Certificate No.

AJA19-0226

ORGANIZATIONAL SETTING BEFORE AND AFTER PANDEMIC

IN EASTERN SAMAR NATIONAL COMPREHENSIVE HIGHSCHOOL

ORGANIZATIONAL LEADERSHIP STRATEGIES AND APPROACHES

BEFORE AFTER
VROOM AND YETTON’S NORMATIVE SITUATIONAL LEADERSHIP THEORY
DECISION MODEL
TRANSFORMATIONAL LEADERSHIP SERVANT LEADERSHIP

NARRATIVE:

BEFORE PANDEMIC THE HEAD OF OUR SCHOOL USED VROOM AND YETTON’S NORMATIVE
DECISION MODEL ALL THE DECISION MADE ARE FROM OUR SCHOOL HEAD BUT OFCOURSE OUR HEAD
ALSO CONSIDER THE INFORMATIONS GIVEN FROM THE MEMBERS. HE ALSO ASK SOME SUGGESTIONS
FROM THE DIFFERENT DEPATMENT HEADS BUT STILL THE FINAL WORDS IS STILL FROM THE HEAD OF THE
SCHOOL BUT AFTER PANDEMIC OUR SCHOOL HEAD USED THE SITUATIONAL LEADERSHIP BECAUSE OF
THIS PANDEMIC EVERYONE’S SUGGESTION AND IDEAS ARE CONSIDERED OR CAN AFFECT THE DECISION
OF THE OUR HEAD BECAUSE WE ARE ALL AFFECTED OF THIS PANDEMIC, ESPECIALLY NOW THAT WE ARE
USING MODULAR LEARNING ,WE THE TEACHERS ARE THE ONE TAKING RISK OF OUR HEALTH IN
DISTRIBUTING THE MODULES SO HE ALWAYS LISTEN TO OUR COMPLAIN AND SUGGESTION BECAUSE HE
IS CONCERN TO OUR HEALTH AND STILL THERES A NEED TO CONTINUE THE EDUCATION OF THE
CHILDREN.
Transformational leadership values employees in that it aims to guide and
inspire them to unlock their potential to benefit the company. Before pandemic the
head of a school ultimate goal is to make the SCHOOL COMPETITVE SO AS A LEADER
HE HELP THE TEACHERS AND STUDENTS TO ENHANCE THEIR TALENTS AND
POTENTIAL.SCHOOL HEADS also makes the SCHOOL a better place to work—
employees reap the rewards of shared success and are constantly thinking about their
essential contributions and growth potential. BUT AFTER PANDEMIC OURSCHOOL
HEAD USES SERVANT LEADERSHIP with its emphasis on listening and support, treats
employees not only as heroes, but also almost as customers which is very important
in times like this . An employee who feels a sense of purpose, value, and job
satisfaction because of the conversations they’re having with their servant leader will

ESSU-ACAD-500 | Version 1
 Certificate No. AJA19-0226

naturally be more productive. Ultimately, the manager is responsible for ensuring

that happiness exists and is sustained. Employees with servant leaders know their
bosses will always be there, providing whatever they need to thrive—even if it’s just
a listening ear or a bit of friendly advice.

COMMUNICATION PATTERNS
BEFORE AFTER
DOWNWARD TO A SUBORDINATE UPWARD TO A SUPERVISOR
LATERALLY TO A COWORKER DIAGONALLY TO A DIFFERENT DEPARMENT

NARRATIVE:

Before the pandemic the school used downward to a subordinate communication patters all the
decision are from the office of the most higher position in our division or we call him superintendent. He
just releases a memo and send it to different school which we call subordinates of the superintendent,
but after pandemic the lives of the teachers are the most in danger so our superintendent listen to the
teachers suggestion and ideas. Ideas on how to deliver modules to the students, suggestions how to make
the teacher safe. Before teachers only matters to give education to the children inside the school, so
talking with co-teachers about the grades, the lesson, the growth of the school only matters but when
pandemic occur to continue the education the school need to communicate to the other LGU, different
agency concerning about safety of the children and teachers and to the parent about how to continue the
education of their children.

Reward and motivation systems

BEFORE AFTER
Intrinsic motivation and extrinsic motivation Extrinsic motivation
Content theories and process theories Content theories and process theories

Narrative:

Before pandemic being a teacher is a passion. Teachers want to teach, to impart knowledge to the
student and this one of our motivation why we love this job, it comes within ourselves and also we are

ESSU-ACAD-500 | Version 1
 Certificate No. AJA19-0226

motivated because we are being paid for our job. But after pandemic when face to face is not allowed
maybe we only do this modular learning to continue the learning of the learners and of course we are
only motivated for our salary especially now that everyone needs money to survive because of this
pandemic.

As a teacher before pandemic we are motivated to do our job in order to achieve our needs and
wants and in the school content models motivation are very popular in management and leadership
training and the world of work. Process model of motivation before pandemic is very useful, our school
head always inspires us to do our job excellent and he always send us in many trainings and seminar to
enhance our potentials because in the future there will be a reward for us. After pandemic we are also
motivated by what we need in able to survive, we are also motivated by the leadership of our school
head to do our best despite of the situation. We are motivated by our school head even it is dangerous
for us we need to continue the education because we are teachers.

Reward and motivation systems

BEFORE AFTER
Intrinsic motivation and extrinsic motivation Extrinsic motivation
Content theories and process theories Content theories and process theories

ESSU-ACAD-500 | Version 1