WELCOME TO PA 124:

LEADERSHIP IN PUBLIC
SECTOR
LESTHER BALMATERO
B. Public Administration
MA. Urban and Regional Planning
Educator | Researcher | Legislative Consultant | Urban Planner |
Development Worker | Isko | Pilipino
BARANGANIC LEADERSHIP

Ramirez and Talisayon identified being maka-tao (people-oriented) and maka-Diyos

(God-centered), reinforced by the person’s kagandahang loob (natural goodness) and
lakas ng loob (strength of will), as the qualities that Filipinos look for in their leaders.
Baranganic Leadership

A person who is maka-tao believes that life’s meaning is more in giving than in receiving,
in utilizing talents and gifts in order to contribute to others’ well-being. He or she is
respectful of all persons, especially the poor, the downtrodden, and the less privileged,
and is willing to listen to them, their needs, and how they view their problems.
• A person who is maka-Diyos is
someone who believes in a
transcendent force that is
present within the person, a
truth that serves as a guide in
life. Thus, the person is given to
prayer and meditation in
whatever he or she does.
• These twin qualities of
leadership are offshoots of a
baranganic type of leadership —
which is small group-oriented —
a face-to-face type, not an
impersonal type.

• It is something that one feels in

his/her skin; an extended family
type of leadership.
THOUGHT PAPER 1: BARANGANIC LEADERSHIP
The Secret of Filipino Leadership
by Mina Ramirez and Serafin Talisayon

on or before Nov. 4, 2023

Scholars from Southeast
Asian countries and Japan
are increasingly interested
in suggesting alternative
management approaches
that are suitable for public
administrators
 Experts aimed to
assess how
knowledge creation
theory can be applied
in managing
government and
community
organizations
 Roadmap to understanding the
Knowledge Creation Theory
1
SECI Model:
Synthesis of tacit and
explicit knowledge
across individual,
group, and
organizational levels

2
Phronetic Leadership:
An essential driver of
knowledge creation
 The SECI model demonstrates the synthesis
of tacit and explicit knowledge over time

Tacit knowledge Explicit knowledge

• Difficult to translate into a formal • Expressed in comprehensible

and systematic language since it forms through formal and
deals with one’s thinking and systematic language
feeling

• Commonly transferred using

• Refers to expertise and principles structured channels and
of an individual accumulated and processes such as dialogues and
formed through experience information systems
The spiral denotes knowledge conversion
across four stages or modes

TACIT → TACIT Socialization

TACIT → EXPLICIT Externalization

EXPLICIT → EXPLICIT Combination

EXPLICIT → TACIT Internalization

Socialization • It occurs when individuals
(TACIT → exchange tacit knowledge
through participation in
TACIT)
shared activities within the
same environment.
• It involves sharing tacit
knowledge between
individuals through direct
interaction and observation.
• Examples:
• Having a close personal
contact for a long time
allow individuals to
understand others’ ways of
thinking and feeling (e.g.
principles, values, beliefs)
as well as know-how
• Direct interaction with
constituents
• Visits other areas or be
visited by other individuals
or groups
Externalization
• It involves translating tacit
(TACIT → knowledge into verbal or
EXPLICIT) written forms, such as
concepts and plans.
• It is communicating and
sharing individual knowledge
in forms that are
understandable to others,
including through dialogues
and meetings.
• Examples:
• Generate metaphors or
images
• Translation of the highly
personal or highly
professional knowledge of
clients or specialists into
explicit forms that are
easy to understand
• Documenting the findings
of meetings, seminars,
workshops, conferences
and training programs
“Exemplary public
administration in the
service of the nation
and the world.”
Combination • It refers to producing new
• Examples:

(EXPLICIT → knowledge by editing explicit

knowledge.
• Utilizing ICT for wider
dissemination or distribution of
products or services

EXPLICIT) • Collecting externalized

• It can involve synthesizing
concepts and information to
develop a prototype or
operating mechanism.
knowledge (e.g., public data)
from inside or outside the
organization and then
combining such data
• Using information gathered to
develop more usable forms of
explicit knowledge such as
reports, memos, plans, and
other documents
Internalization • It happens when new tacit
(EXPLICIT → knowledge is gained from
the actualization of
TACIT) innovations.
• When newly developed
improvements are practiced,
explicit knowledge is
converted to tacit knowledge
and absorbed into the
existing knowledge base of
an individual or organization.
• Examples:
• Conducting training
programs in larger
organizations to help the
trainees understand the
organization and their roles
within the system
• Mentoring by colleagues
and managers
• Using simulations or
experiments to trigger
learning by doing processes
(i.e., virtual simulations)
 The theory acknowledges the interplay between
the individual, group, organization, and
environment
1. Tacit knowledge is the source
of new knowledge. Thus,
knowledge creation begins at the
2. As knowledge flows through the
individual level, where tacit
modes of conversion, there
knowledge is formed and kept.
becomes a growing network of
interaction that transcends group
and organizational borders (e.g.,
sections, departments, divisions).

4. Over time, the constant

interaction between the tacit or
explicit knowledge across
different levels give rise to new
organizational knowledge.
3. The fields of interaction can also
include entities outside the
organization, such as clients and
suppliers.
 Roadmap to understanding the
Knowledge Creation Theory
1
SECI Model:
Synthesis of tacit and
explicit knowledge
across individual,
group, and
organizational levels

2
Phronetic Leadership:
An essential driver of
knowledge creation
 Phronesis, also known as practical wisdom,
highlights the importance of being able to
distinguish between what needs to be done and
what is not essential and taking action after
assessing a situation
Here are 6
abilities
that a wise
leader
possesses
Ability to set a • “Judgements must be guided by the individual’s values
good goal and and ethics. Without a foundation of values, executives
cannot decide what is good or bad”
make
judgments on • Examples:

goodness
• Formulating good vision and goals for the organization

• Displaying strong ethical behavior

• Championing good governance

 • “Allows one to correctly and quickly recognize constantly
Ability to changing situations, and to sense what lies behind
phenomena to envision the future”
perceive
reality as it is • Examples:
• Living in the area for years

• Employing several formal and informal methods to

learn and understand the situation
 • “Ability to find, locate, gather, and place appropriate
personnel in a timely fashion, and furthermore works to
create Ba (place, space, or field) with empathy and
Ability to resonance”

create “ba” • Examples:

• Establishing groups or forums for knowledge exchange

• Routine team meetings

• Encouraging open lines of communication between the officials

and their constituents (e.g., face-to-face, messaging apps)
 • “Ability to grasp the essence, conceptualize, and create
Ability to narrative by linking micro concepts to the macro context
as a convincing vision and narrative for the future”
articulate the
essence • Examples:
• Simplifying issues and communicating effectively with
stakeholders

• Using taglines that represent program goals

• Explaining new policies to constituents to allay their concerns

 • “Ability to bring people together, spur them into action,
to combine and synthesize everyone’s knowledge and
Ability to efforts, and to pursue goals by choosing and utilizing the
power and rhetoric suited to each situation with
exercise shrewdness and determination”

political
power
• Examples:
• Using “political will” to overcome constraints

• Employing carrot and stick approaches (hard power)

• Inspiring people to take action (soft power)

 • “Ability to create a system of distributed phronesis by
advancing and transferring existing phronetic capabilities
Ability to that individuals possess into others, to build an
organization that is resilient and responds flexibly and
foster creatively to any situation for its own good.”

phronesis in
others • Examples:
• Self-organizing teams emerge during program
development and implementation

• Proactiveness of employees to deal with concerns

THOUGHT PAPER 1: BARANGANIC LEADERSHIP
The Secret of Filipino Leadership
by Mina Ramirez and Serafin Talisayon

on or before Nov. 4, 2023