1

Chapter 1

INTRODUCTION

Situation Analysis

Leader is the one leads his people to success and make his people better. A leader has the

confidence to stand alone. The daring to make hard decisions and the sympathy to listen to the

needs of others.He/She does not set out to be a leader but becomes one by the equality of his/her

action and integrity of his/her intent. As a leader, your every action has a consequence, make

sure it is one you intend.

In business, leader works with assistantsto identify needed change, creating a vision to

guide the change through inspiration, and executing the change in tandem with committed

members of a group.

The highly successful managers of a business operations group that is responsible for

collaborating with customers to manage the supply chain. They really know how to run business

operations. However, when asked to think about re-designing their organization to handle five

times the volume, these otherwise effective managers were stumped.

Today, we need brave leaders who inspire others to reach their full potential as a

employee. We need our leaders to step up and level up their capabilities and move outside of the

transactional side and into a transformational side thatfocuses on solving bigger problems .

Developing your leadership potential is moving beyond focusing on the day to day operations

and expanding your decision on how to solve long term probles. ( Bill Hogg, 2016).
 2

Leadership nowadays, are one of the problem in business world because it can affect the

performance of an employee. According to Mickey Matan,2016,Leadership can make or break a

business. When leaders are weak, inept or simply don’t know what they’re doing, morale drops

and talented employees start updating their resumes and making plans to move on. One of the

example of leadership problem is failing to motivate the employees.Understanding what drives

employee engagement is essential. And when leaders lack this understanding, they can

dishearten employees and drive them not to care about their work and the company.

Transformational leadership is one of the most ideal leadership that can solve any

leadership problems. Transformation leadership is type of a leadership that focuses on making

his/her employee motivated and solving long term problems.There are certain 7 qualities you

must possess to be a transformational leader, the first is must have a clear vision,

Transformational leaders have a vision of what they want to implement in order for a business to

be successful. The second is must have a courage, An effective leader needs courage; a

willingness to take on new challenges, take calculated risks, make tough decisions, and be

willing to go out on a limb for something they believe in. The third is must have a self-

motivation, Leaders need to fuel their passion from within. Leaders have passion and motivation

that people can sense and feed off of it. The fourth is must have inspiration, transformational

leaders, based on their personal passion, have the ability to inspire others and get them to buy

into their vision and execute it on all levels of the company. The fifth is know your people:

personal interaction is important. And the last is Follow through while it is a bit cliché, actions

do speak louder than words -- and when leaders live according to the standard they set,

people take notice. Leaders often promise a lot, but it is the follow through that has a true impact

on a leader’s ability to evoke change and get buy in.( Bill Hogg, 2016).
 3

The purpose of this study is to determine the application of transformational leadership in

giving a very great success in a certain food chain business and to inform all the managers how

can they improve their leadership by being friendly and being close to their employees in order

to have an accurate and great result in their business plans. And the ways that must be adopted

by employees in order to maintain continuous competence. And also it can help other researchers

who enthusiast to conduct similar study.

In view of this forgoing scenarios the researcher conceive the idea of developing a

research study that will be found to be highly significant to those employees who are

experiencing great disappointments under their current leadership in a food chain businesses and

this study will also be significant to other researchers who enthusiast to conduct similar study.
 4

Statement of the Problem

This study will determine the level of implementation of transformation leadership

among food franchising business in Tayug, Pangasinan

Specifically, this study will seek to answer the following questions:

1. What is the profile of workers in terms of:

a. age,

b. sex,

c. civil status,

d. educational attainment,

e. eligibility,

f. employment status,

g. position; and

h. salary per month?

2. What is the level of transformational leadership skills in meeting the demands of

transformation leadership of food franchising business in Tayug, Pangasinan in terms of:

a.job satisfaction,

b. self efficacy,

c. organizational commitment,

d. manager attitude,

e. employees performance ?

3.What intervention plan can be proposed to enhance the level of implementation among

the ways in meeting the demands of transformation leadership to the employees?

 5

Significance of the Study

This study assures to solve the leadership issues that can cause misunderstanding between

managers/business owners and employees that became one of the common problems in the field

of business.

The study was found to be significant to the following sectors of the society:

Employees. This study will be significant to the employees because with the help of this study

they can improve their skills and improve their weaknesses in the field of business so they can

get more accurate and great results .

Managers.It can benefit managers because they can improve their camaraderie with their

employees and also with the help of this study managers or leaders can improve their leadership

skill which is needed in a certain business. With this they can increase the profit of a certain

business.

Business.It can benefit the business because with a skillful leader and an accurate employee the

business can get an efficient result and this can make a certain business more successful and

more profitable.

Customers. They will be highly satisfied within the services of food chains

Researchers.This study will also be significant to other researchers who want to conduct similar

study.
 6

Scope and Delimitations

This study only focuses on the level of sensitivity of the application of transformational

leadership in food chain businesses in Tayug,Pangasinan.

This study will be conducted to determine the application of transformational leadership

in food chains in Tayug,Pangasinan. The researcher will determine the profiles of employee of

corporate businesses who will assess the role of transformational leadership which only focus on

the age, sex, civil status, , and highest educational attainment. The researcher will also determine

the level of implementation among the ways in meeting the demands of transformation

leadership of food franchising business in Tayug, Pangasinan in terms of job satisfaction self

efficacy, organizational commitment, manager attitude, employees performance.

 7

Definition of Terms

Accurate- Making all things correct or perfect.

Age- The length of time that a person has lived or a thing has existed

Camaraderie- a spirit of friendly good-fellowship.

Civil Status- Each individual in relation to the marriage laws or customs of the country.

Employee-a person employed for wages or salary, especially at nonexecutive level.

Food Chains- A certain business that sells food to make profit.

Highest Educational Attainment- Schooling that a person has reached.

Leadership skills- Capability of certain person to lead his/her people.

Manager- Ruler of a certain business.

Profitability- Making or producing income.

Satisfaction of Employee- The feeling of being happy or pleased; Providing what is needed or

desired.

Sex- Two main classifications into which humans and many other living things are separated

based on their physical functions.

Transformational leadership- is a style of leadership where a leader works with subordinates to

identify needed change, creating a vision to guide the change through inspiration, and executing

the change in tandem with committed members of a group.

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Chapter 2

RESEARCH METHODOLOGY

Research Design

This research study on the level of application of transformational leadership in

fast food chains in Tayug,Pangasinan will utilize the descriptive-survey method of

research.

According to Calmorin (2010), descriptive method is used when the study focuses

on the present situation. The purpose is to find new truth. It is valuable in providing facts

in which scientific judgment may be based; in providing essential knowledge about the

nature of objects and persons; for closer observation into the practices, behavior, methods

and procedures; in playing a large part in the development of instruments for the

measurement of many things; and in formulating of policies in the local, national, or

international level. Specifically, descriptive-survey method of research was employed in

the study.

Respondents of the Study

The subjects of the study will be the employee of fast food chains businesses in

Tayug, Pangasinan.

In this study, the researcher will use the purposive sampling in determining the

target population. The respondents will be chosen based on their knowledge of the

subject being studied or information desired. In addition, total enumeration of workers

per fast food chains will be made to give them all the opportunities and equal chances.
 9

Data Gathering Instrument and Its Validation

The researcherswill prepare a set of questionnaires as the main instrument in

gathering the data regarding job satisfaction and productivity of workers. It will be

composed of three parts: the profile of the respondents, job satisfaction and productivity.

The profile of the respondents will include age, sex, civil status, educational

attainment, eligibility, employment status, position and salary per month.

The Minnesota Job Satisfaction Questionnaire (MSQ) will be patterned and

revised to suit the Filipino culture to measure the level of satisfaction of workers. In

terms of the level of productivity, factors such as industriousness, being systematic, time-

consciousness, innovativeness and value for work will be considered.

The research instrument which will be prepared by the researcher will be

subjected to content validation. The Minnesota Job Satisfaction Questionnaire (MSQ)

will be revised to suit the needs of the study regarding the application of transformational

leadership, job satisfaction and enriched the instrument used by Martinez (2009) on

productivity of workers. Their comments and suggestions will be incorporated and will

serve as bases in the modification of the instrument. The revised questionnaire will be

tried out to workers who were working in the field or inside the food chain business and

will not be included as respondents of the study for other comments and suggestions

before it was used for the final data collection.

The validity of the data-gathering instrument will be described in terms of the

following scale values with the corresponding descriptive equivalence:

Scale Mean Descriptive Equivalence

4.21- 5.00 Highly Valid

 10

3.41- 4.20 Valid

2.61- 3.40 Moderately Valid

1.81- 2.60 Fairly Valid

1.00- 1.80 Not Valid

The average ratings of the evaluators will be computed to determine the content

validity with corresponding descriptive equivalence.

Data Gathering Procedures

Before gathering the data, the researcherwillask permission from their research

adviser through proper channels to administer the questionnaire to the respondents. After

permission was granted, the researcher willrequestpermission from employers of food

chain businesses. The research questionnaire will then be given to the respondents for

them to answer.

Analysis of Data

To obtain valid and reliable results, appropriate statistical tools were utilized. The

data will be encoded in the MS Excel Program and will be transferred to the Statistical

Procedure for Social Sciences (SPSS) using a particular code. Generally, SPSS is used in

processing the data and in computing the desired statistical measures.

Sub-problem Number 1.The profile of the workers of food franchising

businesses in Tayug, Pangasinanwill be described using the frequency counts and

percentages.

Sub-problem Number 2. The level of level of implementation among the ways in

meeting the demands of transformation leadership of food franchising business in Tayug,

 11

Pangasinan in terms of a.job satisfaction, self efficacy, organizational commitment, Manager

attitude, employees performance t will be determined using the average weighted mean.

The weighted mean that will be obtained will have the following descriptive

ratings:

Weighted Mean Value Descriptive Rating

4.50- 5.00 Very Highly Eviden

3.50- 4.49 Highly Evident

2.50- 3.49 Moderately Evident

1.50- 2.49 Slightly Evident

1.00- 1.49 Not Evident

Sub-problem Number 3. A proposed intervention plan to enhance the level of

implementation among the ways in meeting the demands of transformation leadership to

the employees.
 12

Chapter 3

PRESENTATION, ANALYSIS OF DATA AND

INTERPRETATION OF FINDINGS

This chapter deals with the data gathered, the details of analysis made and the

interpretation of the findings on the basis of the problems presented. The gathered data

were classified, tallied, and subjected to descriptive analysis which served as basis for the

interpretation of findings.

PROFILE OF EMPLOYEES

To obtain a clear view and understanding regarding the profile of the workers,

their personal and professional attributes were gathered. These included their age, sex,

civil status, educational attainment, eligibility, employment status, position and salary per

month.

Table 1

Profile of the Workers

(N=30)

Variables f %
Age
20 years old and below 13 43.3
21 to 30 years old 15 50
31 to 40 years old 2 6.7
41 to 50 years old 0 0
51 years old and above 0 0
Total 30 100.00
Sex
Male 21 70
Female 9 30
Total 30 100.00
Civil Status
Single 20 66.7
Married 10 33.3
Separated 0 4
 13

Widowed 0 0
Total 30 100.00
Educational Attainment
High School Level 20 66.7
Vocational 1 3.34
Units in College 2 6.7
College Degree 7 23.3
Units in MA 0 0
MA Graduate 0 0
Doctorate Units 0 0
Doctorate Degree 0 0
Total 30 100.00
Eligibility
Professional 16 53.3
Sub-professional 0 0
Others 0 0
No eligibility 14 46.7
Total 30 100.00
Employment Status
Permanent 22 73.3
Temporary 8 26.7
Contractual 0 0
Total 25 100.00
Salary per month
4,999 and below 17 68
5,000- 9,999 1 4
10,000- 14,999 6 24
15,000- 19,999 1 4
20,000-24,999 0 0
25,000 and above 0 0
Total 25 100.00

Age.The age of workforce could be considered as factor in determining the

satisfaction and productivity of the workers.

It can be seen from the table that 13 of the respondents or 43.3 and 15 of the

respondents or 50 percent were at the age bracket of 21- 30 years old and can be
 14

considered already as young adult. Meanwhile, only 2 or 6.7 percent of the workersare in

the age of 31 to 40 years old below.

Sex.Theequalitybetween men and women has been promoted by the government

even in obedience to the 2015 Millennium Development Goals.

The table reveals that 9 or 30 percent were females while 21or 70 percent of the

workers of food franchising businesses were males. It indicates that almost both are given

equal opportunities in finding jobs and in improving their socio-economic status.

Civil Status.The table above shows that 20 or 66.7 percent of the respondents

were single. While 10 or 33.3 percent were marriedand only 1 or 4 percent of the workers

was separated.

Educational Attainment.It is equally important to examine also the educational

background of the support staff.

Majority finished a vocational degree with 1 or 3.34 percent. Others pursued a

college degree as indicated by 7 or 23.3 percent and 2 or 6.7 percent had units in college

and lastly 20 or 66.7 percent of the respondents are at least high school graduates.

Eligibility.In the table, it can be seen that the majority of the respondents as

indicated by 14 or 46.7 percent have no eligibility and lastly 16 or 53.3 percent of the

workers has the eligibility in the professional level.

Employment Status. Based on the gathered data, 22 or 73.3 percent were already

permanent and only 8 or 26.7 percent were on temporary status.

Salary per Month.Data regarding the salary of workers shows that 19 or 63.3

received their salary of 10,999-14,999. There were also 10 or 33.3 percent who had
 15

income based on the service given ranging from 4,000 below pesos. Meanwhile, 1 or 3.3

percent received their salary of 5,000-9,999 .

LEVEL OF TRANSFORMATIONAL LEADERSHIP SKILLS

To have deeper analysis regarding the level of transformational leadership skills,

the following areas were considered job satisfaction and self efficacy, organizational

commitment, manager’s attitude, and employees performance. The rating scales of 4.50-

5.00, 3.50- 4.49, 2.50- 3.49, 1.50- 2.49 and 1.00- 1.49 with equivalent descriptive value

of Very Highly Evident (VHE), Highly evident (HE), Moderately Evident (ME), Slightly

Evident(SE), Not Evident(NE)respectively were utilized as bases.

The data in every area were gathered, interpreted and analyzed. These were

presented in the succeeding tables.

Table 2.a

Level of implementation of transformational leadership alongJob satisfaction

INDICATORS AWM Description

1. Full cooperation among co-workers can be 4.06 Highly evident
observed in performing their respective tasks.
2. The chance to be promoted to a higher 2.53 ModeratelyEvident
position.
3. All the materials and office supplies are 4.33 Highly evident
available when needed.
 16

4. The work is not only a source of bread and 3.83 Highly evident
butter but also gives one hundred percent
fulfillment.
5. The salary is sufficient to the needs of the 4.33 Highly evident
family.

3.81 Highly evident

TOTAL
Legend: 4.50- 5.00- Very Highly Evident 3.50- 4.49- Highly evident
2.50- 3.49- Moderately Evident 1.50- 2.49- Slightly Evident
1.00- 1.49- Not Evident

Job Satisfaction.Table 2.a shows the level of implementation along job

satistfaction. Data revealed that all indicators were evident and had the average weighted

mean 3.81 with descriptive value of highly evident. Highest mean was recorded on the

All the materials and office supplies are available when needed and The salary is

sufficient to the needs of the family with an AVM of 4.33 which is described as highly

evident. Meanwhile, a lowest mean of 2.53 was recorded on the indicator the chance to

be promoted to a higher position. but still has a descriptive rating of “Highly Evident”.

Table 2.b

Level of implementation of transformational leadershipalong Self efficacy

INDICATORS AWM Description

1. Willing to do work an hour before/after the 4.43 Highly evident
official time.
2. Performs all responsibilities as stated in the 4.56 Very Highly
position description with or without the Evident
franchisor.
3. Never complains about the workloads and 4.43 Highly evident
schedules given by the franchisor.
 17

4. One hundred percent of the required tasks are 4.50 Highly evident
done before going home.
5. Willing to do any difficult tasks in order to 4.66 Very Highly
learn more and deliver better services. Evident
TOTAL 4.51 Very Highly
Evident

Legend: 4.50- 5.00- Very Highly Evident 3.50- 4.49- Highly evident
2.50- 3.49- Moderately Evident 1.50- 2.49- Slightly Evident
1.00- 1.49- Not Evident

Self efficacy.In terms of self efficacy, a total weighted mean of 4.51 was recorded

which can be described as Very Highly Evident. It can be observed that the most evident

indicators was the manager iswilling to do any difficult tasks in order to learn more and

deliver better services. (4.66). However, the lowest mean was recorded on the indicator

the manager iswilling to do any difficult tasks in order to learn more and deliver better

services and the manager never complains about the workloads. (4.43).

Shown in the results self efficacy was very evident and highly implied by the

managers in food chains in Tayug, Pangasinan.

Table 2.c

Level of implementation of transformational leadershipalongOrganizational

Commitment

INDICATORS AWM Description

1. Develops good camaraderie to manifest 3.96 Highly evident
organizational goals.
 18

2. The opportunity to develop one hundred 3.90 Highly evident

percent trust and confidence to the co-workers.
3. All of the workers can feel that they are part or 4.36 Highly evident
member of the organization regardless of the
nature of appointment or designation.
4. All the co-workers develop understanding on 4.10 Highly evident
issues related to work.
5. All the co-workers show harmonious 4.13 Highly evident
relationship with each other despite their
differences.

TOTAL 4.09 Highly evident

Legend: 4.50- 5.00- Very Highly Evident 3.50- 4.49- Highly evident
2.50- 3.49- Moderately Evident 1.50- 2.49- Slightly Evident
1.00- 1.49- Not Evident

Relationship with Co-workers.Organizational commitment is very important to

a certain business. The table above shows the result of the level of transformational

leadership skills of managers along organizational commitment.

The data show that in all indicators were evident with general a weighted mean

of 4.09 with an equivalent description ofHighly evident. Highest mean was recorded on

the indicator All of the workers can feel that they are part or member of the organization

regardless of the nature of appointment or designation with an AVM of 4.36 which is

described as highly evident.However, the lowest mean was recorded on the indicator the

opportunity to develop one hundred percent trust and confidence to the co-workers.

(3.90).The result implies that organizational commitment were highly evident among the

managersin food chains in Tayug, Pangasinan.

 19

Table 2.d

Level of implementation of transformational leadership along Personal

Achievement

INDICATORS AWM Description

1. The manager is liable upon any odds and 3.46 Moderately
dilemmas that might happen. Evident
2. The manager gives complete credits to 3.50 Highly evident
extraordinary efforts made by workers.
3. The manager is highly considerate on 3.96 Highly evident
worker’s legitimate excuses.
4. The manager monitors the financial status of 4.26 Highly evident
the entire business on a regular basis.
5. Equal treatment of the managers among the 4.23 Highly evident
workers.
TOTAL 4.36 Satisfied
Legend: 4.50- 5.00- Very Highly Evident 3.50- 4.49- Highly evident
2.50- 3.49- Moderately Evident 1.50- 2.49- Slightly Evident
1.00- 1.49- Not Evident

Personal Achievement.The overallweighted mean of 4.36 as evidently shown in

Table 2.d indicates that all the respondents found that all the indicators were evident

based on identified indicators in the level of transformational leadership skills along

personal achievement.

Based on the result shown in the table 2d it was found out that the manager

monitors the financial status of the entire business on a regular basis. (4.26). However,

lowest mean of 3.46 was recorded on the indicator that the manager is liable upon any

odds and dilemmas that might happen.

 20

Table 2.e

Level of implementation of transformational leadership Employee’s Performance

INDICATORS AWM Description

1. Strictly follows the policy of the institution 3.53 Highly evident
that aims to make the work systematic.
2. Usually gives extra-efforts to submit the 4.43 Highly evident
required reports ahead of the timetable.
3. Performs one hundred percent of the functions 4.56 Highly evident
as workers to achieve the vision and mission of
the food franchising business.
4. Maintains proper sequencing of papers to 4.56 Highly evident
achieve equality and fairness at all times.
5. Willing to do any difficult tasks in order to 4.66 Highly evident
learn more and deliver better services.
TOTAL 4.348 Highly evident
Legend: 4.50- 5.00- Very Highly Evident 3.50- 4.49- Highly evident
2.50- 3.49- Moderately Evident 1.50- 2.49- Slightly Evident
1.00- 1.49- Not Evident

Kind of Work.The weighted means of 3.53, 4.43, 4.56, 4.56 and 4.66 reveals that

the employee’sperformance were highly evident. Likewise, the total weighted mean of

4.348 reveals further that they employee’s performance were highly evident.

Based on the results shown in the table 2e the highest mean was recorded on the

indicator the manager is willing to do any difficult tasks in order to learn more and

deliver better services with an AVM of 4.66 which is described as highly evident. While

the lowest recorded is on the indicator strictly follows the policy of the institution that

aims to make the work systematic with the average weighted mean of 3.53.
 21

CHAPTER IV

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

This chapter includes the summary of the findings on the basis of the specific

problems presented, the conclusions drawn and the recommendations offered for possible

course of action.

SUMMARY

This study was undertaken to determine the level of transformation leadership

skills among fast food chains in Tayug, Pangasinan. More specifically, the study

attempted to determine the profile of the employees in terms of age, sex, civil status,

educational attainment, eligibility, employment status , salary per month. Likewise, the

level of transformational leadership skills

SALIENT FINDINGS

1. As to the profile of the employees, 50 percent were already in the age of 21-30

years old, 70 percent were males, 66.7 percent were single, 66.7 percent are

highschool graduates,53.3 percent has a professional eligibility, 73.3 percent were

permanent, and 63.3 percent has a salary of 10,000-14,999.

 22

2. In terms of level transformational leadership skills, the weighted means of the

indicators are 3.53, 4.43, 4.56, 4.56 and 4.66 reveals that the transformational

leadership skills were highly evident with a total AWM of 4.22.

3. Effective intervention plan must be proposed to enhance the level of

transformational skills among food chains in Tayug, Pangasinan.

CONCLUSIONS

In view of the salient findings, the following conclusions were drawn.

1. Most of the employees are 21-30 years old, male, single, highschool graduates,

has a professional eligibility, permanent, and has a salary of 10,000-14,999

2. Transformational leadership skill were implemented or evident among food

chains in Tayug, Pangasinan.

3. Efficient intervention plan must be proposed to enhance the level of

transformational skills among food chains in Tayug, Pangasinan.

RECOMMENDATIONS

Based on the above conclusions, the following recommendations are offered for

possible course of action:

1. There is a strong need to expand the program.

2. Students are encouraged to attend trainings and seminars related to academic

performance and participate in school activities.

3. Productive intervention plan must be proposed to enhance the level of

transformational skills among food chains in Tayug, Pangasinan.

 23

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 (2006Prabhakar, Guru Prakash)The impact of transformational leadership on project
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