AN ANALYSIS OF THE NATURE AND ROLE OF LEADERSHIP

IN SERVICE DELIVERY AT NATIONAL FOOD AUTHORITY

IN PURSUIT OF STRATEGIC SOLUTIONS

Chapter 1

PROBLEM AND ITS SCOPE

Introduction

Every person has aspirations and goals for his or her own growth, improvement,

and successful future. Unfortunately, having merely aspirations and objectives will not be

enough. People must take real measures and actions to improve their situation, and these

steps and actions need a variety of knowledge, skills, and talent in order to be successful.

Similarly, organizations must take some practical steps in order to achieve long-

term success and sustainability. When discussing these practical measures for businesses,

scholars and researchers believe that businesses must accept, adapt, and apply changes to

their business model in response to changing trends, technology, customer preferences,

and future concerns. Many authors devote a significant amount of time to this subject. On

the one hand, Caetano views organizational change as a requirement of time in order to

remain successful in business (Caetano, 1999) Boston, on the other hand, says that

organizational change is necessary for an organization's long-term success and survival.

If firms do not prepare themselves in response to quickly changing events and

scenarios, they risk losing their reputation and market share. (Boston, MA: Boston

University Press, 2000). Although different authors characterize the importance of

organizational change in different ways, it is widely acknowledged that organizational

transformation is critical for long-term corporate success.

 Accepting the importance of organizational change and seeing that practical

measures are required to make things happen, the next question that may arise is "who

will take the initiative to bring these changes to organizations, to take practical steps,"

and "who will be the person in charge." Scholars and researchers also agree that while

managing companies or addressing the issue of organizational change, the function of a

leadership/leader is critical. Kennedy feels that when it comes to dealing with the issue of

organizational change, the role of leadership is critical, and that a good leader can bring

about effective change for an organization (Kennedy 2000).

In this premise, the researcher finds the importance in knowing the nature and role

of leadership in the service delivery to Know the importance and implications of

organizational change, as well as admits that change is the demand of the hour, is critical

for long-term success, and leaders/leadership can play a key role in bringing and

implementing these changes by deciding on the desired form of an organization and

taking the practical steps required for the process. The next logical thing to consider is

what kind of leadership is required for successful organizational change.

In lined with the onslaught of the COVID-19 pandemic, leadership or

management among different agencies has drastically conformed to the need of the new

normal. While the researcher believes that the role of a leader is critical for managing

organizational change, she also acknowledges that the process of organizational change is

complex and difficult. To handle the situation, professional and effective leadership is

essential. According to Gruban, leadership qualities have a strong link to successful

organizational transformation, and a competent leader may be more effective in

successfully managing the change process (Gruban 2003). Bennis also recognizes that a
leader must possess specific qualities and attributes in order to successfully implement

organizational change (Bennis, 1987).

Theoretical Framework

This section discusses the theories upon which the paper will be based. Three

theoretical perspectives will be deemed suitable basis upon which the issues considered

in the paper can be canvassed. These are path-goal theory, resource based view and

principal agent theory.

The Path‐Goal Theory

The path-goal theory, introduced by House (1971) and amended over the next few

years, claims that leaders can alter their own actions to adapt to changing circumstances

and so identifies the best style for every given situation. According to the notion, a

leader's primary aim is to assist subordinates in efficiently achieving their goals, as well

as to give them with the necessary direction and support to achieve their own and the

organization's goals.

Path-goal theory's premises are useful in guiding research into leadership and its

relationship to service delivery. The assertions emphasize the importance of a leader's

ability to guide and motivate subordinates to efficiently complete tasks and deliver

suitable goods and services.

Resource Based View

According to the Resource Based View, a company's strategic advantage is based

on its unique blend of assets, skills, and capabilities, which are leveraged through core

competencies and resources (Andersén, 2012). Under specific situations, the RBV

theoretical perspective asserts that each of these resources can be used and become
sources of competitive advantages. According to the resource-based perspective, the

success or failure of public and private organizations is dependent on the identification

and utilization of certain resources (Kristandl & Bontis, 2007).

The resource-based view, according to Eisenhardt and Martin (2000), encourages

research into the development and existence of capabilities in order to investigate how

capabilities, such as leadership, transform resources in firm-specific ways (or not) and

lead these resources to improved performance. Leadership traits, ethics, and

accountability, according to this article, are among the fundamental talents and resources

required for proper service delivery in commercial and public sector organizations.

The Principal-Agent Theory

Agency theory, according to Jensen and Meckling (1976), tries to express this

relationship using the metaphor of a contract. The principle-agent theory, often known as

the agency theory, is concerned with agency relationships in which one party, the

principal, delegated work to another, the agent, who then completed the work

(Eisenhardt, 1989).

The agency theory is specifically concerned with two major issues that arise in the

agency relationship. The first issue comes when the principle and the agent have

contradictory or partially competing desires or purposes. This occurs when the principal

finds it difficult or expensive to verify what the agent is actually doing, and if the agent

has behaved or is behaving appropriately (Farrell, 2003). The second issue is risk sharing,

which occurs when the principal and agent have opposing views on risk and, as a result,

may choose different behaviors based on their risk preferences (Leruth& Paul, 2006).
This theory is significant to this study because it describes how many actors in the service

delivery process interact. Leaders/managers, employees, suppliers, and

customers/citizens are some of the actors whose interactions result in agency issues that

must be resolved. Bold, Svensson, Gauthier, Mstad, and Wane point out that there are a

variety of stakeholders with varying interests who must be handled for optimal service

delivery.

Conceptual Framework

This part discusses the interplay of variables present in the study. The intervening

variable will be the demographic profile of the respondents, in terms of their age, gender,

highest educational attainment, nature of work in NFA and years in service.

The Independent variable will be the several theories that are to be employed in

the study. On the other hand, the dependent variable will be the nature and role of

leadership in the service delivery at NFA Marawi City which will eventually resulted to a

proposed strategic solutions.

INDEPENDENT VARIABLES DEPENDENT VARAIBLES

THEORIES
EMPLOYED
THE NATURE AND
ROLE OF
1. Path-Goal Theory
LEADERSHIP IN
2. Resource Based
SERVICE DELIVERY
View
AT NFA MARAWI
3. Principal Agent
Theory.

Intervening Variables

Demographic Profile in
terms of:
1. Age
2. Gender
3. Trainings’ Attended
4. Highest Educational
Attainment
OUTPUT
5. Nature of Work
6. Years in Service
STRATEGIC
SOLUTIONS

Figure 1. Schematic Diagram of the Conceptual Framework

STATEMENT OF THE PROBLEM

This study will determine the analysis of the nature and role of leadership in

service delivery at National Food Authority in pursuit of strategic solutions.

Specifically, the researcher attempted to answers the following questions:

1. What is the demographic profile of the respondents in terms of:

1.1 Age

1.2 Gender

1.3 Trainings’ Attended

1.4 Highest Educational Attainment

1.5 Nature of Work

1.6 Years in Service

2. What impact do qualities of good leadership have on the improvement of service

delivery?

3. What does good leadership mean to you?

4. What in your view is a good leader?

5. What do you think are important qualities of a good leader?

6. Do you think agency head live up to the ideas of good leadership?

7. Do you think agency head conform to qualities of good leadership?

8. Do you think education should play a role for anyone to become a good leader?

9. Is there a significant relationship between leadership and education?

10. What strategic solutions can be crafted to the betterment of the agency?
HYPOTHESIS

The null hypotheses will be formulated and tested at 0.05 level of significance.

Ho1: There is no significant relationship between leadership and education.

SIGNIFICANCE

The present study therefore seeks to contribute knowledge through analyzing the

nature and role of leadership in service delivery in pursuit of strategic solutions.

This study was deemed significant to the following:

Employees. In the course of this study, this is beneficial to employees. Employees need

to realize the importance of delivering services to the nature of their work.

Leaders. It would also provide an insight for leaders in the National Food Authority as to

whether their leadership is hindering or enhancing acceleration of service delivery. The

leadership should realize that they have a role to play in ensuring that service delivery is

accelerated.

Stakeholders. This is beneficial to all community stakeholders. The expectations of the

community and that of the employees, when the leadership knows the impact they have

on service delivery, it will definitely improve the delivery of service to the community at

large. The knowledge and skills that the leadership have, can influence positively to

service delivery if used in the right manner.

SCOPE AND LIMITATIONS

This part presents analysis of the nature and role of leadership in service delivery

at National Food Authority in Marawi City in pursuit of strategic solutions. This study

will be employing the qualitative method which has its limitations such as lack of

generalization to the broader population. Subjective responses were received from the

participants who further reduce the chance of generalizing the outcome to the general

public (Neuman, 2011). Though extensive information will be obtained, the fact that a

tool for data collection will be in form of an interviews means that few participants will

be sampled and interviewed which increased the study’s limitations.

The study will be administered in the 1st quarter of FY 2021-202 among the

employees of NFA-Marawi City. The researcher will be conducted this study to identify

the significant relationships between the variables presented.

DEFINITION OF TERMS

The following key terms which will be recurrent in this study are defined

conceptually and operationally.

Leadership. Leadership is setting and achieving goals, tackling the competition, and

solving problems decisively and quickly (Twin, 2020).

National Food Authority. The National Food Authority was created through

Presidential Decree No. 4 dated September 26, 1972, under the name National Grains

Authority, (NGA) with the mission of promoting the integrated growth and development

of the grains industry covering rice, corn, feed grains and other grains like sorghum,

mongo, and peanut (https://nfa.gov.ph/).

Path-Goal Theory. It is the leader’s job to assist followers in attaining goals and to

provide the direction and support needed to ensure that their goals are compatible with

the organization’s goals. Path–goal theory assumes that leaders are flexible and that they

can change their style, as situations require (Brown, 2019).

Principal Agent Theory. Agency theory attempts to explain and resolve disputes over

the respective priorities between principals and their agents (Kopp, 2021).

Resource Based View. The resource-based view (RBV) is a managerial framework

used to determine the strategic resources a firm can exploit to achieve sustainable

competitive advantage

Service Delivery. Service delivery can be defined as any contact with the public

administration during which customers – citizens, residents or enterprises – seek or

provide data, handle their affairs or fulfill their duties. These services should be delivered

in an effective, predictable, reliable and customer-friendly manner (Thijs, 2018).

Strategic Solutions. By definition, it is the art and science of formulating, implementing,

and evaluating cross-functional decisions that will enable an organization to achieve its

objectives (Ebanks, 2020).

 Chapter 2

REVIEW OF RELATED LITERATURE AND STUDIES

This study presents the different readings made by the researcher which are

important and related to the present studies.

The Organization

Organization is a wide concept that can be defined in a variety of ways.

Traditionally, an organization is a purposefully constructed social unit that comprises of a

team or a group of people who work together on a continuous basis for the benefit of the

organization in order to achieve its targets and goals. Manufacturing and service

businesses, as well as schools, hospitals, churches, military units, retail establishments,

police departments, volunteer organizations, start-ups, and local, state, and federal

government agencies, are all examples of organizations (Hatch 1997).

Organizations can be in the public or private sector, they can be unionized or not,

they can be publicly traded or privately owned, and they can be publicly traded or

privately held. If the company is publicly listed, senior executives are usually accountable

to a board of directors, which may or may not be involved in the company's operations.

The company's managers may or may not possess stock in the company. If the company

is privately owned, the owners may run it or the managers may report to the owners.

Firms can work in both the profit and non-profit sectors (Robin & Langton 2010).

Senior and Fleming define organization as a collection of individuals, people, or

groups attempting to persuade others to achieve specific goals via the use of structured
processes and technologies. They may consist of formal social arrangements between

certain groups to pursue specific goals, with well-defined borders and constraints (Senior

& Fleming 2006).

As a result, organizations can be defined as a collection of people, a team, or a social

entity that is organized, goal-oriented, and dedicated to completing a common task by

sharing and coordinating their knowledge, skills, experiences, and activities.

Change

Normally, the word change is interpreted as a consequence. In the Sansom and

Reid Oxford Children's Dictionary (1994:195), a simple definition of change is "to

become different." According to Van der Merwe, the word change is derived from the

Latin word for "better" (Van der Merwe 1991).

In general, the word "change" denotes "to change," "to create something different

or better," or "to convert" any existing item by adding or subtracting values. Change is

frequently planned, yet some people are resistant to change. First, the response considers

what needs to change and what must be sacrificed. Most authors believe that responders

are more focused on what they have to give up than on what they have to gain because

giving up is more limited. Various forms of resources are used/can be employed to bring

about changes in accordance with nature and the environment.

hanges are always made for the better, and the topic of interest is always the result of the

effort. Any activity or group of activities with the intent of doing something new or

amending something is considered a change. Commitment and direction are always

required when making changes. Change isn't always a good thing, but there are a few
things you can do to reinforce your resolve to make certain adjustments (Boston.MA,

2000).

The Organizational Change

Organizational changes indicate that a company is undergoing or has just

undergone transformation. It could be used to define their success narrative, as well as

any other form of event or failure (Hage, 1999). The term "organizational change" refers

to a set of actions that result in a shift in directions and/or processes that alter how

organizations operate (Hage, 1999). When organizational management is dissatisfied

with the current state, the need for organizational transformation arises. Organizational

changes can be planned or unforeseen, but they are both significant and, in certain

situations, crucial in order to deal with the changes. The importance of leadership

planning and vision cannot be overstated.

The planned adjustments are more related to management, in which management

makes a conscious effort to achieve a goal. In planned change, strong commitment and a

systematic approach are essential, and the most important factor in planned changes is

that they are founded on the leader's vision and stated objectives. Changes may have an

impact on the organizations' strategies, tasks, or factions.

According to the nature of the organization and its environment, some

organizations adopt small changes (incremental changes), whereas others may go deep

into organizational transformation, also known as corporate transformations (radical

changes), which necessitate large-scale changes and are difficult to manage. (Boston,

M.A, 2000) Organizations often go through three more stages of organizational

change.Unfreezing, relocating, and refreezing are the three options. Senior and Fleming

(2006) (Senior & Fleming, 2006) (Senior & Fleming, 2006) Employee attitudes and

behavior, as well as the working environment, must be unfrozen. According to the nature

of the organization and its environment, some organizations adopt small changes

(incremental changes), whereas others may go deep into organizational transformation,

also known as corporate transformations (radical changes), which necessitate large-scale

changes and are difficult to manage. (Boston, M.A, 2000) Organizations often go through

three more stages of organizational change. Unfreezing, relocating, and refreezing are the

three options. Senior and Fleming (2006) Employee attitudes and behavior, as well as the

working environment, must be unfrozen. This is very important type of change because

while going through any type of change it is important to create a need of change among

all the participants.

The leader’s role is also very important in unfreezing because it requires a well-

structured way of implementation the change by managing the behavior and attitudes of

people working together. It also requires strong commitment of all the people to work

together for a stated common vision. Moving is the next phase in which organizational

top management identifies, plan, and implement the appropriate strategies. In this phase it

is also decided that either organization has to go for incremental or radical changes. The

vision of the leader is also very important for planning and implementing the strategies.

During the moving phase, all strategies are formed. The next phase is to refreeze the

change situation by assisting the leader in stabilizing the changes so that they may be

absorbed into the status quo. It is critical for leaders to understand how to refreeze

changes because if the refreezing is insufficient or not managed appropriately, the change
will be unsuccessful and pre-change behaviors will return. The possibility of subsequent

alterations is always encouraged by refreezing.

For organizational changes, leadership traits are critical since it is critical to deal

with management resistance, bewilderment, exploration, and commitment. There are

some predictable behaviors associated with different stages of change, and a successful

leader always recognizes these changes and responds properly to gain the team's

commitment. The change leader is always identified with the desired change and deals

with human emotions in a productive manner (Senior & Fleming, 2006).

In a nutshell, organizational transformation is an intentional effort made by the

organization's leader/leadership/manager to improve the organization. The change

process could be driven by a variety of sources, including external or internal pressures

for change, technological, social, or economic issues. Furthermore, an organizational

leader's/vision leadership's and new ideas can be a driving force behind organizational

change.

Role of Leadership in Organizational Change

Effective leadership is currently recognized as one of the most essential

contributions to total organizational performance and change by the majority of

businesses. Intelligent leaders have a collection of abilities and information obtained

through experience that allows them to manage daily activities successfully and

efficiently. To make effective changes, good leadership is always essential (Kennedy,

2000). While addressing the subject of organizational change, Brookfield emphasizes the

relevance of culture, citing some hurdles that can stymie change management attempts,
such as secrecy culture, individualism culture, and silent culture (Brookfield, 1995). Such

issues can be handled and managed by effective leadership. Competence, according to

Gruban (2003), is the ability to handle knowledge as well as other skills and talents.

Some leadership skills have been demonstrated to be necessary for effective and

successful leadership (Bennis, 1987). There are a variety of leadership competencies that

are very effective and also have a link to successful organizational change. In his model

of leader competencies, Virtanen highlights some leadership competencies and links

them to successful organizational change (Virtanen, 2000). The table above emphasizes

the importance of leadership and its competencies in achieving organizational change

success. The chart also identifies the most significant qualities and competencies that are

beneficial and effective for organizational change. According to the different authors the

leadership competences are strongly connected with the successful organizational change,

“the leadership competences have a great relation with the organizational success and

change” (Gruban 2003).

The literature shows that initiating and organizing change always necessitates

strong leadership abilities. This is also true: any change process will almost always

encounter some amount of resistance; a competent leader will be able to handle the

resistance while still implementing successful improvements. Recognizing, resolving,

and overcoming opposition is a time-consuming and difficult task. People resist change,

especially radical change, and it is only the leader's capacity to overcome this resistance.

To fix the problem, a strong leader is essential, just as a physician is required to solve a

medical problem (Heifetz 1997).

 Because incremental changes are introduced in small doses, they rarely require a

formal launch. These are usually simple to handle and accept, and employees find them

irresistible. They are usually temporary, and individuals who work in organizations are

used to dealing with such changes. On the other hand, radical changes are difficult to

implement and face greater resistance, need more than just leadership skills. Radical

changes necessitate private acceptance, and it is the responsibility of senior leaders to

raise awareness of the need for change and, as a result, to foster a readiness to abandon

old ways of functioning in favor of new ones (Reardon 1998).

Effective leaders have a clear and direct vision of the future, and successful

change requires a clear vision of the future. It is extremely difficult to make successful

changes without vision. According to Kotter, it is critical for leaders to articulate their

vision (Kotter, 1995). The logical leaders, according to the table above, are focused on

innovation and express their vision by explaining it.

he role of the leader/leadership is also critical for generating and managing

change in any organization by creating an environment conducive to change adoption. In

any organization, organizational culture plays a part in the development of changes, and

it is the leader who provides new tactics for establishing or controlling culture. Top

management can devise tactics to connect employees with the organization's processes

(Appelbaum, 1998). The organization's culture may include its views and values, and it

can range from conservative to innovative. Unwritten rules, disciplines, and external

direction are examples of these, and the leadership role might be educational,

consultative, or supporting. The most crucial leadership position for managing and

growing culture, according to the author, is supportive (Appelbaum, 1998).

 Leaders can also be quite effective in terms of technology management. To

manage technology, there are two types of leadership: transactional and transformative.

Transactional leadership is concerned with technological advancements and technical

skills, but it is less concerned with people and less concerned with problem solutions.

On the other hand, transformational leadership focuses on the need for technology

improvements as well as human relations; this sort of leadership demonstrates his role as

a pathfinder and communicates his vision via the use of skills. According to Appelbaum,

this style of leader is more effective in bringing change and innovation to a business

(Appelbaum, 1998). The leader can also motivate personnel by implementing several

tactics, the most effective of which is an incentive system.

The ability of an organization to drive employees to achieve higher levels of

performance is directly tied to their compensation programs (Appelbaum, 1998). As a

result, for strategic organizational transformation, leaders must ensure that several sorts

of rewards and training programs are available. The ideal organizational atmosphere,

according to several authors, provides possibilities for freedom and a sense of

responsibility. And it is the leadership's responsibility to create such climate.

Although the value of a leader in managing organizations and the organizational

change process cannot be overstated, other aspects must also be considered. While

managing companies, there may be many internal and external elements that play a vital

role and influence the situation. Organizational culture is crucial in organizations, and it

can influence the transformation process, as we discussed earlier. We believe that the

leader's influence in establishing organizational culture is limited; the nature of the

organization, the geographical region in which it is located, and the employees' nature of

work all play a part. Changing political, social, and technological circumstances can also

have an impact on the performance of companies and the process of organizational

change. When it comes to controlling and managing such issues, the role of the leader is

severely limited.

The Nature of Leadership in Service Delivery

To various people, the nature of leadership means different things. There is no

general agreement on what leadership entails and means. An examination of many

definitions proposed by diverse scholars yields a collective framework on which the

definition of leadership might be based. Bass (1990) makes an attempt to evaluate a few

generally held notions of leadership as states.

Because of its emphasis on one member having the ability to contribute to the

modification of other group members to acquire extra abilities and inspiration, Bass's

(1990) description of leadership appears to be hierarchically inflexible. There is,

however, an awareness that, depending on their ability, other group members could

emerge as leaders if they can persuade group members to change their original beliefs of

what motivates or inspires them. A reformation of members' expectations or situations

also appears to stand out.

It is clear from this description that a leader's responsibility is to encourage

participatory leadership among team members. This definition demonstrates that

decisions should be made as a result of people debating topics on an equal footing with a

leader. It emphasizes that leadership should be a democratic process in which individuals

decide on their own path of action. Without assuming people's roles, a leader paves the

ground for a democratic process to emerge by persuading them with constructive

recommendations for individuals to chart their own path forward as cited by Hallinger

and Heck (1998).

This definition is more descriptive than explanatory because it focuses on what

leadership entails rather than how it can be accomplished. There is a chance that an

organization's effectiveness and survival can be improved if its members share a similar

vision. This is because leadership may be defined as a group of people interacting

together informally to modify one other's viewpoints. This viewpoint does not

recommend that those in formal leadership positions be made superfluous, but rather that

the concept of voluntary collaboration between individuals, as noted by Harris, be

reinforced (2004).

The problem with this notion is that it thinks that leadership is intrinsic in a

person and just needs to be unleashed in the workplace. It ignores the fact that leadership

can exist outside of a formal organization as long as a group of people is working

together to achieve a common goal. This definition says that it is an organization, not an

individual, that may actualize a person's leadership potential. It is unappreciative of the

fact that it is the individual, not the organization, who possesses these leadership abilities.

As Harris notes, leadership develops from 'human potential,' but it does not require an

organization to manifest. For example, if a person witnesses someone drowning in a river

and begins calling for aid, this individual has displayed leadership potential in an

unexpected way. This example demonstrates that, while leadership is inherent in a

person's potential, it can be completely fostered and utilized at any time.

The Dimensions of Leadership Styles

Some aspects of leadership styles date back to the formation of the earliest

national states on the planet. As a result, they are well-known throughout the world. It

can then be argued that some leadership styles were utilized in ancient and feudal

periods, and that they are still used by representative states today (Engels, 1884:11). The

characteristics of leadership styles have recently become more important, to the point that

no discussion of any political system is complete without a discussion of them. As a

result, it is critical to review and examine not all, but some of the most well-known

features of leadership styles in relation to leadership performance in local government

organizations.

Autocratic leadership

The concentration of power and authority in a leader who does not enable group members

or local people from communities to participate in decision-making is referred to as

autocratic leadership. Power and authority are centralized in the hands of an authoritarian

leader rather than divided among group members. Members of groups or local residents

have no say in how power is distributed in their communities. A leader prescribes what

should be done without allowing group members or community members to express their

ideas. According to Harms, et al., an autocrat directs while dismissing any suggestions

(2018).

Democratic leadership

Democratic leadership requires fostering consensus among group members by

encouraging participation and fostering a collaborative atmosphere. Democrats are

interested with decision-making that involves active participation marked by genuine

criticism and appreciation, as well as a degree of companionship (Gastil, 1994).

Democrats believe in democratic concepts such as self-determination, discussion,

inclusion, and equitable participation. Individuals have the freedom to argue, debate, and

disagree before coming to an agreement. As a result, democratic leadership is predicated

on the participation of all participants in a meeting. According to Gastil, "power should

be used fairly under democratic leadership because members are intended to act as equals

while making decisions that may effect all of them" (1994).

Charismatic leadership

Charismatic leadership is defined as the connection between leaders and people in which

people's self-confidence is based on the leaders' articulated vision and mission, as well as

a desire to achieve goals, causing people to voluntarily give up self-centeredness in favor

of collective achievement. A charismatic leader is usually a gifted leader who is willing

to take risks in order to get people's support. Charismatic leaders are sure of themselves

and their organization's direction. According to Shamir and Howell  (2018), a charismatic

leader has the power to establish trust in the community, which reduces resistance.

Transformational leadership

Transformational leadership is defined as a leader who transforms people's mindsets so

that they can focus on the task at hand. This type of leadership stimulates information

sharing among a transformational leader's followers, which eventually spreads to the

entire team (Paarlberg & Lavigna, 2010). To strengthen each supporter's ability, the

transformational leader should guarantee that all innovative talents are fully

communicated to communities, as Paarlberg and Lavigna (2010s) suggest.

Exemplary leadership

Exemplary leadership is defined as a leader who motivates a group of people to

work together to achieve a common objective. An inspiring leader leads by example,

employing creativity and innovation to improve the lives of the people in their

community through effective and efficient service delivery (Kouzes & Posner, 2002).

According to Kouzes and Posner, if the local people are recognized and valued by their

ward leaders, they are more likely to sense comfort and worth in the responsibilities that

they play (2002).

Servant leadership

Servant leadership is exemplified by a leader who is loyal and dedicated to serving the

interests and requirements of those who have backed him or her. This is especially true

since servant leaders respect and listen to the people they manage for direction and

insight. Servant leadership, which starts with the leader and moves down to every

supporter, inspires hope, encourages perseverance, and gives supporters conviction and

resolve to attain the common goals described by Kgatle (2018).

Visionary leadership

People are inspired to promote creativity and innovation in their local communities

through visionary leadership. It is based on the idea that a leader is motivated by a vision

that is not only inspiring, moving, and trustworthy, but also actual when implemented to

solve problems in people's own communities. If visionary leaders' and local people's

visions are to prevent mismatched outcomes, as Westley and Mintzberg point out, they

must be grounded in daily realities (1989).

Quality Leadership Roles in Service Delivery

The importance of high-quality leadership roles as an essential component of

communities' effective and efficient service delivery cannot be overstated. Any

assessment of leadership that does not include a discussion of its roles is now considered

inadequate. The efficiency and efficacy of managers representing various departments in

agency will determine if quality leadership roles will facilitate and encourage service

delivery. What matters is that these quality positions have evolved into a magnifying

microscope through which the success or failure of leadership is measured, and as a

result, only carefully selected roles are reviewed here.

 Chapter 3

RESEARCH METHODOLOGY

This chapter presented the research design, research environment, respondents

and sampling procedures, research instruments and their validity, data gathering

procedures, statistical treatment of the data.

RESEARCH DESIGN

For a variety of reasons, the qualitative research method was chosen as the

primary approach for data gathering in this thesis. As demonstrated in this thesis, the

qualitative research method is more suited and useful in gathering subjective information

from participants.

Studying the nature and role of leadership is a difficult endeavor that necessitates

the use of a qualitative research method to allow the researcher to analyze various points

of view. Indeed, the qualitative research method benefited the researcher in gaining a

more in-depth understanding of what participants think about leadership's character and

role. The information gathered can directly indicate how people feel about the nature and

role of leadership in service delivery since it allows the researcher to collect data from

within the participants' context (Neuman , 2011).

RESEARCH ENVIRONMENT

The study will be conducted at National Food Authrority-Marawi City Sub-

Office. (Provide a description or history of NFA-Marawi City, if there is a map of your

office)
RESPONDENTS AND SAMPLING PROCEDURES

The respondents of the study will be the employees employed at the National

Food Authority-Mawari City sub-office. The researcher will be employing a purposive

sampling for there is only one NFA sub-office in Marawi which will be conducted by the

in the 1st quarter of the fiscal 2022.

(Ma’am kindly include ilan kayo sa bawat department)

Table 1 presented the distribution of respondents from the National Food

Authority-Marawi City Sub-Office.

Table 1

Distribution of respondents from National Food Authority-Marawi City Sub-Office

Number of Respondents
Name of Department
Target Respondents Total
1.
2.
3.
4.
5.
6.
7.

Total

RESEARCH INSTRUMENTS AND THEIR VALIDITY

 This study used the standardized questionnaires published electronically by Moila

(2021). Some modifications will be made to cater to the researcher's respondents and

suitability to the area of the study.

The adapted structured-interview among the respondents will have five (5)

questions. Each question will have 5 sub-topics to be asked to the respondent on the

duration of the interview.

Thus, data that will be gathered from the respondents will be analyzed using a

thematic analysis.

DATA GATHERING PROCEDURES

To be able to facilitate the gathering of data, permission to conduct will be sent to

the Agency Manger of the National Food Authority-Marawi City Sub-Office and to

department heads to ask permission regarding the collection of data among the employee

of their agency.

Since there had been a strict prohibition of face-to-face interaction, data will be

gathered through online platforms. A virtual meeting will be set to explain how they are

going to answer the said questionnaire. The questionnaire will be sent to the selected

respondents through their facebook messenger account and duration of one week will be

allotted for all the answers of the respondents to be collected. Answered questionnaires

will be tallied and will be statistically treated and interpreted.

Aside from those mentioned above, a hardcopy of the questionnaire will also be

distributed through the department’s head for proper distribution with adherence to the

proper health protocols set by the agency and local IATF.

STATISTICAL TREATMENT

The data that will be gathered will be interpreted using a thematic analysis for the

answers to the structured questions.

Thematic analysis is a method for analyzing qualitative data that entails searching

across a data set to identify, analyze, and report repeated patterns (Braun and Clarke

2006). It is a method for describing data, but it also involves interpretation in the

processes of selecting codes and constructing themes. A distinguishing feature of

thematic analysis is its flexibility to be used within a wide range of theoretical and

epistemological frameworks, and to be applied to a wide range of study questions,

designs, and sample sizes.

Thematic analysis is an appropriate and powerful method to use when seeking to

understand a set of experiences, thoughts, or behaviors across a data set (Braun and

Clarke 2012). Since it is designed to search for common or shared meanings, it is less

suited for examining unique meanings or experiences from a single person or data item.

Finally, because of its relevance to other methods of qualitative research, the steps of

thematic analysis echo those of grounded theory, ethnography, and other qualitative

methodologies that also rely on coding and searching data sets for themes as part of their

processes. Situating thematic analysis in relationship to other qualitative analysis

methods can help us understand the method’s scope and purpose.

 RESEARCH QUESTIONNAIRE

Instruction: Kindly put a check mark or fill out the space provided before that
corresponds to your answer. Please answer the entire question for the completion of the
study.

Part I. Respondents’ profile

Name (Optional): ___________________________

Department: ____________________________
Position: ____________________________

Age: Sex
25 below ( ) 43 – 48 ( ) Male ( ) Female ( )
 25 - 30 ( ) 49-54 ( )
31 - 36 ( ) 55 above ( )
37 - 42 ( )

Educational Attainment
Bachelors ( ) Masters ( )
Doctorate ( ) Post-doctorate ( )

Years in service: _________________

Seminars/Trainings Attended:
____________________________
____________________________
____________________________

Part II. Semi-structured Interview Questions

RESEARCH QUESTION 1: What is the nature and quality role of leadership in

service delivery NFA-Marawi City Sub-Office?
B1. What role do you think leaders play?
B2. Do you think the NFA-Marawi City Sub-Office quality of service delivery is
excellent, good, fair or poor?
B3. What do you think are the reasons for poor service delivery?
B4. Do you think there is a relationship between skills and poor service delivery?
B5. How often does NFA-Marawi City Sub-Office leadership meet with the
employee?

RESEARCH QUESTION 2: What impact do qualities of good governance and good

leadership have on the improvement of service delivery?
B6. What does good governance mean to you?
B7. What in your view is a good leader?
B8. What do you think are important qualities of a good leader?
B9. Do you think leaders live up to the ideas of good governance?
B10. Do you think leaders conform to qualities of good governance?
B11. Do you think there is a relationship between leadership and education?
B12. Do you think education should play a role for anyone to become a leader?

RESEARCH QUESTION 3: What is the applicable institutional capacity and

human resources that the leadership uses to improve service delivery?
B13. Do you think NFA-Marawi City Sub-Office leaders and employees are
adequately and professionally skilled to do the job?
B14. Do you think NFA-Marawi City Sub-Office employees are adequately
motivated to do their job?
B15. Do you think leaders and employees put the needs of the people first in
terms of service delivery?
 B16. Do you think the employees have in-house experience to manage projects?
B17. Do you think the public leaders and employees have adequate plan to
maintain the existing projects of the agency?
B18. Do you think the employees have experience to handle tender documents?
B19. Do you think there is fairness when awarding goods/supplies to the poor?

RESEARCH QUESTION 4: How does the enforcement mandate from the national
office assist leadership to improve delivery of services?
B20. What do you think is the place and role NFA-Marawi City Sub-Office in the
delivery of equal supplies to the commuinty?
B21. Do you think members of NFA-Marawi City Sub-Office are doing
adequately well?
B22. Do you think members of NFA-Marawi City Sub-Office are adequately
resourced?
B23. Do you think members of NFA-Marawi City Sub-Office need training?

RESEARCH QUESTION 5: What are the problems that impede the leadership’s
performance at the NFA-Marawi City Sub-Office and how they can be resolved?
B24. Do you think failure in service delivery reflects the shortage of public
resources?
B25. Do you think corruption is responsible for poor service delivery?
B26. Do you think there are other constraints that lead to poor service delivery?
B27. Do you know anything that demotivates the workers?