe three imperatives…

�� PakikipagkapwaPakikipagkapwa--taotao (relational)(relational)

�� DamdaminDamdamin (emotional)(emotional)

�� KarangalanKarangalan (moral)(moral)

headship or leadership_handout - 3

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