The perceptions of leadership using John Maxwell's 360 degree leadership approach in a Philippine setting

• Main Authors: Concepcion, Joel, Gojunco, Trina Donabelle, Rosalinas, Yiuki Mae
• Format: text
• Language: English
• Published: Animo Repository 2008
• Subjects: Leadership; Industrial management; Organizational behavior
• Online Access: https://animorepository.dlsu.edu.ph/etd_bachelors/17495
• Institution: De La Salle University

The proponents investigated the presence of 360 degree leadership, a relatively new leadership concept developed by John Maxwell in 2005, among Land Bank branch managers. This paper attempts to determine the relationship of leadership style and organizational climate in Land Bank branches within Metro Manila. This study utilizes both descriptive and evaluative research designs. The independent variables identified in this study were leadership style and organizational climate, respectively. The intervening variables, namely the leader's age, gender, years of service in Land Bank, years of service as a manager, and educational attainment, were also investigated against organizational climate. To determine leadership style, Maximum Impact's self-assessment form was administered to all branch managers in Metro Manila. To determine the organizational climate of the branches of respective branch managers, the modified version of Likert's Profile of Organizational Characteristics was administered to all subordinates of the individual branch managers. Exploratory investigation on the study's variables through the use of stepwise regression in the STAR software revealed that it was years of service and not leadership style that had a significant relationship with organizational climate. Given that responses in the instruments used were in ordered terms (Likert scale), the proponents then applied ordered logistic regression or the logit model as it is the method best fit for analysis. EVIEWS and GRETL programs were utilized for means of comparison. Results showed that leadership style has a significant relationships to organizational climate, and the study's individual intervening variables did not. This made the proponents reject the study's null hypothesis, that leadership style of branch managers has no significant relationship with organizational climate of branches. Recommendations were given to the subject company regarding the data gathered and analyzed.