Philippine Normal University

Graduate School
2017

In partial fulfillment of the requirements in

Educational Leadership in the Social Science

Submitted by
Jordan Mitchell C. Cruz
MAED in Teaching Social Science

Submitted to
Dr. Zenaida Q. Reyes
Graduate School Professor/Dean
My Ideal Leader
is a Situational Leader because
I do not believe that there is one leadership style that can be effective in all
institution because every institutions are different many aspects, hence have
differing needs. A single type of leadership may not be able to cater them all.
This is the reason why I strongly believe that an ideal leader depends on the
institution which he/she is assigned in. He/she might be effective on one
institution, but not on another. This is the basis why the leaders should be
have the skill to be adaptive to any situation, which is what the Situational
Leadership Theory purports.
is a Servant Leader because
only such leaders would be willing to go this far, adjusting himself for the
sake of succeeding, because he is dedicated to the cause of his work. And
this dedication is rooted from his vision for the institution which he may have
put as his advocacy, and not just a mere business. Having his vision built
from his advocacy, makes him/her work twice as he should, which qualifies
him to the theory of servant leadership. Being a servant requires much
passion and devotion which is by itself, and this will be the drive for the
leader to target always on progress.
is a visionary because
institutions visions are important because any aims and/or goals would be
irrelevant without a vision by which all of which were built on. Visions become
the finish line, while goals and aims are just checkpoints. Therefore, all goals
are pointless if not assembled on a vision. The leader should be wise enough
to recognize this fact that, besides making his/her decisions from this vision,
he/she should align his/her own vision [built on his advocacy] with the
institutions, otherwise everything would be disorderly and one will lose
his/her credibility. Employees are attached to standards such as vision.
Seeing that the leader is deviating from this might lose his/her credibility.
Relating ones advocacy with the institutions vision requires much
understanding of the vision.

is a transformational leader because

using the vision as the foundation for the institutions decisions is the
trademark of transformational type of leadership. The transformational leader
should be ready to try anything and transform everything including himself
[as stated in the situational leadership], his employees and the
environment/culture to narrow the gap between the vision and the current
reality. The first thing which the transformational leader should transform is
himself/herself, because in order to set the culture of his/her institution, to be
directed more into the vision, he/she should start all the change he wanted to
see. Study shows that the behavior of the leader has a very large impact on
 the behaviors of his/her workers, thus the concept of being a role model
which is a really appropriate concept in the context of leadership and setting
culture. Next, and most importantly, the leader should be able to transform
his employees, not just their behaviors but their motivation, from extraneous
rewards to internal motivations such as uniting with the vision and advocacy
of the leader and the institution. Therefore, in the end, the leader and the
follower should share their common end and common motivation for
attaining this end.

is a skilled leader because

transforming the employees, their motivation, which is internal,
necessitates much communication. Hence, this would require much skills in
building rapport and this is where the people skill comes into play.
Moreover, an ideal leader should be skilled technically, that is in their job,
leading and managing, so as to be able to smoothly bridge the vision with the
reality. It is because technical skills are always part of the leadership job, and
no matter what is ones priority, technical works will always be there [e.g.
paper works].
is able to do transaction because
a leader should not fall victim to becoming overly ideal. He should not
expect excessively that his employees will unite with his advocacy and vision
because a great leader is aware of individual differences in terms of
perception and motivation. Therefore, he should supplement the motivation
he shares with his employees by reinforcing the desired behaviors with
reward systems such as recognitions, certificates, etc. But he/she should be
careful on emphasizing so much on extraneous motivations because he might
build a culture of reward seekers. The key is on the skill on the giving of the
reward which should not send the message that he has achieved the reward
because he worked for it, but he has received it because he deserves it. The
leader should be aware that his/her workers, like himself/herself, has material
needs, which needs satisfaction before dealing with the deeper side of their
work, their advocacies.
is an inclusive leader because
since the transformational leader invites participation from his/her
employees, demoractic/participative leadership is the best leadership style to
implement, especially because the leader communicates to his workers that
the goals and aims are shared goals, and not just for the gain of few chosen
people. By giving voice to his/her people in the decision-making, other than
his/hers, he/she expresses to them his/her trust.
And since the leader is also a situational leader, he might also shift from
laissez-faire, to bureaucratic leader leadership and back to democratic
 leadership when necessary and appropriate. The key is assessing the
situation before picking up a certain leadership style.

is a great man and a competent leader because

because adopting all of the said qualities and traits of a leader is not
ordinary to any people, it takes a lot of competence, commitment and,
perhaps, talent. For instance, flexibility to adapt to the situation is not an
inherent quality for every individual, it is either learned through long-term
practice or an innate ability of few people.
Another quality is good socioeconomic status of the individual. Being raised
from a needy family might be disadvantageous because leaders from this
status are more likely to be more concerned with the fortune which the work
of leading provides. In this, the affluent has a better chance of working
beyond the motivation of material goods because they already have it.
Education is another. People who are better educated throughout their life are
more likely to adopt ideals which are beyond extraneous motivations. Also,
the educated are more likely to adopt flexibility skills, problem-solving skills
and leadership skills for their cause.