HEADSHIP and LEADERSHIP

A Southeast Asian Perspective

LEADERSHIP IN PUBLIC SERVICE September 2006

A Model of Headship/Leadership from a Southeast Asian Perspective

Requirements Requirementsfor forOrder Order and andCompliance Compliance Leadership LeadershipStyle Style PATERNALISM PATERNALISM

Requirements Requirementsfor for Harmony Harmony

Leadership LeadershipStrategies Strategies and andTactics Tactics

REQUIREMENTS IN SOUTHEAST ASIAN LEADERSHIP

(Warning! May vary cross-culturally) NEED FOR ORDER AND COMPLIANCE Need for some form of established order that structures the relationship between the leader/head and others NEED FOR HARMONY Need to agree or to comply. A dominant and pervasive value, even when there is inequality in relationships

ORDER and COMPLIANCE

Acceptance Acceptance of of authority authority Hierarchical Hierarchical structuring structuring Patriarchy Patriarchy & & patrimonialism patrimonialism Filial Filial piety piety Role Role conformance conformance Deference Deference & & dependence dependence

Requirements for Order & Compliance

Acceptance of authority
Unequal distribution of power is natural and proper Tendency to accept and not to challenge authority

Hierarchical structuring
Requires people to stick to their position and role in a clear set of hierarchical relationships

Patriarchy & patrimonialism

Power is concentrated in the patriarch, the family head, as the protector of the family and its interests Patriarch expects, and receives, respect and obedience from the rest of the family

Requirements for Order & Compliance

Filial piety
Children are taught to be conforming, dependent, and deferential Part of a natural and necessary orientation for the maintenance of the social system

Role conformance
In-built legitimacy for the superior-subordinate relationship in organizations

Deference and dependence

High esteem (even to the point of awe) to higher authorities and reliance on them (e.g., decisionmaking)

HARMONY
Reciprocity & mutual obligation Human heartedness, considerateness, compassion Proper & virtuous behavior Moral behavior/example Collectivism Sensitivity to others Face & shame

Requirements for Harmony

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

Human heartedness, considerateness, compassion

Pakikipagkapwa-tao, pagkatao

Proper and virtuous behavior

Ability of a leader to get on with others Pakikisama

Requirements for Harmony

Moral behavior/example
Leader is expected to behave properly as an example to subordinates

Collectivism
Relationship-centered

Sensitivity to others
Amor propio (sensitivity to personal affront)

Face and shame

Hiya

A Model of Headship/Leadership from a Southeast Asian Perspective

Requirements for Order and Compliance Leadership Style PATERNALISM

Requirements for Harmony

Leadership Strategies and Tactics

SOUTHEAST ASIAN LEADERSHIP STYLE

Dependence orientation of subordinates

PATERNALISM
A style that combines discipline and authority with fatherly concern and benevolence

Personalism Moral leadership Harmony building Conflict diffusion Aloofness and social distance Didactic leadership Dialogue ideal

Paternalism: Leadership Style

Dependence orientation of subordinates
Subordinates rely on patron-leader for decisions, direction, etc.

Personalism
The quality of personal relationship is based on familiarity and links to people the leaders know Loyalties in an organization are not to the organization, system, or performance, but to the person

Moral leadership
Leader possesses values and acts with humanity, integrity, compassion, humilitya model to his subordinates

Harmony building
A crucial task of the leader is to build & maintain positive and smooth interpersonal relations among his constituents.

Paternalism: Leadership Style

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

Aloofness and social distance

Formal space between patron-leader and constituents; no regular and everyday interaction.

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

Dialogue ideal
Leaders sensitivity to subordinates sentiments; and subordinates sensitivity to leaders expectation

A Model of Headship/Leadership from a Southeast Asian Perspective

Requirements for Order and Compliance Leadership Style PATERNALISM

Requirements for Harmony

Leadership Strategies and Tactics

Southeast Asian Leadership Strategies & Tactics

Centralization Secrecy Protection of dominance Non-emotional ties and social distance Reputation building Non-specific intentions Avoidance of formality Patronage and nepotism Cliques and political manipulation

Southeast Asian Leadership Strategies & Tactics

Centralization
Will not allow much involvement of subordinates in the decision-making process Patriarchal right to decide what is best for the organization/unit

Secrecy
Didactic leadership: non-sharing of information

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

Southeast Asian Leadership Strategies & Tactics

Non-emotional ties and social distance
Prevents development of emotional bonding Shields and protects leaders dignity, mystery and authority

Reputation building
Building up good relationships and promoting ones reputation; being seen making good decisions

Non-specific intentions
Not explicit in revealing to subordinates what he expects or the lines of action he intends to pursue Flexible, does not rely on formal, objective, technical approaches

Southeast Asian Leadership Strategies & Tactics

Avoidance of formality
Tayo-tayo, pakikisama

Patronage and nepotism

Leader uses power and resources to dispense favors; subordinate becomes indebted (utang-na-loob) Placing family members/kin in key positions

Cliques and political manipulation

Use of divide-and-rule strategies Use of groupings with the manipulative encouragement of leader Sip-sip attitude of subordinates towards the leader

How About the Pinoy Leader?

Pinoy Leadership Style

Kapwa and the Filipino Leader

Core cultural value is KAPWA
fundamental unity between self and others; a shared identity leads to strong relationship orientation pressure to keep smooth and harmonious relations Implies that to treat another badly is to treat oneself badly

Pagkatao personal dignity should be respected whatever the relationship

Other Values and the Filipino Leader

Hiya Pakikisama Amor propio Utang na loob
Reinforce the relationshipcenteredness Compel leaders to be sensitive to their subordinates

Three main things to be avoided in interpersonal relations

Walang pakikisama Walang hiya Walang utang na loob

A Filipino Leader/Manager must observe three imperatives

Pakikipagkapwa-tao (relational) Damdamin (emotional) Karangalan (moral)