STI COLLEGE MALOLOS

THE IMPACT OF LEADERSHIP ON EMPLOYEES

WELLBEING AND RESILIENCE DURING COVID-19 PANDEMIC

A Research Presented to
The Faculty of the Department of Senior High School
STI College – Malolos
Dakila, City of Malolos, Bulacan

In Partial Fulfillment
of the Requirements for the Practical Research 2
Academic Track
Accountancy, Business, and Management

SARINA T. MENDOZA
DESSERIE S. DALAGAN
NICOLE MONTANTE
CHARLES I. PENARANDA
ANDREI STA. ANA BENIG
AERON MANALAD
MIKE JOSH GONZALES
REINNIEL GONZALES

January 2022
 ABSTRACT

People's lives, jobs, relationships, and physical health have all been significantly af-

fected by the global pandemic. It has had a significant impact on their mental health

as well. Since the beginning of the pandemic in early 2020, research has showed a

con- siderable drop in workers' mental health, particularly among those who manage

others. However, there is a scarcity of data on how senior executives are faring. This

study fills that need. And what we've found is rather depressing. According to our

research, senior leaders are feeling the strain of living and working in pandemic

conditions. Workplace stress is rising as a result of increased workloads, longer hours,

and a need to safeguard the well-being of employees. As a result, key peer

connections are hurting. In reality, senior executives are under more mental strain

than employees or mid-level managers in practically every field. However, because of

the pervasive stigma around mental ill- ness, many people find it difficult to admit

they're suffering, and more than half are concerned that saying so will jeopardize their

professions. As a result, they are not receiving the assistance they require. More than

80% of senior executives report feeling exhausted, which is a sign of burnout. And

51% said they're thinking about quitting, whether it's by resigning, moving to a less

demanding position, retiring, or taking a leave of absence. These difficulties have far-

reaching consequences not only for lead- ers, but also for their organizations and the

general economic recovery. Organizations risk not just losing critical leadership

talent, but also the unintended consequences of severely pressured senior leaders on

employees and workplace culture.

ii
 ACKNOWLEDGEMENTS

The researchers are eternally grateful to the following individuals for their con-

tributions of time, effort, and support in making this study possible and successful

one: First, praise and appreciation to God, the Almighty, for His showers of blessings

throughout the researchers’ thesis work, which enabled the researcher to

successfully,complete the thesis.

It is a true pleasure to offer the researchers’ heartfelt appreciation and gratitude

to Mr. Reymond Tugadi, the academic head of STI College Malolos, for the support

and invaluable guidance he has given to them.

We would like to thank the panels for sparing us your time to listen on our

thesis and exemplary recognition.

We would like to thank all the individuals who cooperated with us, by

answering the questions that we needed to be answer.

At last, our profound and genuine appreciation to our families for their

consistent and unmatched love, help and support. We are grateful to our siblings for

continually being there for us as a companion. We are perpetually indebted to our

parents for giving us the experience and opportunities that have made us who we are.

S.T. Mendoza
C.I. Penaranda
D.S. Dalagan
M.J. Gonzales
R.J. Gonzales
N.V. Montante
A.S. Benig
A. Manalad

iii
This work is dedicated to our

MJMG
SRTM
ASAB
RJPG
CKIP
NVM
ACM
DSD

iv
 TABLE OF CONTENTS

Approval Sheet ii

Certificate of Editing iii

Certificate of Statistical Treatment iv

Abstract v

Acknowledgements vi

Dedication vii

CHAPTER I – THE PROBLEM AND ITS RELATED LITERATURE 1

Introduction 1

Review of Related Literature 3

Review of Related Studies 16

Relevant Theories 24

Conceptual Framework 29

Statement of the Problem 30

Hypothesis of the Study 31

Significance of the Study 32

Scope and Delimitation 34

Definition of Terms 36

CHAPTER II – METHODS OF RESEARCH 40

Research Design 40
 Population and Sample of the Study 41

Sampling Design 41

Research Instrument 43

Data Gathering Procedures 44

Data Analysis 46

CHAPTER III – PRESENTATION, ANALYSIS, AND INTERPRETATION OF

DATA #

Title of the Subsection #

Title of the Subsection #

Title of the Subsection #

Title of the Subsection #

CHAPTER IV – SUMMARY OF FINDINGS, CONCLUSIONS, AND

RECOMMENDATIONS #

Summary of Findings #

Conclusions #

Recommendations #

REFERENCES #
ABOUT THE RESEARCHERS #
LIST OF TABLES

Table 1. Title of the Table #

Table 2. Title of the Table #

Table 3. Title of the Table #

LIST OF FIGURES

Figure 1. Title of the Figure #

Figure 2. Title of the Figure #

Figure 3. Title of the Figure #

APPENDICES

Appendix A. Title of the Appendix #

Appendix B. Title of the Appendix #

Appendix C. Title of the Appendix #

 CHAPTER I

THE PROBLEM AND ITS RELATED LITERATURE

Introduction

The global coronavirus (COVID-19) outbreak has posed substantial challenges

for leaders at all levels in a variety of sectors around the world. SARS-CoV-2

(COVID- 19), an unusual form of pneumonia first detected in the Chinese city of

Wuhan, has been wreaking havoc on the country's health and economy since the

beginning of 2020. (World Health Organization, 2020). The current COVID-19 issue

is unlike anything we've seen in over a century when examined in depth. This disease

appears to be a long- term and existential threat to global corporate leadership. Leader

resilience is crucial for the entire organization, including employees, and it involves

emotional, physical, and psychological endurance. Leaders should demonstrate a high

level of empathy for their colleagues and encourage them to remain calm and

systematic no matter what happens next.

Studies on the influence of Covid-19 on employee well-being, organizational

structure, and job design have been undertaken; however, there have been few studies

on the impact of leadership on employee well-being during the Covid-19 epidemic.

(Chen, 2020, as cited in Karamat, 2021). Leaders must adjust and respond to the

changing circumstances caused by the COVID-19 pandemic across the organization

to provide this support to employees, as their resilience can have a significant impact
on employees' resilience, wellbeing, work engagement, performance, commitment,

creativity, and helping behaviors. During and after the COVID-19 crisis, excellent

leadership and a supportive work culture can have a significant impact on employees'

wellbeing. Furthermore, leaders should provide their employees with the

psychological, financial, and logistical support they need to work remotely in order to

secure their safety and meet their performance objectives.

As the Covid 19 pandemic continues to spread, its influence on the workplace

and society has forced us to accept a new normal. Employees are confronted with the

difficult task of working from home while also handling the obligations of children

who are learning remotely or caring for other family members who may require

assistance. According to Eurofound, European countries have high rates of people

working from home, with the Republic of Ireland having one of the highest rates

during the Covid-19 crisis. Belgium, Italy, Spain, and France are additional countries

with significant rates of WFH (Koech & Namusonge, 2021).

The goal of this thesis is to see if supportive leadership conduct improves em-

ployee well-being by increasing psychological capital. Furthermore, to investigate the

impact of leadership on employee resilience and well-being, as well as the reverse.

Re- silience and employee life satisfaction, creativity, job motivation and

commitment, and helping behavior, with a focus on these mechanisms in the new

"work from home" situation, leadership in organizational disaster management, and

leadership in organi- zational resilience perspectives.

As a result, the primary goal of this research is to add to the existing body of

knowledge by analyzing two key topics. First, there is a paucity of research on

support-
ive leadership in the healthcare industry during such crises. During the Covid-19 pan-

demic, we investigate the influence of supportive leadership behaviors in promoting

workers' well-being.

Second, we develop a conceptual framework and study the mediating effect of

psychological capital using a job demands resources model (Bakker and Demerouti,

2008). Psychological capital is one of the personality constructs that refers to "an

individual positive psychological state of development" in the context of positive

psychology (Luthans, 2007).

Individuals with great psychological capital have the ability to overcome pan-

demic-related challenges and devote more time and effort to their jobs. As a result,

this research suggests that supportive leadership conduct improves employee well-

being.

Review of Related Literature

This chapter present the literature and studies that will give support to the

study of the researchers. The importance of this chapter is to gather ideas; it shows a

thorough search for answers to questions about the impact of leadership on

employees’ wellbeing and resilience during Covid-19 Pandemic.

Leadership. They say that the right leadership style may impact and secure

the organization's and employees' prosperity and economic progress (Hurduzeu,

2015). En- trepreneurial leadership studies mainly deal with corresponding

entrepreneurial atti- tudes and behaviors, the benefits of intertwining between

leadership and entrepreneur- ship, firms’ innovative potential, and organizational

performance (Hussain, 2021). Leadership style can be said to be the way in which a

leader motivates people, implements plan, and provides direction. Leadership style is

not such that should be changed frequently, leadership style should be tailored to the

specific needs of the position, the peculiar requirements of the employees concerned

and the specific challenges the organization is coming up against. Leadership could be

an important management talent, involving the flexibility to encourage a bunch of

individuals towards common goal (Mehmet, 2017). A transactional leadership style

can be seen as a transaction between the employer and the employees; where the

employee does what is expected from him/her in exchange for monetary

compensation. This leadership style creates clearly defined roles. The employees

themselves also play a crucial role.

Employees’ resilience. Resilience is the human capacity to meet adversity,

setbacks and trauma, and after-ward recuperate from them to carry on with life

completely (Cemal & Elif, 2016). They believe that people have the ability to change

and that this is a characteristic that can be attributed to them. It is broadly

characterized as the ability to cope well with calamities and a variety of problems.

(Brown, 2016). Employee resilience has profound implications for promoting

individual competence (Masten, 2001), enhancing individual responses to stressful

circumstances (Youssef and Luthans, 2005), and improving job performance (Cooper

et al., 2019). It also has emerged as a key capacity for employee growth and success

when responding to challenges and/or inevitable adversity in the workplace (King,

2016). Furthermore, it has been stated that resilience should be regarded as an

important source of competitive advantage beyond social and economic resources in

organizations (Rego, 2016). More than simple adjustment, employee resilience

embodies a transformational process (Näswall, 2015) in which employees tend to

respond positively, persevere (Cooper, 2019), keep an open mind, and continuously

improve in the ever-changing business world (Nilakant & Ou, 2015). Eventually, this

leads to resilient employees assisting organizations in coping with increasing flux.

Employees’ well-being. Workplace Wellbeing relates to all aspects of

working life, from the quality and safety of the physical environment, to how workers

feel about their work, their working environment, the climate at work and work

organization (ILO, 2021). Today, employee well-being has expanded beyond

physical well-being to focus on building a culture of holistic well-being including

physical, emotional, financial, social, career, community, and purpose. At the heart of

this is the growing need for flexibility in where, when, and how employees work.

Future Workplace has identified seven pillars of employee well-being to guide leaders

as they prioritize the well-being of their workers (EDT, 2021). Traditional workplace

wellbeing interventions have focused on individual stress management, but evidence

suggests that traditional stress interventions are often ineffective in the long term and

do not result in improved organizational outcomes (LaMontagne, 2007. Baumeister

and Alghamdi, 2015. Vanhove, 2016). Stress and wellbeing constitute separate, but

related, constructs. Just as the absence of mental illness does not equate mental health

(Keyes, 2005), the absence of stress does not equate wellbeing. However, evidence

suggests that flourishing may provide a buffer against the negative effects of stress

(Keyes and Grzywacz, 2005), indicating that investment in promotion of wellbeing

may contribute to stress reduction while also producing additional benefits associated

with flourishing at work (Honey, 2015).

Review of Related Studies

This section includes the studies that will be used to support the researchers'

research. The objective of this chapter is to collect insights; it provides a thorough

search for answers to issues about the impact of leadership on the well-being and

resilience of employees during the Covid-19 Pandemic.

Ilkka-Salmi conducted a study in 2020 entitled as, “The Experience Qualities

Approach to Leadership and Employee Well-being”. According to the research, in the

twenty-first century, organizations of and for professional people that possess

identified and acknowledged competencies are more dynamic, intense, and

demanding than ever before, due to constant changes and complexities. The study is

based on phenomenological psychology, which explores the phenomena of people’s

conscious experiences, along with the relevant conditions as experienced from the

subjective point of view. The focus is on the phenomena that are encountered by

experienced people.

The study aimed to explore the phenomena of leadership and employee well-

being and to increase the understanding of these phenomena by applying the less-

utilized principles of phenomenological psychology and the experience concept.

Specifically, the new experience qualities approach was used for the first time to gain

a deeper understanding of these phenomena. The objective was to find out the

meaning of the experience qualities approach to leadership and employee well-being

and the distin- guishing characteristics of leadership in the shared experience domain

of well-being between leaders and employees.

The results revealed three new indications. First, the phenomena of leadership

and employee well-being were not limited to being general experiences issues, or

emo- tions, but as different experience qualities, such as knowledge and assumptions,

which were perceived to enhance well-being. Second, some experience qualities of

well-being through leadership were shared between leaders and employees. Third, the

results pro- vide more precise information about what leaders need to acknowledge

when trying to improve employee well-being. In addition to these indications, they

suggest that the method applied in this research is a novel way of studying and

understanding leadership and employee well-being.

Fahri, karakas conducted a study in 2010 entitled “Benevolent Leadership” the

combination of four paradigms of Common Good Organization. This study will likely

have significant repercussions for team leaders and managers. In this study, the

researcher gathered in- formation from a variety of sources, interdisciplinary

viewpoints to design a benevolent leadership paradigm that focuses on its benefits in

organizations, there are theoretical origins and dimensions. The process of benevolent

leadership is when a person acts in a way that is beneficial to others.

As the result, the researcher evaluate the psychometric features of the entire

Benevolent Leadership Scale, which includes all 40 items. The researcher entered all

40 ele- ments from the Benevolent Leadership Scale into the analysis. Over percent of

the variance is accounted by community responsiveness, spiritual depth, procedural

ethics, positive participation, moral responsibility, hope and belief, clear vision and

large goals, and integrity. (Karakas & Fahri, 2010) The researcher used the

Benevolent Leadership Scale to test its convergent validity.

In this study, the effect of leadership on organizational performance (Karadag,

Tosuntas, & Danisman, 2015) was investigated in this meta-analysis investigation.

The random effect model's study revealed that leadership has a moderate impact on

organi- zational performance. Leadership style/approach, sample group/sector,

publication type, and publica- tion year were all recognized as moderator variables,

but only leadership style/approach and publication year were determined to be

moderator variables.

In this study, it was discovered that leadership has a moderate impact on

organ- izational performance; however, when the moderator factors were examined

separately, the safety and ethical leadership styles/approaches had the biggest impact.

According to the results of the moderator variable analysis for leadership-

style/approach, leadership styles/approaches moderate the effect of leader-ship on

organizational performance. Studies suggest that many factors of anorganization

affect organizational performance, including the preferred leadership style/approach

(Bycio, Hackett, & Allen, 1995; Dutschke, 2003. Howell & Avolio, 1993. Yukl,

1998).

Alessandro Lo Presti conducted a study in 2021 entitled as, “Leading

Innovative Work-Behavior in Times of COVID-19: Relationship Between Leadership

Style, Inno- vative Work-Behavior, Work-Related Flow, and IT-Enabled Presence

Awareness Dur- ing the First and Second Wave of the COVID-19 Pandemic”.
According to the research, in compliance with the social-distancing regulations

imposed by national governments to avoid the spread of the COVID-19 virus, many

employees continued their regular work activities while working remotely using

information and communication technol- ogies (IT). The sudden shift toward

homeworking forced many organizations to impro- vise and to develop new work

routines to virtually serve customers and to collaborate

with others inside and outside the organization. This shift also demanded employees

to engage in innovative work-behaviors to make the best of the situation and to even

flour- ish in the rapidly changing work environment (Janssen, 2000).

This study states the difference in how long they worked at home in the first

and second waves, as well as how motivated they were to work. Also, the importance

of leadership behavior to foster innovative behavior during the COVID-19 pandemic.

In general terms, innovation in business is the process of generating new ideas

or ap proaching existing products, services, business models, and concepts in new

ways. Leaders help themselves and employees to do the right things. They set

direction, build an inspiring vision, and create something new.

The studies is very useful to the researchers because they present that

leadership is shown to be a crucial factor in innovative work behavior as leaders they

shape the working environment, allocate resources, and influence employees’

innovative work behaviors by controlling, motivating, and inspiring them. In to day’s

world, innovation is the new leadership. Now that there is a Covid-19 pandemic,

employees work from their homes, but even if they work from home, they still have
connections with their leaders, and their leaders continue to inspire and encourage

them.

Relevant Theories

This chapter presents the related theories after the thorough and in-depth search

done by the researcher. This will also present the definition of important terms for

better comprehension of the study.

Situational Leadership Theory. The theory of Situational Leadership was

introduced by Hersey and Blanchard around 1992. Initially, leader effectiveness is

determined by the interaction between the leader's behavior and followers’ readiness.

Leaders will be able to influence their envi ronment and followers considerably more

effectively if they understand, recognize, and adapt to these elements. More precisely,

Hersey and Blanchard allocated a significant portion of their study to determining

appropriate leadership behaviors based on the qualities of followers. They discovered

that when the abilities of their followers changed, leaders would have to adjust their

leadership style. A leader's connection with their followers is likely to evolve

throughout time as these talents and willingness development. This indicates how

much attention a leader spends on completing tasks by being focused. The proper

level of directed behavior for leaders will be determined by the followers'

preparedness or growth level.

The 'concern for people' aspect of Blake and Mouton's Managerial Grid is re-

flected in a leader is supporting behavior. This refers to how much importance a

leader places on developing and sustaining strong relationships with subordinates by

caring for employees’ safety, well-being, and personal requirements. The proper level

of this relationship-focused strategy is decided by the preparedness or growth level of

follow- ers, simply as directed behavior.

It is relevant to the researchers' study because it implies that Situational Lead-

ership plays a significant role in the relationship of the leaders to their employees

when unexpected scenarios happen. The leaders’ behavior is how they sustain their

company stability and maintain their employee’s productivity. The Covid19 Pandemic

is a dis- aster to every organization and company because it affects their capital and

income.

Due to the surge of COVID-19 cases, one of the Enhance Community Quarantine

(ECQ) strict protocols is to lessen the number of people going outside and only

essential employees are allowed. In this case, the leaders and their employees are not

prepared for the changes, so that the well-being of their workers is affected. Because

of the in- consistent situation, the growth level of preparedness of the worker is

justified.

Maslow’s Theory Hierarchy of Needs. Abraham Maslow proposed the

Hierarchy of Needs in his 1943 paper "A Philosophy of Human Motivation" in

psychological review. It is a motivational theory which consists of a five-tier model of

individual needs, which is commonly represented as hierarchical levels inside a

pyramid. To explain the pattern in which human motivations usually shift, Maslow

used the terms "physiological," "safety," "belonging and love," "social needs" or "es-

teem," and "self-actualization." It is a list of human needs that must be met in order

for an individual to achieve full development and fulfillment.

 This theory is related to the researchers' study because Maslow’s Hierarchy of

Needs explained the psychological human motivation based on the pursuit of different

levels of needs. In this theory, it matched all the levels of the hierarchy to what moti-

vates a worker to make progress in their work and supply their needs. Employees in

terms of the lowest level of the hierarchy, they work to provide for their needs, in

paying their bills, for their shelter, water, food, health, etc. For instance, employees

work properly in order to earn a high salary. The second level of Maslow’s hierarchy

of needs consists of safety needs. Employees follow their company's policy of

wearing a face- mask and face shield while working. The third level of Maslow’s

hierarchy of needs is love and be- longing. Leader and employees are already a

relationship when they inter-

act with each other for a transaction.

The fourth level of Maslow’s hierarchy of needs is esteem needs. Esteem needs

are related to a person’s need to gain recognition, status, and feel respected. Once

some- one has fulfilled their love and belonging needs, they seek to fulfill their

esteem needs. Maslow broke up esteem needs into two categories: the need for respect

from others and the need for respect from oneself. Respect from others relates to

achieving fame, prestige, and recognition. Leaders have great self-esteem and a

positive self-image. They believe in themselves and feel they are worthy. Self-esteem

is important because the way you feel inside, the beliefs and ideas that you have about

yourself, is expected to guide the way you perform on the outside. Leaders do not

automatically gain respect from their employees they need to earn respect by

demonstrating that they value employees and prioritize their growth. Managers can
earn more respect by improving their communication with employees and explaining

important decisions.

The fifth and final level of Maslow’s hierarchy of needs is self-actualization

needs. At this level, people strive to become the best that they possibly can be.

Leaders accept themselves and their fellow employees for who they are. They have

low inhibitions and can enjoy themselves and their jobs without feeling guilty. Self-

actualized employees not only accept themselves fully, but they also accept others for

who they are.

Theory of Reasoned Action. The Reasoned Action theory was introduced by

Martin Fishbein and revised and expanded by Icek Azjen around 1970. Since the

initiation of the theory of reasoned action in late 1970s by Martin Fishbein and Icek

Ajzen,

the theories of reasoned action and planned behavior and, in its more recent

incarnation, the reasoned action approach, have been among the most influential

approaches to foreseeing and understanding intentional behavior. The theories have

been widely applied across multiple behaviors, contexts, and populations. With their

roots in attitude theory and the social cognitive tradition, the theories focus on

individuals’ beliefs with respect to future performance of a given behavior.

To give a clearer view on what the theory of reasoned action is, an example is

the attitude of a person that leads them to want to go out clubbing, but their bank ac-

count is not sufficient for them to go. The reasoned action approach extends the

theory of planned behavior by differ initiating between different subcomponents of

the attitude, subjective norm, and perceived behavioral control constructs in the
theory of planned behavior. The popularity of the theories is because of their relative

simplicity and adaptability, just as their adequacy in representing considerable

difference in behavior. The theories have also been use to establish more systematic

explanations of behavior by serving as the foundation or expanded theories that

include new constructs. In addition, to test salient processes that determine action

such as relationship between intentions and behavior.

To explain it simply, if that individual is in a positive mood, boost their beliefs

by saying extra details or facts about the topic you are talking about. For example, if

you persuade your friend to go see a movie then he said, “I’ve heard that movie is

funny” by replying, “Everyone says it’s funny” it can boost their beliefs strength.

Then if that individual have a negative attitude likewise, but by reducing their belief

strength just because their attitude is negative.

It is relevant to the researchers' study since it says that Reasoned and Action

Theory refers to how an individual's changing behavior in society might alter their be-

liefs about leadership and decision-making. The ability to affect people's attitudes and

behaviors is one of the most common roles of communication. In order to maximize

profit, workers will develop an effective technique to attract clients by building good

relationship to clients and giving services

This theory explains how consumer behavior is influenced by their attitudes

about providing services. The workforce will be knowledgeable of their shifting con-

sumer satisfaction as a result of the economy, society, and environment. Employees

may adjust how they render services to the clients by formulating appropriate ways to

cope with and survive the crisis. Furthermore, the current study will apply it to the
case of workers and professionals by predicting the behavioral beliefs of their

consumers when it comes to services. Reasoned and action will be appropriate in

formulating tech- niques, approaches, or anyways that the workforce can do to surpass

the issue in the COVID 19 outbreak.

Conceptual Framework

Environmental Uncertainty affects the employees’ behaviors and well-being as

well as their profit. Because of the new objectives and approaches they need to

recreate, those changes put them at risk. Adjusting to the new economic behavior as

well as the target market changing satisfaction are some of the factors that employees

encountered during COVID-19 Pandemic.

Adapting different Types of leadership styles of every employee will boost

their awareness and preparedness when unexpected circumstances happen. Through

this study, we will establish new approaches by knowing the impact of the pandemic

to employee’s well-being. We will also encounter the difficulties of workers in times

of pandemic and how they response to the dilemma. Through observation, the

workers will establish different types of leadership styles. To ‘grow’ is the central

idea of ‘sus- tainability’ engaging the employees to work properly and make their

performance im- prove. In addition, the employee’s leadership may help them to cope

up to every unex- pected situation they faced.

 Figure 1. Conceptual Framework of the Study

Effectiveness of this study will be determined as to how the COVID-19

Pandemic affect the leadership of employees as well as their well being and

preparedness. Creat- ing new approaches to maintain the workers willingness and

engagement to their work. The ‘growth’ of every individual through changes for the

betterment of the society.

Statement of the Problem

The General Problem of the study is; what are the Impact of Leadership on Em-

ployees Well-being and Resilience during COVID-19 Pandemic?

Specifically, the study will answer the following questions:

1. What are the difficulties encountered by employees in times of pandemic?

 2. Does leadership on employees significantly affect their well-being?

3. How employees adapt with different types of leadership styles?

4. Does resilience on employees significantly relate to their performance?

5. What are the things employees do to cope up in this pandemic?

Hypothesis of the Study

There are many factors that can hinder or aid a particular population and the

pandemic is one of it. This chapter represents the hypothesis that will be used to

support the researcher's study represented in this chapter. The Impact of Leadership

on Well- being and Resilience during COVID-19 Pandemic.

Ho1: Employee individual, organisational, and external factors significantly

in- fluence the psychological well-being of an employee during Covid-19 Pan-

demic

H11: Individual, organizational, and external factors have no discernible

impact on the performance of employees amid the Covid-19 Pandemic.

Ho2: There are considerable gender and age disparities in psychological

aspects of an employee’s well-being in the industry.

H12: On psychological aspects, there are no significant gender or age differ-

ences of an employee’s well-being in the industry.

Significance of the Study

The study was conducted to know the different Impact of Leadership on

Employ- ees Well-being and Resilience during COVID-19 Pandemic and to know the
im- portance of business in the society. The results of the study will be beneficial to

the following group of people:

Leaders. This will enable them to realize their great role in supporting their em-

ployees that is on the field of business. Furthermore, they would know how they could

guide their employees while they are managing business.

Employees. This study will apprise them about the other different impact of

their owners that they can use in their business. This will give them an information

about on how to deal with the different factors that can affect their business.

Students. This result will provide the students an information and knowledge

about the different Pre-eminent Selling Strategies of Micro-sellers. Therefore, this

study can offer the student’s realizations concerning it, and from there, they will even

be able to categorical their own purpose of read with regard to the topic.

Teachers. With this study, they will be able to know other owners’ different

strat- egies and their coping mechanism about this matter, and from there, they may

be able to formulate their own opinion and new ideas to grow more their impact to

students.

Future Researchers. The researchers hope that the result of this study would

also be a great help to future researchers. The presented study will serve as reference

that will give background or overview about their topic that is same as the topic of

this study. Also, this will be a good source on how the different methods were used on

studying the problems and reason in sudden preponderance of teenage business.

Scope and Delimitation

 This study is primarily focused on the employee’s well-being and resilience at

work during pandemic. The researchers are aim to know what motivates employees to

work and how leadership may encourage them. This study is for everyone especially

in research related to leadership, businesses and management. This study determined

the impact of leadership on employee’s well-being and resilience during COVID-19

pan- demic.

The study was limited only in gathering the data needed. The researchers

utilized articles, published research, and related literature as a basis of investigation

on the dif- ferent impact of leadership on employees well-being and resilience on their

business.

Moreover, the researchers conducted an interview through employees of

certain e-commerce brand industries. Through this, the researchers observed the

behavior of employees when they face such predicament. Thirty (30) were used as a

sample in con- ducting a survey. The respondents were interrogated to answer a

questionnaire con- tained the ten (10) interview questions that the researchers think

are important in providing answer to the problems of the study.

Definition of Terms

To clearly understand the researchers’ study, this part will give you some defini-

tion of an unfamiliar word.

Business. The business in our study is where the young entrepreneurs engaged.

Be able for them to lived and have their own source of income for their selves and for
their family. Business is the way to get unlimited the things they want. The business is

important in the modern world, which where people lived. (Gaurav 2011)

Credit history. It is a record of a borrower's responsible repayment of debts.

Empirical studies reveal the prevalence of data of the credit worthiness valuation of

small and medium enterprises. (Petersen & Rajan, 1994)

Covid-19 virus. Is a disease caused by a new strain of coronavirus. 'CO' stands

for corona, 'VI' for virus, and 'D' for disease. Formerly, this disease was referred to as

'2019 novel coronavirus' or '2019-nCoV.'

Entrepreneur starting venture. The beginning of the business of an entrepre-

neur or their start up activity. It is the events and actions of the entrepreneurs who are

en-gaged in the process of starting a business (Shepherd,2015).

Financial support. Money provided to enable an organization to continue. This

money is usually provided by the government for social protection of the population

to create a comprehensive system that will balance financial resources at all levels and

in terms of all forms of social protection. ( Malyovanyi et al.,2017).

Financial capital. It is any economic resource measured in terms of money

used by entrepreneurs and businesses to buy what they need to make their products or

to provide their services to the sector of the economy upon which their operation is

based.

Investment. The money that are being used to start a business. It has four ele-

ments; a contribution of money or assets; a certain duration; an element of risk and; a

contribution to the economic development of the host state. (Grabowski 2014)

 Selling strategies. Also known as sales strategy, this is a way on how you sell

your products to your customers. This is a plan for a company or an entity to sell

goods and services while growing profits.

Strategies. Strategy is used by the owners to build their own business. This

strat- egy will also help the employees for the good outcome in their business.The

strategy will encounter on different situations and action plan. The concept of strategy

is com- monly used in the field of management. Also, strategy has several meanings

like ob-jec- tives, goals, programs and others. (Mainardes at al.,2014)

CHAPTER II

METHODS OF RESEARCH

The methodologies employed in this research to address the research problems

identified in the previous chapter are presented in this chapter. It also includes sample

description and study settings, instrumentation and validation, data collection

technique, ethical considerations, and statistical data analysis.

Methods and Techniques of the Study

 The study utilized the mixed method type of research in evaluating the impact

of Leadership on Employees Wellbeing and Resilience during Covid-19 Pandemic.

The quantitative method was used to determine the statistical significance of error

analysis' effectiveness, while the qualitative method was utilized to comprehend

respondents' errors, experiences, and feedback on error analysis.

The mixed method research provides more diverse evidence. It helps to

address questions that no design alone can answer (Plano Clark, 2009). Researchers

can use all of the resources at their disposal and collect more comprehensive data

when they use mixed methods. This yields outcomes that take a broader view of the

overall topic or research subject. Furthermore, results may include both observations

and statistical analyses, with the researcher able to connect the results and answers

using both words and numbers (Lagman, 2013).

This is a quantitative study that is aim to understand better the given research

issue or subject by studying the marketing strategies of the local community. Targeted

groups or locations, quantitative research was particularly successful in obtaining

culturally relevant information about beliefs, opinions, habits, and social background.

This study offered detailed textual explanations of how people feel about a particular

topic. It also covered the "human" side of the subject, which includes people's

sometimes-conflicting attitudes, values, opinions, emotions, and relationships.

Furthermore, since it is the most versatile of the different experimental approaches,

encompassing a range of agreed methods and frameworks, this approach seen as the

best match in the researcher's data collection procedures.

These three (3) most common qualitative methods are participant observation,

interviews, and focus group discussions. Each method is particularly suited for
obtaining a specific type of data, and the type of data these three methods generate are

field notes, audio recordings (sometimes video), and transcripts.

Each method is best suited for obtaining a specific type of data. For this report,

the researchers conducted qualitative research through interviews; the interviews are

gatherings in which information gathered from the personal backgrounds, perceptions,

and experiences of each respondent. Structured, semi-structured, and unstructured

interviews are subtypes of the interview form. In a formal interview, the interviewer

asks each respondent the same set of questions prepared in advance. An unstructured

interview is a question that emerges unexpectedly during a free-flowing conversation,

implying that multiple questions posed to different respondents. Lastly, in a semi-

structured interview, the interviewers have prepared an interview guide. That loose

collection of topics and questions that the interviewer will ask in various ways for

each respondent. The researchers believe that this method of interview when paired

with a pre-determined collection of open questions that encourage the interviewer to

examine specific answers is useful because it encourages respondents to address and

raise concerns that the researchers might not have considered. The researchers

conducted the study using this method of survey and interview.

Population and Sample of the Study

Table 1 shows that there are 14 males (47%) and 16 females among the

respondents (53%).

F %
Male 14 47
Female 16 53
n= 30 100
 Employees, supervisors, and business executives in Bulacan are among the

survey's participants. While the business flow is currently hampered because to the

Covid-19 outbreak, the people who run the firm and those who work for it are under a

great deal of stress during these challenging times. As time passes, demand increases,

putting greater strain on their business. To meet this demand, managers must manage

their firm's system in such a way that the flow of business is not disrupted during the

pandemic while also taking care of their own well-being. It is critical not to provide

false confidence to employees, but rather an honest appraisal of potential encounters.

Avoiding future reactionary feelings of rage and resentment requires doing so without

euphemism. Maintaining a continual conversation will aid in making sense of any

confusion and preventing it from becoming a larger problem. Anxiety can be

minimized even further by establishing a central repository for up-to-date

information, well-defined protocols, and guidance for worries not related to work.

Sampling Design

The sample size was established using purposive sampling. According to

Crossman A.(2020) a purposive sample is a non-probability sample chosen based on

demographic characteristics and the study’s goals. The researchers explain their plans

for how they will distribute the content and forms in this section of the chapter. The

researchers selected purposive Sampling. This method is used to determine if the

paper is applicable and can be presented to the population or topic by looking at the

expertise of the population or subject.

The goal of this chapter is to determine which leadership style is most useful

and effective for the employees' resilience and well-being. This data led the
researchers to claim that they needed to look at the participant's validity and career

path. It is preferable for the researchers if the respondent is an employee who is part

of the leadership hierarchy, such as a firm employee or a fast-food chain manager.

The approach is effective, adaptable, valuable, relevant, and suitable for the

study being conducted, according to the researchers. They consider that this is the

most clear and simple method of obtaining the information they desire.

Research Instrument

We used two instruments in our research; An interview has a set of 10

questions, which has been based and adapted from the statement of the problem in

this study. Survey Method, which is a strategy for acquiring data by asking questions

of people who are believed to possess the needed knowledge. A formal questionnaire

list is created. In most cases, an unmasked technique is adopted. The respondents are

quizzed on their demographic interests, opinions, and preferences. The procedure

entails requesting information from people through a questionnaire, which can be

completed online or offline. It was constructed to determine the compliance and

functionality of the problem.

Data Gathering Procedures

The researchers prepared a questionnaire and survey to given to the

participants. They wrote a letter to the Academic Head, asking three (3) experts to

validate the instrument, and after the instrument was, validate, they wrote a letter of

approval to the Academic Head, approving the instrument for distribution. Following

the approval, they wrote to the owners of company and restaurants from selected areas
around Bulacan during the Pandemic. After the approval, they, then, made a letter to

the employees asking permission to conduct a survey for their research.

The researchers then conducted the interview with the chosen respondents and

have the entire interview recorded. The conversation lasted about 10-15 minutes. All

of the interview recordings were compile, transcribed, and tabulated after the

interview. This data served as the basis of analysis and interpretation.

Data Analysis

This part contains the data analysis and interpretation of the data that was

gathered by the researchers. The data was manually collected and categorized

according to the order in which the problems were given. The data were analyzed and

interpreted using Survey. The following statistical tools were used to analyze the data:

Frequency. The frequency distribution is the basic building block of statistical

analytical methods and the first step in analyzing survey data. The

frequency/frequency distribution was utilized to determine how leadership affects the

well-being of employees and resistance in the face of Covid-19.

Percentage. The percentage is calculated by dividing the frequency in the

category by the total number of participants and multiplying by 100%. Percentages

are appropriate when it is important to know the number of participants who gave a

particular answer in order to determine how the impact of leadership affects the well-

being and resilience of the employees.

Mean. The mean is the data's center point or typical value and summarizes a

complete dataset with a single number (Frost, 2021). It can help researchers minimize

or summarize the data set that was gathered from the researchers.
 Standard Deviation. Statistic that measures the dispersion of a dataset

relative to its mean and is calculated as the square root of the variance. (Hargrave,

2021). Standard deviation considered the most useful indicator of variability. It is a

single number that expresses a distribution's variability, or spread.

Pearson Correlation Coefficient. It is a measure of linear correlation

between two sets of data. It is the ratio between the covariance of two variables and

the product of their standard deviations (Pearson, 1880). This will be used to see if

there is a correlation between employee wellbeing and their ability to cope with

adversity.

The researcher classified the data into quantitative data. It also helped the

observer to conclude, made some decisions and answered the problem research. The

data analysis procedures defined below:

1. After completing the questionnaires, the researcher calculated the percentage

and tallied the employees’ responses by multiplying the sum of each item by a

hundred percent, then dividing the result by the number of employees who had been

multiplied by the maximum score. A Likert scale is used to quantify a person's or a

group of people's attitudes, views, perceptions, and satisfaction regarding a situation.

As a result, the researcher employed a Likert scale to calculate the % outcome. It was

explained as follows: The Likert scale was used to organize the employees ' response

questionnaire. The following scale was used to evaluate it:

Range Scale Interpretation

4.21 – 5.00 5 Strongly Agree

3.41 – 4.20 4 Agree

 2.61 – 3.40 3 Neither Disagree nor Agree

1.81 – 2.60 2 Disagree

1.00 – 1.80 1 Strongly Disagree

2. For the first portion of the questionnaire, the employees' answer score was

calculated for each item and the percentage was determined using the formula:

∑ SRS
%SRS = ¿ x100%
SRS maksimum

Information:

∑ : the total of employees ‟ response score was gotten by calculating SRS (VI+ SRS

I+ SRS N + SRS U+ SRS VU) SRS maximum: R × the best score choice.

: R × 5

A Likert scale can be used to calculate the % result. It was explained in this way:

Table 3.4 Criteria of Employees ‟ Response

Percentage Criterion
0% - 20% Very Low

21% - 40% Low

3.
41% - 60% Average
The
61% - 80% High

81 – 100% Very High

results of the second part of the questionnaire were utilized to address the study

question, which was specifically about the employees' reasons to find the impact of

leadership among them.

 The table formula below:

Total of employees choice

Results= X 100 %
∑ Number of the employees

4. The researchers then responded to the first research question by describing

employees' problems with utilizing a survey to determine the different impact of

leadership on resilience and wellbeing of employees by their leaders while dealing

with Covid-19 Epidemic. The second research question was then addressed by

elaborating on why leaders have an impact within his organization.

 CHAPTER III

PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA

Write an introductory paragraph here. Use present tense for this particular

paragraph. The paragraph allows you to discuss what your readers should expect

from this particular section. For discussing each subsection of this chapter, Use the

past tense.

Write the title of this subsection in bold letters (Each subsection of this chapter

should be aligned to each research question in your ‘Statement of the Problem’

section.)

Present a summary of your data in table and figure forms. Use the APA format.

Refer to tables by their number (e.g., “As shown in Table 1, . . .”; “Table 2

indicates . . .”; “Table 3 shows . . .”). Do not write “the table shows” or “the table

below (or above) shows”.

Table X

Pretest and Posttest Mean and Standard Deviation for Direct Instruction and
Web 2.0-based Instruction

Direct Web 2.0-based

Instruction Instruction
Test n = 15 n = 16
M SD M SD t-value df p-value Decision

Pretest 77.07* 1.83 77.06** 1.77 .01 29 .995 Accept

Posttest 86.61 6.11 89.95 5.48 -19.39* 29 .000 Reject

Note. This is where general notes to a tables are provided. This includes definitions of abbreviations.
The word ‘Note’ should be italicized.
* This asterisk pertains to a probability note (p value) for two-tailed tests. Examples are: *p < .05, two-
tailed. **p < .01, two-tailed. ***p < .01, two-tailed.
†
This dagger pertains to a probability note (p value) for one-tailed tests. Examples are: †p < .05, one-
tailed. ††p < .01, two-tailed. †††p < .01, two-tailed.

Notice how each table should be given table number and a table title below it.

Capitalize each word of the title. Do not make any text in any part of this section bold

or bigger. Horizontal lines should only be found between the title and the table,

between the column labels and the data, and below the data. Also pay attention to the

use of Note, asterisk, and dagger below the table. Here is an example of a table for

showing descriptive results:

Table 1 Profile of the Respondents

Frequency and Percentage Distribution of the Respondents

Profile Frequency Percentage

Sex
Female 74 100
Male - -

Age
18-27 11 14.9
28-37 12 16.2
38-47 18 24.3
48-57 19 25.7
58-67 12 16.2
68-77 2 2.7

Civil Status
Single 17 23.0
Married 41 55.4
Widowed 10 13.5
Separated 6 8.1

Here are other examples with corresponding explanations:

Table X Weighted Mean

Weighted Mean Scores of the Respondents’ Attitudes toward Mental Health

Weighte
Frequency Interpretation
d Mean
Item SD D N A SA
n n n n n
(%) (%) (%) (%) (%)

1. Item
4 4 24 146 122 3.27 Neutral
(1.3) (1.3) (8.0) (48.7) (40.7)

2. Item n n n n n 2.41 Disagree

(0.0) (0.0) (0.0) (0.0) (0.0)

3. Item n n n n n 2.51 Neutral

(0.0) (0.0) (0.0) (0.0) (0.0)

4. Item
n n n n n 2.42 Disagree
(0.0) (0.0) (0.0) (0.0) (0.0)

5. Item n n n n n 2.35 Disagree

(0.0) (0.0) (0.0) (0.0) (0.0)

6. Item n n n n n 2.01 Disagree

(0.0) (0.0) (0.0) (0.0) (0.0)

7. Item
n n n n n 2.39 Disagree
(0.0) (0.0) (0.0) (0.0) (0.0)

Overall Weighted Mean 2.48 Disagree

Note. SD = Strongly Disagree; D = Disagree; N = Neutral; A = Agree; SA = Strongly

Agree
If the table is split into two parts, write ‘Table X
(continued)’ on the next page.

The questions that need to be addressed are applicable to other statistical

treatments: (What does the table show? Do not discuss all the details found in the

table. Focus on the highest or lowest [extreme] values.) The respondents were asked

to rate their level of agreement with the statements. It is evident in Table X that the
weighted mean scores of the attitudes of the respondents towards (name of the

variable). (What is the overall mean score?) As shown in Table 1, it is noticeable that

they answered ‘disagree’ in majority of the statements with a weighted mean score of

2.48 (OR they disagreed with majority of the statements (M= 2.48). (What are the

specific results that have the highest mean values [or the lowest mean values]?

What do the result/s mean?) The lowest level of agreement was reflected in the

perception that once an individual has experienced mental health problem, he or she is

no longer capable of surviving it throughout his or her life (M = 2.01).

(What does the result mean?) The respondents were thus consistent in terms

of their perception that everyone can be hit by mental health problems. They also

perceive that using labels to stigmatize individuals with such problems is not

acceptable. How will you relate your result to finding/s from previous studies? (Go

back to your Chapter 2 then paraphrase such relevant findings.) This result was

consistent with that of Dela Cruz (2016) which highlighted the occurrence of stigma

associated with experiencing mental health issues. According to Delos Santos (2015),

while this may be a common negative condition, it is still inevitable that such issues

could affect anybody. (You may also cite findings which contradict the results of

your study.)

Write the title of this subsection in bold letters (Each subsection of this chapter

should be aligned to each research question in your ‘Statement of the Problem’

section.)

Present a summary of your data in table and figure forms. Use the APA format.

Refer to tables by their number (e.g., “As shown in Table 1, . . .”; “Table 2
indicates . . .”; “Table 3 shows . . .”). Do not write “the table shows” or “the table

below (or above) shows”.

Independent Samples T-test

Table 2

Pretest and Posttest Mean and Standard Deviation for Direct Instruction and
Web 2.0-based Instruction

Direct Web 2.0-based

Instruction Instruction
Test n = 15 n = 16
M SD M SD t-value df p-value

Pretest 77.07* 1.83 77.06** 1.77 .01 29 .995

Posttest 86.61 6.11 89.95 5.48 -19.39* 29 .000

***p < .001, two-tailed.

As shown in Table 2, the average pretest performance score of those who

utilized Facebook (M = 7.56, SD = 1.27) was not significantly different from that of

those who were exposed to paper-and-pencil-based learning (M = 7.98, SD = 1.23).

Since the p-value is greater than the significance level of 0.001, the null hypothesis is

accepted. This means that regardless of the learning mediums used, both groups

improved in a similar manner. (Discussion follow. Relate your result to finding/s

from previous studies. Go back to your Chapter 2 then paraphrase such relevant

findings. You can cite findings which either agree with or contradict the results of

your study.)
 The results further show that statistical difference existed between the two

groups, t(67) = -0.64, p = .524. The control condition participants (M = 9.91, SD =

1.70) had higher posttest scores than the experimental condition participants (M =

8.31, SD = 1.76). With the p-value lower than the significance level of 0.05, the null

hypothesis is rejected. This indicates that the participants from paper-and-pencil-

based learning condition significantly performed better than the participants from

Facebook-based learning condition. (Discussion follows. Relate your result to

finding/s from previous studies. Go back to your Chapter 2 then paraphrase such

relevant findings. You can cite findings which either agree with or contradict the

results of your study.)

Write the title of this subsection in bold letters (Each subsection of this chapter

should be aligned to each research question in your ‘Statement of the Problem’

section.)

Present a summary of your data in table and figure forms. Use the APA format.

Refer to tables by their number (e.g., “As shown in Table 1, . . .”; “Table 2

indicates . . .”; “Table 3 shows . . .”). Do not write “the table shows” or “the table

below (or above) shows”.

One-way ANOVA
Table 3

Descriptive Statistics for Perceived Usefulness by Experimental Condition

Control
Experimental Experimental
(Paper-and-
(Facebook Group) (Blogger Group)
pencil Group)
Dependent Variable n = 34 n = 35
n = 31
M SD M SD M SD
4.06 0.68 3.90 0.55 4.12 0.47
 Perceived
Usefulness

Table 3 indicates that there were no significant differences among the groups

in terms of perceived usefulness, F(2,97) = 1.45, p = .239. In Table 2, participants

from the paper-and-pencil group reported higher rating than the participants from the

two experimental groups. This may be attributed to the similarity of the three learning

mediums in terms of providing participants useful learning tools. (Discussion follows.

Relate your result to finding/s from previous studies. Go back to your Chapter 2

then paraphrase such relevant findings. You can cite findings which either agree

with or contradict the results of your study.)

Table 4 Pearson Correlation

Pearson Correlation Coefficients for the Relationship between Self-efficacy and

Intrinsic Motivation

Intrinsic Motivation
Self-efficacy
r p-value

Talent -.090 .360

Context .084 .394

Effort -.251* .010

*p < .05, two-tailed.

(What does the table show?) Table 4 provides the summary of the calculated

Spearman rho that tests the relationship between self-efficacy and intrinsic

motivation. (Which among the variables is statistically significant?) It can be

gleaned from the table that among the variables, effort was found to have a weak,
negative correlation with intrinsic motivation, which was statistically significant, r =

-.251, n = 30, p = .010. (What does the result mean?) This means that the higher the

level of self-efficacy of the respondents, the lower the level of their intrinsic

motivation and vice-versa. This result suggests that the respondents who have higher

level of self-efficacy in terms of the effort they exerted in their academic endeavors

tend to rate themselves with a lower level of intrinsic motivation, and vice versa.

RELATED STUDIES (Discussion follows. Relate your result to finding/s from

previous studies. Go back to your Chapter 2 then paraphrase such relevant

findings. You can cite findings which either agree with or contradict the results of

your study.)

(What about if the result yielded no significant relationship?) However, no

significant relationships was established between context and intrinsic motivation, r

= .084, n = 30, p = .394. Similarly, there was no significant relationship between

effort and intrinsic motivation, r = .084, n = 30, p = .394. (Discussion follows. Relate

your result to finding/s from previous studies. Go back to your Chapter 2 then

paraphrase such relevant findings. You can cite findings which either agree with or

contradict the results of your study.)

Note: “n” pertains to the sample size

Write the title of this subsection in bold letters (Each subsection of this chapter

should be aligned to each research question in your ‘Statement of the Problem’

section.)

Present a summary of your data in table and figure forms. Use the APA format.

Refer to tables by their number (e.g., “As shown in Table 1, . . .”; “Table 2
indicates . . .”; “Table 3 shows . . .”). Do not write “the table shows” or “the table

below (or above) shows”.

Table 5

Categories Developed through Thematic Analysis (Global Theme: Community

resilience to climate-related disasters)

Codes Basic themes Organizing themes

Prior experiences with natural Need to be prepared Sense of preparedness
disasters and self-sufficient
Presence of mind
Sense of urgency
Stocking up on essentials
Securing lives and properties
Reliance on television and radio Reliance on
Dependence on warnings issued communication
by local officials channels
Word of mouth
Family and neighbor support Emotional and Sense of togetherness
during difficult situation physical support
Care from families and
neighbors
Presence of other individuals
Generosity
Strong community spirit

The thorough analysis of the texts resulted in the generation of 30 codes, which

were further organized into eight basic themes and six organizing themes. As shown

in Table 1, the thematic network analysis surfaced the following dominant organizing

themes: sense of preparedness, sense of togetherness, (only two organizing themes

are provided in this example) effective leadership of local authorities, service

provision at the macro level, rebuilding in a self-reliant manner, and preparedness for

future disasters. These themes are further explored in the succeeding sections.
 Sense of preparedness. The experiences of the participants with major natural

disasters became instrumental in fostering a sense of preparedness at the microsystem

level. In particular, their experiences with previous disasters taught them valuable

lessons on securing their lives and properties. In particular, one participant stated:

“(Typhoon) Ondoy had become a lesson because most of the houses were affected by

flood.” (Informant 6)

Hence for the succeeding occurrences of natural disasters, the participants

demonstrated presence of mind and sense of urgency. Once they were alerted about an

impending calamity, they immediately stocked up on food, water, and medicines and

put all their clothes at higher place. Some participants even had to tie down parts of

their houses. As shared by a local official:

“Definitely, they were somehow ready. Upon knowing that a typhoon was

coming, they started preparing . . . they secured the rooftops of their houses. They

then started buying their food and prepared candle and flashlight. They had become

more prepared.”(Informant 3)

The reliance on television and radio for updated weather information was

substantial in alerting the community to prepare for disasters. At the mesosystem

level, it helped that the local authorities roamed around the village to issue warnings

to the residents. Participants who were near the fish ponds relied on their observations

of the increase in water level. Word of mouth also became a crucial means of timely

communication in the neighborhood. These practices were evidenced in the following

statements:
 “When they knew that flooding would occur, the Barangay Tanod gave us

signal and told us, ‘You have to prepare.’ They really gave us warnings.” (FGD

Participant 1)

“Once we heard from the TV reports that floodwater would rise, that water

would be released from the dam, we started preparing for it. We immediately put our

valuables at a higher place then we started running everywhere.” (Informant 3)

Sense of togetherness. The participants regarded the support offered by

families and neighbors beneficial to minimizing their stress and fear. They

experienced both emotional and physical support from their families and neighbors,

which enabled them to secure their properties and lives. More importantly, the support

was translated into a sense of togetherness which allowed them to endure the difficult

situation with fortitude. This was particularly manifested during the evacuation period

where the presence of other family members and neighbors was enough to ease their

adversity. When asked what particular attribute helped them in coping with a difficult

situation, a key informant answered: “Certainly, we were all together whatever

happened despite being worried about when the typhoon would finally stop.”

(Informant 1)

There were also instances when selfless desires to help each other were

exhibited in the neighborhood. The participants noted the generosity of affluent

families who were willing to offer their houses as temporary shelters. The strong

community support was also manifested during the calamity when some residents

willingly provided food for the evacuees. A key local official remarked:
 “There was ‘bayanihan.’ We were helping each other. Most of the time, for

instance, women and children were invited to transfer to a nearby elevated house.

There were also those who could afford to give food to the evacuation center.”

(Informant 8)
 CHAPTER IV

SUMMARY OF FINDINGS, CONCLUSIONS,

AND RECOMMENDATIONS

Write an introductory paragraph here. Use present tense for this particular

paragraph. The paragraph allows you to discuss what your readers should expect

from this particular section.

Summary of Findings

Write an introductory paragraph here. Provide a general introduction. The

paragraph allows you to discuss what your readers should expect from this particular

subsection. Use the past tense. The presentation of findings should be aligned to your

‘Statement of the Problem’ section. For instance, if you have four specific research

questions, you should also have four major sets of findings. List them in numbered

form.

1. Write your first set of major findings here, addressing the first research

question.

2. Write your second set of major findings here, addressing the second

research question.

3. Write your third set of major findings here, addressing the third research

question.
 4. Write your fourth set of major findings here, addressing the fourth research

question.

Conclusions

Write an introductory paragraph here. Provide a general introduction. The

paragraph allows you to discuss what your readers should expect from this particular

subsection. Use the present tense. The conclusions should be aligned to your

‘Summary of the Findings’ section. For instance, if you have four specific sets of

findings, you should also have four major conclusions. Each conclusion should

answer the “so what” question (For instance, so what if you already know that

majority of the students strongly agreed about their level of self-efficacy.) List them

in numbered form.

1. Write your first major conclusion here, drawing from your first set of

findings.

2. Write your second major conclusion here, drawing from your second set of

findings.

3. Write your third major conclusion here, drawing from your third set of

findings.

4. Write your fourth major conclusion here, drawing from your fourth set of

findings.

Recommendations

Write an introductory paragraph here. Provide a general introduction. The

paragraph allows you to discuss what your readers should expect from this particular
subsection. Use the present tense. The recommendations should be aligned to your

‘Conclusions’ section. For instance, if you have four major conclusions, you should

also have four major recommendations. You may suggest actions (do not use the word

‘must’) to stakeholders who are most likely to benefit from your research (you may go

back to your ‘Significance of the Study’ section.) List them in numbered form.

1. Write your first recommendation here based on your first conclusion.

2. Write your second recommendation here based on your second conclusion.

3. Write your third recommendation here based on your third conclusion.

4. Write fourth recommendation here based on your fourth conclusion.

 REFERENCES

Hurduzeu, R. E. (2015). The impact of leadership on organizational perfor

mance. 3(1), 289-294. https://seaopenresearch.eu/Journals/arti

cles/SPAS_7_40.pdf

¸ahin Danis¸man, S¸ ule Betu

¨ l Tosuntas¸, and Engin Karada
g
¸ahin Danis¸man, S¸ ule Betu
¨ l Tosuntas¸, and Engin Karada
g
Daniman, S., Tosuntas, S. B., Karadag, E. (2015). The effect of leadership on

organizational performance. 143-168. https://link.springer.com/chap

ter/10.1007%2F978-3-319-14908-0_9

Downtown, J. V., Burns, J. M., & Bass, B. M. (1985). Transformational leaer

ship theory. https://en.wikipedia.org/wiki/Transformational_leadership

Likert, R. (1950). Behavioral leadership theory. https://www.indeed.com/career-

advice/career-development/behavioral-leadership-theory

Purna, A. (2017). Organizational Adaptation Theory.

https://bizfluent.com/facts-7533511-organizational-adaptation-theory.html

Fishbein, M., & Ajzen, I. (1970). Theory of Reasoned Action.

http://www.cios.org/encyclopedia/persuasion/Gtheory_1reasoned.htm

Brown, K. (2016). Resilience, Development, and Global Change.

 Retrieved from https://www.pdfdrive.com/resilience-development-and-global-

change-d186612560.html?fbclid=IwAR2VG2d7XtkeaCR3pZmuHxXbK

TRBl_faQL2c7kFYzk9Jd19BNlXtEE4wl90

Karakas, F. (2010). Benevolent Leadership.

Retrieved from http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-

full&object_id=86595

Hersey, & Blanchard (1992). Situational Leadership Theory. 7, 1-6.

https://www.business-to-you.com/hersey-blanchard-situational-leadership-

model/

Martinez, H. (2016). Inspired and effective: the role of the ideal self in employee

engagement, well-being, and positive organizational behaviors. Retrieved

from https://etd.ohiolink.edu/apexprod/rws_etd/send_file/send?acces

sion=case1459192912&d sposition=inline

Schulte et al, (2020). Potential Scenarios and Hazards in the Work of the Future.
64(8), 786-816. https://academic.oup.com/annweh/arti
cle/64/8/786/5877004?login=true

Spurk, D., & Straub, C. (2020). Journal of Vocational Behavior. 119, 1-4.
https://reader.elsevier.com/reader/sd/pii/S0001879120300609?to
ken=960F6401516FFD9
E7B4F642BDF80A3ACC1D8D2FE798139B6116CE83618A38BA3328208F
B3B5B111 EFA34121B204C59BF&originRegion=eu-west-1&originCrea
tion=20211108100941

Keynes, J., M. (2020). Keynesian Theory. https://www.in

vestopedia.com/terms/k/keynesianeconomics.asp

Ricardo, D. (1817). Ricardian theory of comparative advantage.

https://www.scmp.com/comment/opinion/article/3077879/lessons-corona vi
rus-pandemic- will-show-our-economic-models-are

Emelianova, Y. (2019). The impact of reward systems on employee performance.

 Retrieved from https://www.theseus.fi/bitstream/han
dle/10024/170113/Impact%20of%20Reward%20Sys tem%20on%
20Employee%20Performance.pdf?isAllowed=y&sequence=2

Gupta, M. (2014). Employees’ satisfaction towards monetary compensation

practices. 6, 757-764. https://www.ripublication.com/gjfm-spl/gjfmv6n8_10.pdf

Maslow, A. (1943). Maslow Hierarchy of Needs Theory. https://corporatefinan

ceinstitute.com/resources/knowledge/other/maslows-hierarchy-of- needs/

Herzberg, F. (1959). Herzberg’s Motivation-Maintenance Theory.

https://en.wikipedia.org/wiki/Two-factor_theory

Sharma et al, (2019). A Systematic Review of Literature about Leadership and

Organization. 13(1), 1-14. https://scialert.net/abstract/?doi=rjbm.2019.1.14
 APPENDICES

APPENDIX A

LETTER OF CONSENT

Dear Respondents
Warmest Greetings!
Corona Virus Disease (COVID 19) pandemic. This is in view of our study, entitled
“The Impact of Leadership on Employees Wellbeing and Resilience during
Covid-19 Pandemic”. We are conducting the interview among employees.
The interview would last only for about 10-15 minutes and would be arrange
at a time convenient to the employees schedule. Participation in the interview is
voluntary and there are no known or anticipated risks in participating on our study.
All information provided will be kept with confidentiality and would be used only for
academic purposes.
Your approval to conduct our interview and survey for our study will be
greatly appreciated. Thank you in advance for your interest and assistance with our
research.

Sincerely, Noted by:

Benig, Andrei
Dionisio, Carrel Ruscel _________________________
Dalagan, Desserie Mr. Jeriel S. Hipolito
Manalad, Aeron Cedrick Research Instructor
Mendoza, Sarina Reign
Montante, Nicole Venus
Peñaranda, Charles Kim
Gonzales, Mike Josh
Gonzales, Reinniel Joseph __________________________
Mr. Reymond Tugadi
Academic Head
 APPENDIX B

INTERVIEW QUESTIONAIRE

Initial Questions
1. What is your name?
2. How old are you?
3. Where are you from?

Survey Questions

Resilience
1. I have strategies in place for dealing with stress.
2. When given a new task, I am confident that I will succeed.
3. When I encounter a difficulty, I lose sight of my goal quickly.
4. When one attempt fails, I learn from it and change my approach next time.
5. Do you agree that a proper and a good leader can make an organization grow?
6. I adapt and adjust to different situations in an organization.
7. When the leader in an organization treats the employees well, they get motivated.
8. I tend to solve problems in-group situations better than individual work.

Wellbeing
1. I am pleased with my current job.
2. I am happy with my current job.
3. I am satisfied with my current job.
4. I get enough support if I feel unhappy at work.
5. Are you satisfied with the treatment you are getting from your co-workers?
6. Are you happy with your work environment?
7. Does your work have a contribution in terms of being mentally stable?
8. Do you get stressed/anxious while working?

Leadership
1. Are you open to suggestions from employees and co-workers?
2. Are you willing to take responsibility when a team member fails to deliver against
expectations?
3. A leader must not hold any grudges or biases against anyone in the team.
4. Do you feel providing guidance without any pressure is a trait of a good leader?
5. Being a leader in this pandemic situation gave you a challenging time to handle your
employees.
6. As the pandemic persisted, your leadership skills in dealing with your employees
improved.
7. In this pandemic, leaders must change their roles and shift thier mindset to recognize
that employees' experiences extend beyond the workplace.
8. As a leader in the workplace, the motivation of all employees is no longer necessary,
especially in the midst of pandemic.
 APPENDIX C

CERTIFICATE OF _________________
 ABOUT THE RESEARCHERS

Mendoza, Sarina Reign is currently taking Accountancy

Business Management (ABM) with Specialization in
Fundamentals of Accountancy, Business & Management 2 in
STI College of Malolos and a consistent high honor student
since elementary. Also, an aspiring successful entrepreneur.

Dalagan, Desserie is currently taking Accountancy Business

Management (ABM) with Specialization in Funda-mentals of
Accountancy, Business & Management 2 in STI College of
Malolos and a consistent honor student since junior high
school. Also, an aspiring future stockholder and trader.

Montante, Nicole Venus is currently taking Accountancy

Business Management (ABM) with Specialization in Funda-
mentals of Accountancy, Business & Management 2 in STI
College of Malolos. Since junior high, she is a dedicated
student. In the future, she would like to be a business owner
and manager in other countries.

Peñaranda, Charles Kim is currently taking Accountancy

Business Management (ABM) with Specialization in Funda-
mentals of Accountancy, Business & Management 2 in
STICollege of Malolos. Aspiring to have his own business
someday.
Gonzales, Mike Josh is currently taking Accountancy
Business Management (ABM) with Specialization in Funda-
mentals of Accountancy, Business & Management 2 in STI-
College of Malolos. Aspiring to be a Restaurant General
Manager of large companies.

Dionisio, Carrel Ruscel is currently taking Accountancy

Business Management (ABM) with Specialization in Funda-
mentals of Accountancy, Business & Management 2 in STI-
College of Malolos. Aspiring to have his own business and to
be a manager.

Benig, Andrei Sta. Ana is currently taking Accountancy

Business Management (ABM) with Specialization in Funda-
mentals of Accountancy, Business & Management 2 in STI-
College of Malolos and a

Manalad, Aeron Cedrick is currently taking Accountancy

Business Management (ABM) with Specialization in Funda-
mentals of Accountancy, Business & Management 2 in
STICollege of Malolos and a