Leadership Practices and Style, Managerial Effectiveness, and Job Satisfaction and Performance Among Heads of Local Social Welfare Development Offices (LSWDOS)

Abstract

This study ascertained the leadership practices and style, managerial effectiveness, and job satisfaction and performance among heads of local social welfare development offices (LSWDOs) in Panay Island. Conducted in February 2023, 104 heads, selected through simple random sampling method, served as respondents of the study.

Four (4) published standardized data-gathering instruments were utilized in the study-the Leadership Practices Inventory; the Leadership Style Survey; the Leadership Assessment instrument, and the Minnesota Satisfaction Questionnaire; and the Agency’s Office Performance Commitment and Review and Individual Performance Commitment and Review. 

Statistical tools used were frequency count, percentage analysis, rank, mean, standard deviation, the eta correlation, and the Pearson’s r. Hypotheses were tested at .05 alpha level. 

Study results revealed that the most dominant leadership practices among heads of (LSWDOs) was “enabling others to act,” while “inspire a shared vision” was least dominant. “Model the way,” “challenge the process,” “enabling others to act,” and “encourage the heart” were extremely nurtured among the heads with participative style as their most dominant leadership style. These heads, described as great leaders, were very satisfied with their jobs and had outstanding job performance. They did not vary in their leadership practices, leadership styles, managerial effectiveness, job satisfaction, and job performance, regardless of their personal characteristics. Leadership practices, leadership style, managerial effectiveness; job satisfaction; and job performance were positively and not significantly related.