Gender Speech Pattern of UPLB Student Leaders

as Manifested in their Leadership Style

Renzo S. Villanueva
Bachelor of Arts in Communication Arts
University of the Philippines Los Baños

Submitted to
Katrina Anne E. Blanco
Thesis Adviser

May 2017
Permission is given to following people to have access to this thesis:

Available to the general public Yes

Available only after the consultation with the author/ thesis adviser No
Available only to those bound by confidentiality agreement No

_____________________

Signature of Author

_____________________

Signature of Thesis Adviser

 APPROVAL SHEET

The thesis attached hereto, titled GENDER SPEECH PATTERN OF UPLB STUDENTS

AS MANIFESTED IN THEIR LEADERSHIP STYLE, prepared and submitted by Renzo S.

Villanueva in partial fulfillment of the requirements for the degree of Bachelor of Arts in

Communication Arts, is hereby accepted.

PROF. GRACE BERNADETTE T. MENDOZA

Critic
Date: ____________________

PROF. KATRINA ANNE E. BLANCO

Critic
Date: ____________________

DR. LEONORA M. FAJUTAGANA DR. FELINO P. LANSIGAN

Chair Dean
Department of Humanities College of Arts and Science
Date: _______________________ Date: ________________________
 i

BIOGRAPHICAL SKETCH

Renzo S. Villanueva was born on December 29, 1996. He is the second of five children.

Reden, his father, has been working as a government employee for almost 15 years, while his

mother Emelita is a full-time loving stay-at-home mom.

After his primary education in Rizal Elementary School and secondary education in

Makati Science High School, Renzo was able to find a new family and a second home inside the

university.

In the university, he was able to discover more about his interests. He enjoyed

participating in numerous theatre productions, thus he joined Tabsing Kolektib, a theater

organization where he developed most his talents in performing and his skills in graphic

designing.

Most of the things he does are centered in the arts. In doing so he finds and understands

himself better. He wants to discover more of his capabilities in the field of performance art and

theater, and even other forms of art like music, literature, and visual art.

He sees himself working in more professional theater productions even outside the

university and hoping to take a Masters in Theater Arts. It is also his passion to be an educator of

children.

RENZO SUNGA VILLANUEVA

 ii

ACKNOWLEDGMENTS

There are many people I am grateful of and I would like to express my deepest thanks to

all of them, including those I have failed to mention. Without them, there would be no thesis I

can be proud of. My heartfelt appreciation for being my motivation and inspiration in writing this

thesis is given to the following:

My parent,: Mama and Tatay, I cannot put into words how grateful I am of your

everlasting support to me and my studies. I know that you have worked hard to support me, my

education, and my passions. Ate May, Paeng, Dong, and Miho, I cannot wish for more

annoying but ever loving siblings such as you.

Ma’am Kat Blanco, I am so grateful that I chose you as my thesis adviser because

without you, I really don’t know if I would be able to finish this thesis as surprisingly good as it

is now. Thank you for your patience and your sacrifices for this thesis. I would forever treasure

the things that I have learned from you starting from the day I became your student in SPCM102.

Ma’am Grace Mendoza, your warm smile and motivating words always help me get up

whenever I feel down and pessimistic about my thesis. All of your insights and suggestions

really helped in making this thesis improve in its every step.

Tabsing Kolektib, my family in the university, thank you for the lessons you have taught

me, may it be in theater or in life. The discipline I developed while practicing theater with you

helped me in the course of finishing this thesis.

 iii

Abucado House: Tim Lagundi, Earl Dulay, Tush Contreras, Jaira Roxas, Rica

Cadiente, Paul Alcala, Ivan Malaluan, Ysa Abad, Thalia Milante, and Gianna Toledo,

housemates or not, thank you for staying awake with me during those nights I am revising. I am

so grateful, not just for being my acad-buddies, drinking-buddies, and musical movie-buddies,

but for being such great friends. Ian Sanchez, for being my breather whenever I feel like

drowning in too many requirements and for the unrelenting support and love, thank you.

God, this thesis would not be possible if not for the strength and wisdom you gave me. I

offer to you the fruits of this labor.

 iv

ABSTRACT

Title: Gender Speech Pattern of UPLB Student Leaders as Manifested in their Leadership Style
Researcher: Renzo S. Villanueva
Adviser: Asst. Prof. Katrina Anne E. Blanco

This study aimed to examine the speech patterns of 10 UPLB student leaders of the

College of Arts and Sciences in the University of the Philippines Los Baños that reflect their

leadership style, which can be determined by gender. It sought to determine the differences in

leadership style of the student leaders, and to analyze how speech pattern was reflected in their

leadership style, and how gender may be exhibited in their speech pattern. Using descriptive

research method, it utilized a leadership style test (adapted from Northouse, 2009), a survey

questionnaire (adapted from Bogren, 2015), and a semi-structured interview for data gathering.

Consequently, the scoring method in the leadership style test, coding method, and context

analysis were employed to analyze each data. Similarly, Genderlect theory was used as a lens for

the framework of the study.

Results of the study revealed that there are three different leadership styles among the

student leaders, and the most effective is the very high-very high style. Speech pattern is a

fundamental measure in leadership but it does not always manifest in the leadership style.

Likewise, the gender of the leaders was not always evident in their speech pattern. The study

concluded that leadership style does not necessarily manifest the difference of leaders in speech

pattern according to gender.

Based on the findings it is recommended that the student leaders should identify their

leadership style for them to adapt their style depending on the situation and their members.

Furthermore, communication and language teaching should include lessons on gendered speech

pattern and stereotypes to address conflicts between genders that are caused by

miscommunication.
 v

Table of Contents

Page
Permission
Approval Sheet
Biographical Sketch i
Acknowledgements ii
Abstract iv
Table of Contents v
List of Tables vii
List of Figures viii
List Appendices ix

INTRODUCTION
Background of the Study 1
Research Questions and Objectives 5
Significance of the Study 5
7
Scope and Limitations of the Study
8
Definition of Terms

REVIEW OF LITERATURE
Perspectives on Gender in Speech 10
Male and Female Differences in the Use of Language 11
Gender in Leadership Styles 14
17
Communication and Speech Pattern to Leadership Style

THEORETICAL FRAMEWORK
Theoretical Lens 20
Conceptual Framework 21

METHODOLOGY
Research Design 23
Respondents and Sampling Procedure 23
Data Gathering Procedure 24
25
Data Analysis
 vi

RESULTS AND DISCUSSION

Leadership Style Differences of the Student Leaders 26
Speech Patterns of Leaders in their Leadership Style 29
Gender in the Student Leader’s Speech Pattern 32

SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS

Summary 36
Conclusions 38
Recommendations 38

REFERENCES 41
 vii

List of Tables

Tables Page

Table 1.Result of Leadership Style Test 29

Table 2. Result of the Situational Response Questionnaire 34

 viii

List of Figures

Figure Page

Figure 1. Conceptual Framework of the Study 22

 ix

List of Appendices

Appendices Page

Letter of Invitation 43

Survey Questionnaire 44

Interview Guide 49

Transcriptions of the Interviews 50

 CHAPTER I

INTRODUCTION

Background of the Study

Many of the researches that explore gender representation are from western developed

countries; this limits international readers to have an understanding of how gender is viewed in

Asian and developing countries like the Philippines. Because of a different cultural background

and religious beliefs, Asian countries have a different approach in viewing gender (Centeno &

Prieler, 2013). Such differences, including gender workplace inequality, gender in the lens of

language, and other taboo on gender and sexualities, would certainly be a good area to explore in

research.

The differences in gender have been looked up in different aspects of life including

speech, which form stereotypes that are associated to each gender. In a research done by Lakoff

(1975), the speech pattern that separate men and women are very different implying both were

polar opposites. Because of this claimed differences, the study of Eckert and McConell-Ginet

(2003) concluded that the way a man or a woman speak vary in terms of their use of words and

use of language corresponding to their sexes. However, these claims were challenged by recent

researches stating that the differences in speech is not because of gender but an ingrown pattern

dependent on identity. According to Bogren (2015), people are aware of having unconscious

stereotypes when it comes to speech of each gender although the respondents implicitly stated

that these differences are because of individual identity rather than gender dependent. One of the
 2

implications of Bogren’s speculation is that researches continue to classify differences according

to gender, making more stereotypes and limiting genders to specific words or speech to use.

The perceived difference in speech that corresponds to a gender is only a stereotypical

frame created by people in the society, thus making language barriers between genders rather

than classifying the differences as individual identity (Bogren, 2015). Because of the perception

that genders base their speech pattern on a specific category that corresponds to gender, such as

associating politeness exclusively to women and aggressiveness to men, it can divide and place

individuals in specific frames of gender that creates prejudice in the society. This can become an

issue especially if a specific gender does not conform to societal made frame of speech

difference to be used (Xia, 2013). An example is that when a little girl is scolded not to talk the

way she does because she is a girl and only boys can talk like that. This scenario shows how the

personal growth of the little girl on how she wanted to express herself is repressed.

In exploring gender stereotypes in a developing country such as the Philippines, it was

concluded in a study by Centeno and Prieler (2013) that gender stereotype is high in the

Philippines when explored in terms of the quantity of a specific gender portrayal in television

advertisements. They stated that portrayals may reveal the society’s respect or lack thereof for a

given societal group. Moreover, gender portrayals are viewed as an essential indicator of a

gender bias society. It can therefore be concluded that the Philippines relies greatly on

stereotypes and this may affect the way people act and judge others action.

A problem that arises from gender stereotypes in a certain community is their view and

perception on what characteristics leaders should have. Same issue can be attributed to how

Filipinos chose their leader last 2016 during the presidential election. Many of the Filipinos

admired President Rodrigo Duterte because of his machismo characteristics such as being
 3

assertive, aggressive, and firm in decisions. In the same light, students of Valerie Petit associated

the word “leader” with words such as charisma, vision, and power and with names such as Steve

Jobs, Barack Obama, and Napoleon (Rosener, 1995). Through the replies on such exercise, it

showed how people view a leader as a man with masculine characteristics for 20 years, which is

a result of relying on gender stereotypes in a community. Nonetheless, women have paved their

way to managerial roles in this modern day despite the stereotypes associated with masculinity as

leaders. Researches on gender and leadership shows that male and female managers are hardly

differentiated by employees, but many still think otherwise (Petit, 2014). Her students believe

that leadership is a result of preconceived notions and stereotypes about leaders and this process

results to how leaders are determined, as well as how people consider themselves as a leader and

abandoning the hope of becoming one.

Since both men and women today have been given opportunities on leadership roles,

different stereotypes have also been associated with each gender as leaders. In a stereotypical

view, female leaders tend to promote closer bond through communication while male leaders

uphold status and power-oriented communication styles (Merchant, 2012). These stereotypes that

are formed bring prejudice to different gender in the workplace. Since the time that women

fought for their rights and equality, women have made a significant progress in penetrating a

larger part of the work force. Although women were given equality in the work place,

stereotypes still hold back a few opportunities for both men and women (LeanIn & McKinsiney,

2015). Leadership is usually equated with words such as “competitive”, “aggressive”, and

“dominant”, which are viewed to be characteristics of masculinity that is why female leaders are

usually regarded as “being like men” (Hearn & Parkin, 1987). Just like how Margaret Thatcher, a

former prime minister of the United Kingdom, was often described as the “best man” in Great
 4

Britain. This describing of women as being like men are not because of their characteristics as

leaders but also their way communicating and, maybe, even as specific as their speaking style.

Same occurrence is being experience by many of the Communication Arts based student

organizations in the University of the Philippines Los Baños (UPLB), having mostly female

presidents leading their groups as seen in the current executives of the organizations this

academic year. Just like how Thatcher has been regarded as being like men, these female leaders

may be seen as having characteristics that are stereotypically seen as masculine and not as

characteristics of their own. Stereotypes dictate how a specific gender will and should act in a

given society that is why deviance to such stereotypes results to disassociation of characteristics.

These individuals may possess characteristics of being a leader not only because of what they

perceive men has but it is how they act according to their identity as an individual and most of

these differences vary among individuals’ leadership style especially through their

communication. Thus, this stud looked into the speech pattern of UPLB student leaders as it is

manifested in their leadership style that may be rooted in their gender.

Leadership relies greatly on communication. The way leaders communicate to their

followers will show how effective a leader would be. The differences in the speech used by the

leaders also correspond to their leadership style and it may vary according to gender and

individual identity. In exploring the speech differences of individuals, it would be contextualized

on leaders and their leadership styles to examine the speech differences of genders through their

position as leaders.
 5

Research Questions and Objectives

Speech patterns of 10 student leaders of different organization from UPLB were explored

in the study. These differences revealed how different genders communicate as reflected in their

leadership style. Along with this inquiry, this study aimed to examine the speech patterns of

UPLB student leaders that reflect their leadership communication style, which can be determined

by gender.

Specifically, the study sought to answer the following questions:

1. In what aspects does each student leader differ in leadership style?

2. How do student leaders’ speech patterns reflect their leadership style?

3. How is gender reflected in their speech pattern?

Significance of the Study

Gender differences on different aspects, including speech, have been studied around the

world since Lakoff in 1975, but there are only quite a number of studies that challenge the idea

of classifying specific characteristics to a specific gender. Although gender differences in

leadership have been explored in different studies, they are more explored in the fields of

psychology, management, and sociology disregarding the greater aspect of leadership which is

communication. Leaders were usually examined in terms of their personality characteristics by

other studies. The current study focused on the speech style on pattern communication of the

individual.

Through this study, student leaders will be knowledgeable on the different stereotypes on

gender when it comes to speech differences and leadership style differences. With this
 6

information, they will be able to prevent prejudice that arises from such stereotypes. Once these

leaders are equipped, their respective organizations will then have a greater view on gender to

guide each member in choosing and evaluating a leader. This will also help each leader in

evaluating their leadership style and adapting it to the most effective way possible.

Further knowledge on the different speech style of leaders will be gained by linguists and

sociolinguists being the prevalent researches when it comes to exploring the spoken discourse in

terms of their gender differences. Having new perspective on the differences in speech pattern,

this study can help start an exploration on understanding differences in speech and how it is

manifested in leadership styles. The study also wants to alleviate existing gender discrimination

especially in spoken discourse, leading to freedom of speaking without judgment.

Gender studies, especially in relation to language, are very significant to other fields as

well, such as anthropology and psychology. Kirchengast (2004) even conducted a study to

evaluate the significance of gender studies in anthropology. Gender and language says a lot

about the society of a certain culture and thus helps in understanding its history. Psychology, on

the other hand, also has been inclined in studying language of individuals. Through such studies,

psychology will gain a different view of understanding the language of individuals because this

study is in the field of humanities. Studies that involve psychological understanding of

individuals’ language involve brain activities and focus more on behavior, but this study focuses

on the spoken discourse itself and language use.

Language teachers can also impart an unbiased, in terms of gender, way of learning

language. As people understand that these differences are not because of some social construct

way of speaking, freedom in speaking styles, use of language, and alleviation of gender

discrimination can be achieved. Because these kinds of studies are yet explored, future
 7

researchers can gain idea on a knowledge gap to look at and fill in from this study. The field of

gender and the language of leaders in spoken discourse should be far more explored.

In the university, this study can also benefit the students of BA Communication Arts

program in their course on Group Discussion and Leadership (SPCM106). Because the study

explores gender relations in leadership, an understanding on gender differences may be discussed

in the class for the students to have a different perspective on leadership and the role of gender in

each leader’s speech pattern and leadership style.

Lastly, this study can serve as a future reference for other research in different fields

exploring gender, speech pattern, and leadership. There are certain areas and limitations in the

current study that can be further more discussed by other researchers.

Scope and Limitations of the Study

This study covered gender and identity in speech patterns in the aspect of leadership.

Participants included were 10 student leaders of 10 academic organizations in the College of Arts

and Sciences (CAS) of UPLB. CAS was chosen because this college has the most number of

students to represent the university, thus 10 student leaders represent a number of undergraduate

programs offered by CAS. Although each organization has an executive committee that contains

leadership positions, the study only explored the speech patterns as manifested in the leadership

style of the person with the highest position, which is the president.

The 10 student leaders were equally distributed to both sexes (i.e., male and female) and

were limited to the masculine and feminine gender. Other sexual orientations are not part of the

scope of the study because their language is yet explored and compared to the stereotypical

language of male and female. The study used “gender” and not “sex”, although it is limited to
 8

male and female, because it deals with stereotypes where the role of each gender in the society is

represented.

Definition of Terms

The terms used in the study are conceptual in nature because their operational definitions

are very similar. Terms may be specified or defined according to their use in the study to

standardize the definitions.

Gender is defined as the differences between being feminine and masculine set by the

society (Holmes, 2007). In this study, the differences that were analyzed were focused on their

differences in speech. Although a number of genders exist today, the study was limited to the

masculine and feminine genders because classifications on gender differences in speech or

Genderlect is within the two given genders. The study did not be use the term “sex” because it

explores stereotypes or roles of the sexes in the society, rather than the biological aspects of the

sexes.

Leadership “is an interpersonal influence, exercised in a situation and directed, through

the communication process, toward the attainment of a specified goal or goals” (Tannenbaum,

Weschler & Massarik, (1961, p.24). This study explored speech differences of leaders in terms of

their gender and identity but in the context of their leadership communication style.

A student leader is generally pertained to students who have leadership position in the

entire school or campus. Moreover, it may include those other members of the executive

committee. In this study, however, a student leader is pertained to the president only, who holds

the highest position in an organization.

 9

Organization is defined as a body of people with a particular purpose. Similarly, the

study defines organization as a group of students with a specific purpose. The study also limited

the organizations to academic organizations in the CAS.

 CHAPTER II

REVIEW OF LITERATURE

To help in determining the nature of the current study, an evaluative report of different

related researches on perspectives on gender in speech, male and female differences in the use of

language, speech differences caused by identity and personality, and gender in leadership styles

are presented in this chapter.

Perspectives on Gender in Speech

One of the major influences of the current study is the study of Robin Lakoff in Language

and Woman’s Place (1975). Lakoff’s study focused on identifying the characteristics of the

language of a woman. According to the study of Lakoff, it is assumed that there is an expectation

on how women are to speak because they are marginalized in this patriarchal society. What are

appropriate women’s speech were identified.

In 2013, Bogren conducted a study in relation to Lakoff’s understanding of the use of

language in terms of genders. She looked into the changes in the views and perceptions of people

against stereotypes in the use of language in speech. It was concluded that students were actually

aware of the stereotypes that are existent in speech regarding gender although they were

demonstrating stereotypical judgment towards the examples of speech. A pattern was also found;

the choice of speech and language of the participants was not dependent on the gender but on the
 11

individuals’ identity and personality. This study did not focused on analyzing this view of the

participants on stereotypes perceived by them alone.

In this study, the identity and personality of an individual as a form of difference in the

use of speech will be looked upon and analyzed together with exploring if gender stereotypes is

actually still the focus of choice of speech and language of individuals by student leaders of

UPLB as a form of leadership style.

Male and Female Differences in the Use of Language

Stereotypes arise from pointing out differences between things. In this study’s case, it is

gender. Many books and researches focused on identifying the differences between how men and

women differ in speaking. Many of these researches tackle different perspective on gender in

speech although this section of discussion focuses on the identified differences between the

language of male and female gender. In Lakoff’s study (1975), she identified nine traits of

women language that separates them from men. She used it testing the views and perceptions of

her respondents regarding gender stereotypes in speech. These traits include the following:

1. Women often have a large stock of words related to their specific interest, often

connected to a female occupation such as sewing or decorating. Thus, a woman typically

has a large spectrum of names for different colors.

2. The use of empty adjectives, e.g. divine, charming and cute, is seen as stereotypically

female. These elements are applied to soften and add a friendly tone to the sentence,

although they do not add any particularly meaningful content.

3. The use of question intonation where declaratives are expected and inclusion of tag

questions and rising intonation are often seen in statement contexts.

 12

4. The use of hedges is seen as a female trait because it expresses uncertainty, e.g. words

such as “kind of”, “well”, “little bit”, “sort of” and “I guess”.

5. Intensive “so” in sentences is used to reinforce a strong emotion or opinion.

6. There is a usage of hypercorrect grammar. According to Lakoff, this entails that women

should not talk rough like boys and should preserve a correct grammar.

7. Superpolite forms are used in order to uphold social conventions, e.g. a consistent use of

words that depict politeness, such as “please” and “thank you”.

8. The facts that women do not tell jokes, have no sense of humor and lack the ability to

understand and perform a joke are also traits of women’s language.

9. Women have a tendency to speak in italics, which means that they use a certain

intonation to put emphasis on a word or an expression (Bogren, 2015).

In another study, Xia (2013) discussed the differences in language use between men and

women in contrast to Lakoff’s work, which focused on understanding women’s language only.

Seven aspects were included in examining the differences in the use of language: pronunciation,

intonation, vocabulary, syntax, attitudes towards language, non-verbal, and in choosing topic.

These differences were molded by different factors that are more social rather than physical or

relying on their biological components. According to the study, a baby that was born with female

reproductive system does not necessarily automatically grow into a woman. This individual has

to turn herself into a woman or rather turned into a woman by the society that she lives in

through giving societal expectations on how she is to behave (Xia, 2013). It is very evident that

society gives a set of differences between genders by saying that there are specific actions that

are socially acceptable. Just like in the differences in the use of language, Xia pointed out three
 13

factors that affected the differences in the genders use of language: psychology, social status, and

cultural background.

In the difference in psychology, Xia pointed out the differences in attitudes of women

and men regarding analyzing what they are about to say. She generalized that women thinks the

effect of the word they will utter unlike men who appear to be rash and blunt that they seldom

think about what others think. In terms of difference in social status, Xia focused on education

and roles in the society. Men are expected to have more time in school and are filling up higher

and more important roles in the society. Because of these differences, men tend to dominate

everything; they tend to be more assertive and have more self-confidence in speech. Finally,

difference in cultural background discussed the unique life styles and modes of thinking of

individuals. Xia concluded that language’s rules are defined by people’s life style and mode of

thinking.

Aside from researches and studies that were conducted to understand the differences in

the use of language between genders, books were also written to understand the differences in

the language use of men and women. Tannen (1994) focused on understanding gender

differences in the context of workplace as well as difference in conversational styles of each

gender. Although she discussed in detail how men and women differ in speaking, she focused on

the difference in speech through conversation. According to her, women are conversing

primarily to build rapport to establish connections and relationships, while men favor report talk,

which means sharing impersonal information in preserving independence and maintaining a

status in the hierarchy of social order. Men are dominant in public conversation even when they

actually know less about the subject because of their goal to establish status (Tannen, 2010).

Women, on the other hand, listen more because they are socializing to be more accommodating;
 14

although women dominate private talks within and about relationships (Tannen, 2010). Many of

the discussed differences in the books were from generalizations of Tannen, which she drew

from conclusions for her scholarly works.

Gender in Leadership Styles

The differences in gender have also been looked into the aspect of leadership from

different studies. Fields such as psychology, management, and sociology are active participants

in doing studies in the aspect of gender in leadership. In this study, gender differences in speech

will be studied but in the form of leaders or their leadership styles.

Researchers from the past two decades have been trying to find the answer to why there

have been few women leaders. Even though women have also been dominating the work force,

there still are numbers of women who do not hold top administrative positions. Because of these

questions, researches has looked into the characteristics of the leadership styles women may have

that might be a factor why they are not considered in higher positions.

According to Moran (1992), the society has been used to having men as leaders that now

they tend to generalize the needed characteristics of a leader to be masculine-like. This notion

that has been assumed is being embedded in the thinking and language of these people. Because

of these assumptions, several stereotypes arise that holds back women to attain a leadership

position. Although these opportunities are sometimes given to women, they are expected to

behave like their male counterpart rather than bringing a new talents and perspectives in being a

leader (Shavlik & Touchton, 1998).

During the 1960s to 1970s, there have been early researches regarding sex role

stereotypes; it was shown that men are seen as more competitive while women are seen as warm
 15

or expressive. It was because of these researches that people see masculinity and femininity as

opposites. Same thinking is applied in the way a specific gender formulates the sentence that

they will utter. Men and women are separated by the thinking that they are opposites in terms of

their characteristics when in fact they may have the same traits and that it may vary to different

people.

In the book of Groysberg (2013), she discussed some factors that affect gender

differences of leadership styles and decision-making. The differences where categorized into

three major classifications: personal differences, professional differences, and respond to risk.

Under personal differences five more categories differentiate men and women. One is confidence

- men are characterized to be more confident than women especially when it comes to financial

decisions. She said that the lower confidence women have affects their decisions regarding

financial matters that may result to lower levels of profitability. Other categories are bluffing,

social risks, emotional and facial recognition, and emotions and actions. Through these

categories, the differences of men and women were identified, although most of these differences

identified where plain generalizations from past studies that cited. The only positive

characteristic given to women is emotional and facial recognition - women have a greater social

sensitivity because they are able to recognize facial expressions even though these expressions

are only showed briefly (Hall & Matsumo, 2004).

In the context of professional differences, Groysberg (2013) focused on the technical

decision-making, which is also being averse to taking social risk. Women are very averse when it

comes to taking social risks compared to men, which is also related to women having less

preference for a competitive environment. Finally, responding to risk has six categories: risk

perception and reaction, the influence of context and neurology, testosterone and risk taking,
 16

evolutionary reasons, effect of same-sex and mixed environments, and culture. This factor

wanted to answer the question: why do women respond differently to risk? Through the six

categories, it was discussed in detail how women tend to react in a given situation especially

when it involves risks. These factors generalize the difference of men and women when it comes

to leadership styles and decision-making. It was evident that the book wants to say that the

characteristics that women have does not match the ideal characteristics of a leader and a good

decision maker.

After discussing the differences between genders, key point for improvement were given

to women to have more opportunities in gaining higher leadership positions. According to

Groysberg (2013), women need to:

1. acquire skills to become more confident and assertive;

2. become aware of communication rituals;

3. learn negotiation techniques;

4. invest in their technical competence, cultural and emotional intelligence;

5. embrace authentic leadership styles;

6. find mentors;

7. find sponsors;

8. encourage proactive investment to build own brand equity;

9. join or create networks and circles of influence; and,

10. be part of the solution to drive change.

Each suggestion were discussed thoroughly in the book and some other points to be noted were

given to senior and corporate level-decision makers for meeting the target on women’s

representation and leadership. These include:

 17

1. embrace career flexibility;

2. increase men’s awareness;

3. become transparent about gender;

4. increase awareness about boardroom dynamics; and,

5. create programs for networking, mentoring and sponsoring.

This section of the book aims to empower women and support them on how to make their brand

as leaders. It wanted women to have several opportunities where women can self-invest. Also, it

wants women to embrace their journey through becoming a leader (Groysberg, 2013).

Communication and Speech Pattern to Leadership Style

The way an individual communicate dictates a part of his or her success in the workplace,

especially when in a leadership position. More often than not, people tend to adapt their speech

pattern depending to the subordinates they have in a company. According to a research featured

Baxter’s article (2013), more successful women in the boardroom tend speak like men. In terms

of speech pattern and appearance, women who embrace masculinity and are able to keep their

identity as women are considered as the alpha female, those are the ones who are competitively

power-dressing but are still emphasizing their sexual and attractive feminine side. Focusing on

the linguistic skillset of the managers, the research conducted by Baxter (2012) says that male

and female leaders have relatively few differences. Leadership style greatly depends on the

speech pattern to be used when dealing with the subordinates in the company, for example,

sloppy and dependent employees need authoritative and decisive and goal driven language.

“One factor that contributes to variations in leader effectiveness is communication style”

(Hackman & Johnson, 2013, p.38). Communication style contributes a lot in the form of
 18

leadership that is being executed. Different styles of communication can transcend effect

leadership style but these communication styles mostly depend on the leader him/herself, the

followers and the situation. Because of this assumption, researchers identified different forms of

leadership communication style wherein they have identified authoritarian, democratic, and

laissez-faire as the styles being used when comparing tasks and interpersonal leadership

communication. It is greatly important because “leadership is first, and foremost, a

communication-based activity. Leaders spend much of their time shaping messages that are then

presented to a variety of follower, constituent, and stakeholder groups. It is also true that the

more leadership responsibility one has, the more one’s job focuses on communication”

(Hackman & Johnson, 2013, p. 21).

Even studies have explored this area of knowledge by investigating the leaders’

communication style and its effect on the different forms of leadership charismatic leadership,

human-oriented leadership, task-oriented leadership, and leadership outcomes. Findings of de

Vries, Bakker-Pieper, and Oostenveld (2010) showed that the forms of leadership who usually

exhaust communication are charismatic and human-oriented leadership while there is

communication in task-oriented leadership. This supports the assumption of the current study

that communication is an essential key to leadership. Varying communication style also indicates

different leadership style where the leader, followers, and situation are also needed to be

considered as factors.

Many researchers have been in long argument on what leadership style is the best, but

most of the studies implicitly say that leaders that can adapt depending on the situation tend to do

their job to lead effectively. The Style Approach to Leadership, one of the emerging

contemporary theories on leadership theories, has been validated by broad range of research
 19

because of its new approach in leadership research. The style focuses on the behaviors and

actions rather than focusing on their traits and abilities. Northouse (2009) identified an easy to

understand classification of leadership behaviors which are task and relationship. Because the

focus of the approach is behavior, leaders can easily classify and evaluate their behaviors and

actions as leaders. It implies that the most effective leadership is the high-high style, meaning

both high in relationship and task concerns. A test has also been devised in the approach to

classify the style of leadership a leader uses. The test will classify if the leader has high or low

scores in relationship and task concerns in leadership (Northouse, 2009). Through this approach,

leaders can be classified into task-oriented or relationship-oriented leaders where we can draw

the effect of a different style of communication and speech pattern.

Leadership style is varied and is formed in accordance with needed communication style.

Through the communication style, the speech pattern of an individual is developed, which most

of the time affected by gender. The speech pattern of a leader dictates the success in managing

and leading. Through different studies and literature explored in this section of research,

understanding the relationship between the variables involved in the study would be easier.

Exploring the differences of the speech in terms of gender and identity paved the way to

understanding leadership and its different styles better in the lenses of speech and gender. It will

then be explored in the study how gender and identity help form a leader’s speech pattern and is

manifested in their leadership style.

 CHAPTER III

THEORETICAL AND CONCEPTUAL FRAMEWORKS

Theoretical Lens

Genderlect theory was used in the study. This theoretical framework provided a

background in understanding the existing stereotypes in speech patterns of the genders and how

it is manifested in the communication of individuals in their interaction with other people, thus

providing the point of focus in the relationship of the variables involved.

Genderlect theory involves the understanding of how genders differ in making use of

language. The core of this theory revolves around the idea that male and female have different

linguistic features. Known scholars that have been studying the relationship of gender and

language includes Cheris Kramarae, Robin Lakoff, Marsha Houston, and Deborah Tannen.

According to Littlejohn and Foss (2009), Genderlect can be interpreted as the set of linguistics

features characterizing the language production of that of a socially defined gender category,

which means typical woman or man. The idea of studying gender and language was brought by

the women’s movement in the 1970 where Kramer and Lakoff started doing research on how the

language that a woman is taught to use characterize her as weak and characterized by triviality

compared to men. Through time the Genderlect theory has been accepted internationally as a

communication theory (Littlejohn & Foss, 2009).

Some of the tenets in the theory include the goal of communication between genders,

style of communication, difference of language, achieving mutual respect and understanding

 21

(Tannen, 1990). Women’s goal in communicating is maintain relationships with others, while

men want to engage in talking to impose strength, competitiveness, and independence. They

also differ in the style of communication because women use rapport talk or expressing

emotional and personal information about the self while men use report talk where they engage

in competitive joking and assertive speech. Difference in language means men and women are

like cross-cultural communication, since they tend to have different dialects hence the term

Genderlect. Each gender has its own sets of vocabulary and topic to talk about. Men tend to talk

to get things done while women talk to interact with other. Genderlect theory does not criticize

men by making the language of women inferior unlike the view of feminists, rather bridging the

gap of understanding between genders through acceptance of the communicative culture of the

other (Tannen, 1990).

Conceptual Framework

The 10 student leaders were assumed to have speech patterns that are reflected in their

leadership style. Similarly, it was assumed that their speech pattern reflect their gender, which is

manifested in their leadership styles. To explore these assumptions Northouse’s leadership style

test (2009) was used to determine the student leaders’ leadership style. Bogren’s situational

response, in the form of survey questionnaire (2015), was utilized to know the gender of the

student leaders in their speech pattern. Lastly, a semi-structured interview questions were made

by the researcher to probe on the student leaders’ answers on the questionnaire. To make sense

of the data and assumptions, Genderlect theory was used in understanding the differences that

are performed by the student leaders in speech corresponding to their gender.

 22

There are certain characteristics in speech that are assumed to be assigned in each gender,

limited to male and female. This was the basis of analysis whether the students are actually using

language and speech styles that are bound to the social constructed speech difference between

genders.

Figure 1 presents the conceptual framework of the study.

Student Speech Leadership

Gender
Leaders Pattern Style

Figure 1. Conceptual framework of the study

 CHAPTER IV

METHODOLOGY

Research Design

This study used descriptive research method. The respondent’s speech patterns were

analyzed as it is manifested in their leadership style, situating the phenomena in its naturalistic

setting or worldview as it is being interpreted. A case study design was employed because of the

narrowed down researchable examples representing a broader field of research (Anastas, 1999).

It is also exploratory in nature because of the analysis of the relationship of the variables and the

impact of each to one another.

Respondents and Sampling Procedure

Ten student leaders (5 males and 5 females) of different UPLB organizations were the

participants. All answered the leadership style test, questionnaire, and have undergone the

interview. These leaders come from the academic organizations in CAS.

The respondents are limited to male and female gender, defined as individuals who

identify themselves as man or woman in the society, which corresponds to their biological sex

because these are the opposing genders when it comes to language use and difference in

speaking. Other sexual orientations are not part of the scope of the studies as their language is yet

to be explored and compared to the stereotypical language of male and female. As leaders, age

bracket of the participants is specified because most organizations require a member to have a
 24

two-year residency before allowed to run for presidency, therefore the minimum age would be

18. Students also have maximum residency in the university, making 25 as the maximum age of

respondents. Moreover, the respondents were pre-identified before the data gathering procedure

to ensure they qualify the criteria set by the researcher.

Non-probability-purposive sampling was employed because the respondents must meet

the criteria set by the researcher: 1) president of an organization representing one of the

organizations of the courses in CAS; 2) male or female in gender; and, 3) between the ages 18

and 25 years old.

Data Gathering Procedure

Two methods were utilized for data collection: survey questionnaire and semi—

structured interview. The survey questionnaire is divided in two parts: part one was adapted from

Northouse (2009), which aimed to know each student leader’s leadership style, while part two,

patterned on the questionnaire of Bogren (2015), explained the gender manifested by the

respondents in terms of their speech pattern when placed with certain leadership situations. The

semi-structured interview, on the other hand, has 16 questions to probe on the respondents’

answers.

On April 1, 2017 a letter of invitation to partake in the study was sent to 10 student

leaders; they were to confirm on or before April 3, 2017. After the list of respondents was

finalized, the questionnaire was sent out through email on April 7, 2017. The respondents were

given three days to complete the questionnaire.

After collecting all answered questionnaires, the participants were individually

interviewed to probe on the respondents’ interview. Each interview was scheduled on April 11 to
 25

14, and each lasted for about 30 minutes. Recorded data collected from the interviews were then

transcribed for analysis.

Data Analysis

The leadership style test has its own scoring method. The responses in the odd-numbered

items (task score) and even-numbered items (relationship score) were added, and the

interpretation of the scores was based on the scoring interpretation provided by Northouse. The

survey questionnaire, on the other hand, used coding method, where responses were transferred

in a spreadsheet to calculate the number of responses on a given choice. After all the

calculations, tables and graphs were used to display and the data to be further analyzed.Lastly,

transcribed answers from the interviews were analyzed through content analysis, where the

verbal data were categorized for classification, summarization, and tabulation. Latent level

analysis was employed to have a more interpretive analysis encompassing the inferred or implied

answers.
 CHAPTER V

RESULTS AND DISCUSSION

This chapter presents the significant findings of the research and the discussion

explaining them. The first part discusses the different leadership styles of the respondents, while

second presents how speech pattern is reflected in their leadership style. The last explains how

gender was manifested in their speech pattern. To keep the identity of the respondents

anonymous, student leaders were coded as MSL (male student leader) and FSL (female student

leader).

Leadership Style Differences of the Student Leaders

Three styles were identified in the leadership style test: task-oriented, relationship-

oriented, and balanced. Out of 10 respondents, 6 have task-oriented style, 2 have relationship-

oriented style, and 2 have balanced style. Only 1 respondent gained a score that is balanced and

very high in range. The differences of the respondents are behavioral in nature because they

focus on the actions of the leaders (Northouse, 2009). Leaders with style that focuses on task

tend to be strict in task-related duties, while leaders with high relationship score prioritize the

welfare of the members. This is supported by FSL9’s response, who implements strict

compliance in deadlines:

“Ino-obserbahan ko sila, for me kasi kailangan kapag ikaw ‘yung binigyan ko

ng trabaho maya’t-maya naga-update ka sa’kin. Mas gusto ko yun na ikaw nagkukusang
 27

nagpapakita na ‘eto na ‘yung progress namin. Kasi if not ipe-pressure kita na end of the
week na nasa’n na ‘yung dapat, eto na ‘yung nagawa mo, dapat eto na natapos n’yo.”

MSL2, on the otherhand, prioritizes internal relations in the organization, having a high

relationship score. When probed during the interview, he said:

“…’Tapos mas focus ako sa internals, mas gusto ko ‘yung, kapag papipiliin
ako ng event kung external or internal event, mas pipiliin ko ‘yung internal event,
compared sa external.”

According to Northouse’s Style Approach to Leadership (2009), the most effective

leaders are those who are able to get both high scores in task and relationship area of leadership.

The style is effective if leaders are able to balance prioritizing work and still look after the

members. FSL6 agrees to this:

“…nakakapagod talaga s’ya pero ginagawan namin ng paraan na parang,

okay, mag-enjoy sila sa work kahit sobrang hirap n’ya, ng mga gagawin.”

FSL6, having very high-very high style, showed versatility in working as a leader. Adapting

depending on the situation and on the members is a very crucial skill that should be developed by

leaders. Although other leaders were confined in a specific leadership style, there are also leaders

who indentify the need for a balance style, just like MSL4 who stated that being friendly and

authoritative can be combined as a style of leadership. In terms of giving orders, MSL4

recognizes the need to prioritize task by being authoritative and also exhibiting friendliness to

look after the welfare of the members.

In each gender, there is also variation in style among the leaders. Two styles where

identified to be used by male leaders: task-oriented and relationship-oriented. Out of the five

male leaders, MSL1, MSL3, and MSL5 gained higher task-score, while MSL2 and MSL4 have
 28

higher relationship-score. Although the capability to prioritize task in leadership is seen as a

stereotypically masculine characteristics, there are still male leaders who have exhibited

relationship-oriented style. The result of the leadership style test revealed that male leaders with

relationship-oriented style have very close result in both the task and relationship score, which

entails that these leaders’ style is more balanced compared to male leaders with very high task-

score. The balanced style of these male leaders can be seen in the response of MSL4 on the

integration of being friendly and authoritative. Even though the score of MSL4 is not equal, the

scores are both very high in range. Male leaders with very high task-score but with relationship-

score that ranges from high to moderately-high are more inclined in the stereotypically male type

of leadership.

Out of the five female leaders, FSL7, FSL9, and FSL10 are more task-oriented and the

remaining two, FSL6 and FSL8, have equal scores in both orientation. Although females are

assumed to be more inclined in prioritizing the relationship (Tannen, 1994), it was discovered in

the result that female leaders still prioritize work which is stereotypically seen as masculine. This

result supports the claims of Baxter (2013) that women embraces masculinity to excel in the field

of leadership and this includes prioritizing work rather than the members.

FSL6 has very high-very high style and is balanced, while FSL8 is also balanced in style

but the range of the score is only moderately high range. This result signifies that an effective

leadership style is not just giving equal importance between task and relationship but should also

ensure that all the responsibilities as leaders should be accomplished, hence very high in range.

FSL8’s moderately high score suggests that there are still points for improvement in the

leadership skills in terms of the responsibilities of a leader, which affects the leadership style.
 29

Generally, majority of the student leaders are inclined in the task-oriented style, whether

male or female, but there are still leaders who are able to balance prioritizing task and

relationship in their style. The student leaders really differ in their leadership style in terms of

their priorities, may it be task or relationship.

Table 1 shows the result of the leadership style test of all student leaders.

Table 1. Results of the Leadership Style Test

RESPONDENTS GENDER TASK SCORE RELATIONSHIP SCORE

Leader 1 Male 47 41

Leader 2 Male 44 45

Leader 3 Male 45 39

Leader 4 Male 45 46

Leader 5 Male 42 38

Leader 6 Female 45 45

Leader 7 Female 49 48

Leader 8 Female 39 39

Leader 9 Female 42 40

Leader 10 Female 49 42

Speech Patterns of Leaders in their Leadership Style

The differences in the speech pattern of the leaders were identified through the gender

responses questionnaire adapted from Bogren (2015). It was found that the speech pattern used

by the leaders vary and not always reflective of their leadership style. Leaders that are task-
 30

oriented in style were expected to be more authoritative and commanding, while the relationship-

oriented leaders were more considerate and polite in the manner of their speech pattern.

Majority of the respondents are task-oriented in style based on the result of the leadership

style test; however this did not manifest in the responses in the situations. Out of the six task-

oriented leaders, only one answered a direct command; as exemplified in their answers in

question 14 (see Appendix B). Most leaders chose the answer that is more polite and hesitant;

this may be because leaders are concern with how they approach the members when giving

command.

Task-oriented style is seen as a masculine style. Similarly, a more commanding and

demanding speech pattern is more often used by men to establish identity and appear more

authoritative (Xia, 2013). In the situational response, the student leaders tend to be more

considerate, which can be caused not just by their task-oriented style but their concern for the

time and ability of their members. This is supported by the response of FSL10 in the interview

who said that she really considers the time of other people when giving orders. However when

asked if she still considers herself authoritative, despite this she answered yes. Similarly, FSL9

said that she gives command in a very kind manner. These student leaders may have associated

being demanding to thinking highly of the self. As FSL9’s shared:

“Ayaw ko kasi ‘yung tone na gan’un na parang hindi porke presidente ka gan’on
na, na mataas na tingin mo sa sarili mo.”

Similarly, this is evident MSL3’s answer:

“Ayun laging nandun dapat ‘yung okay lang ba sayo kasi may dating daw ako
minsan na parang ang intimidating ko daw that’s why I always have to be tactful with
people.”
 31

Other leadership styles, relationship-oriented and balanced, were also more inclined in

the more informal and more polite manner of speech pattern. This result is because of the

concern of the student leaders to prioritize the relationship among the members and their welfare

by establishing a more lenient and friendly environment. As MSL2 put it: “Hindi ako ‘yung

strict… Para bang tropa lang. Gan’on gan’on lang.” This supports the claims that charismatic

communication are exhausted by human or relationship-oriented form of leadership (Vries,

Bakker-Pieper, & Oostenveld, 2010) since there is a need for the student leaders with

relationship-oriented and balanced style to be more approachable.

In responses in situations concerning the quality of work that members do, task-oriented

leaders tend to take more time in giving specific instructions and are more tedious. This suggests

that these leaders are more concerned with the quality of the work that the members accomplish,

which makes them inclined in task concerns. Five out of six task-oriented leaders answered that

they take up large amount of spoken time when discussing orders thoroughly, even if they have

strict implementation when it comes to the deadlines and quality of work they are polite and

considerate in giving task. MSL1 agrees to this:

“So kapag na-set ko na sayo ‘yan, at nagkulang ka ‘jan babalik at babalik ako na
bawal mo sabihin mo sa’kin bakit di mo ‘ko pina-alalahan, di mo ‘ko sinabihan. Kasi I
believe na nag-agree na tayo na ito ‘yung gagawin mo dapat committed ka na d’un, as a
leader gan’un ako”.

Likewise, the relationship-oriented and balanced leaders also have large amount of spoken time

when discussing instructions and orders. Although these leaders are more concerned with the

relationship among the members, they are also concerned on the aspect of work of the members.

This concern on the quality of work may be the area where the task-concern and the very high

task-score of the relationship-oriented and balanced leader are manifested.

 32

Speech patterns affects the leadership style of leaders but the orientation of leadership

style does not necessarily manifest the differences in speech pattern because there are

inconsistencies in the result of the leadership style test and situational responses. Different style

of communication can transcend different leadership style, but according to Hackman & Johnson

(2013), these speech patterns mostly depend the leader him/herself, but the results imply that this

is dependent on the situation.

Gender in the Student Leaders’ Speech Pattern

The speech patterns of individuals vary according to gender as researchers like Lakoff

(1975), Tannen (1990), and Xia (2013) has proven. Through this study, it was found that, in

situations where leaders are to talk or to answer, the speech pattern used does not always

corresponds to their gender. Male leader tend to be more polite, which is seen as stereotypically

female in speech pattern, while some female leaders also exhibit speech patterns that are said to

be seen only in males, such as the use of humor and having large amount of spoken time.

Based on the situational responses, it was revealed that all male leaders have higher

female score responses. Although majority of the male leaders are straight forward and

commanding in some given situations, three out of five male leaders use assertive language,

which is a masculine speech pattern (Xia, 2013). All male leaders are direct when giving orders

or stating the next task to be done as exhibited in their answers in questions 1 and 4. However,

male leaders also favored polite and considerate answers in many situational questions, giving

them higher female scores. Tannen (2010) said that men are dominant in conversations while

female are more accommodating in communicating. But, it was revealed in this study that male

leaders tend to be accommodating as well. This is also discussed in the results of the
 33

manifestation of the speech pattern in the leadership style. Similarly, the leaders are more

accommodating and polite because of their concerns on being seen as someone who thinks

highly of themselves and being too intimidating, which was supported by the answers of FSL9

and MSL3 as cited on page 30. As leaders, males tend to lessen dominance in conversation

because they are also expected to listen and accommodate their members (Bywater, 2012).

Female leaders also scored higher in the female score in responses. Most of their answers

fit the female speech pattern, but they have invalidated the claim of Genderlect theory that

genders subscribe to only difference in the use of language and in individuals’ speech pattern

because they also exhibited speech patterns that are seen as masculine. The female leaders

consistently answered the male responses in questions 10, 11, and 13, where women are

expected to have no sense of humor (Lakoff, 1975), to easily accept help, and uses stories to

prove point but they have proven otherwise. Female leaders also values humor in the approach

their implement with their members. This is supported by the answer of FSL7:

“Ayun gan’un lang tamang segue lang. Pramis sa meeting naglo-lokohan lang
talaga kami. Minsan ako pa ‘yung pasimuno na tapusin na natin ng maaga gusto ko nang
umuwi gan’yan.”

Tannen (2010) also said that women easily accept help from others since they want to expand

their network. However, in the responses of the female leaders, some easily feel being controlled

when suggestions from others are imposed to them. Yet, these female leaders still recognizes and

considers these suggestions. FSL8 agrees to this:

“Oo naman. Kasi meron na parang sasabihin nila sayo na ganito kasi ‘yung
gawin mo, eh me’ron na ‘kong sariling gustong gawin, eh ‘yung co-exec comm ko
me’ron din naman gustong gawin syempre d’un ako sa kung ano yung sasabihin ng exec
ko, hindi ‘yung sa kanila. Pero kino-consider naman namin, ko, personally kino-consider
ko naman s’ya.”
 34

Table 3 displays the result of the situational response questionnaire of the respondents.

Table 2. Results of the Situational Response Questionnaire

RESPONDENTS GENDER MALE RESPONSES FEMALE RESPONSES

Leader 1 Male 7 13

Leader 2 Male 6 14

Leader 3 Male 8 12

Leader 4 Male 8 12

Leader 5 Male 6 14

Leader 6 Female 3 17

Leader 7 Female 7 13

Leader 8 Female 4 16

Leader 9 Female 4 16

Leader 10 Female 4 16

Each and every gender is not always confined in a frame set by society; individuals

always explore and go out of their common roles. These differences in speech pattern are not

always dependent just on gender but on individual identity (Bogren, 2015). After exploring the

speech pattern reflecting gender and its manifestation on the leadership style of the 10 student

leaders, it can be seen that leadership style does not necessarily manifest the difference of leaders

in speech pattern according to gender. Same occurrence as the speech pattern; these differences

may not be caused by gender alone but personalities and individual characteristics as well. As

FSL8 shared, her personality affectes the way she converse with her members, saying that
 35

happiness takes over her speech pattern most of the time and therefore affecting her leadership

style as well. She said:

“Hindi naman palaging masaya, most of the time masayahin lang talaga ‘ko.
Gan’un kasi talaga y’ung personality ‘ko.”

On the otherhand, FSL7 answered that there really are different types of leaders especially in

establishing presence and authority. Speech pattern do manifest itself in leadership style but

gender is not always the source of the pattern. She commented:

“Kasi depende sa tao. May tao na may presensya talaga na kapag nand’un s’ya
alam mo nang kailangan mo s’yang pakinggan. Tapos may mga tao na, ano kailangan
mo pang sabihan na oy makinig kayo ganyan.”
From the results, it can therefore be said that speech pattern is a fundamental measure in

leadership but it does not always manifest in the leadership styles. Moreover, the gender of

leaders is not always evident in their speech pattern. All of these factors are dependent on the

situation and the members.

 CHAPTER VI

SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS

Summary

This study is rooted in the understanding of the different speech pattern that male and

female gender uses. Affecting the different portrayals of gender in the society, the study also

explored stereotypes that were associated to each gender in the aspect of speech. Many studies

have looked upon this area of research but in this study, the manifestation of these differences

from gender in speech pattern will be looked into leadership styles.

Aiming to explore these differences in speech pattern of genders and how it is manifested

in leadership styles, the study wanted to identify the different leadership styles, how speech

pattern is reflected in leadership style, and how gender is reflected in speech pattern. From 10

different student leaders, representing the different courses in CAS, UPLB, data were gathered

through a two-part survey questionnaire: leadership style test and situational questions, and an

open-ended interview. Using these data gathering procedures, the leadership style of the

respondents were identified. The results of these questionnaires were verified by an interview

where the analysis of the transcription helped in understanding the manifestation of the

leadership style of the respondents. Data gathered from the respondents were used to evaluate the

validity of the claims of Genderlect theory and at the same time explore its manifestation in the

leadership of individuals.
 37

It was found using the leadership style test (adapted from Northouse, 2009) that there are

different three styles used by the leaders: task-oriented style, relationship oriented style, and

balanced style. Out of 10 respondents, 6 have task-oriented style, 2 have relationship-oriented

style, and 2 have balanced style. Only 1 respondent gained a score that is balanced and very high

in range.

Speech pattern manifestation in leadership style was also found to be inconsistent and is

not always reflective of each other. Polite and considerate manner was still evident in the speech

pattern of student leaders with task-oriented style. Although they also manifest speech pattern

manners that would qualify as parallel to the task-oriented style, they still vary depending on

situations.

Adapting Bogren’s situational questionnaire (2015), the results showed that both male

and female leaders exhibit female speech pattern especially in the leadership situations.

Nonetheless, male response score of the male leaders were relatively higher compared to the

female leaders, implying that male leaders still have the tendency to exhibit stereotypically male

characteristics in their speech pattern.

The results of both the test and questionnaire do not entirely support the claim that the

difference of gender in the speech pattern is manifested in the leadership style. Generally, male

leaders exhibiting female speech pattern showed task-oriented leadership style. Female leaders

exhibiting female speech pattern also showed task-oriented leadership style. Gender does not

always define the speech pattern of an individual; there are differences that depend on the

individual and on the situation. In addition, speech pattern is not consistently manifested in the

leadership style of the student leaders since there is only identified respondent with balanced and

very high-very high style.

 38

Conclusions

By means of the data gathered and results analyzed in the course of the research, the

study concludes the following:

1. Leadership styles vary among individuals and these variations are not gender limited,

therefore it cannot be concluded that male leaders, or the masculine type of leadership, is

the standard of good leadership. The style that can adapt and is able to consider all factors

possible may pass as an effective style.

2. Speech pattern affects leadership style given that communication is an aspect of

leadership, but it is not always evident or manifested in leadership style especially in

terms of the differences in speech pattern through gender. Situation is a factor in speech

pattern, thus making it a factor of leadership style as well.

3. Differences in speech pattern may be caused by gender but not entirely especially in

cases of individuals who are tasked to lead. Student leaders, both male and female, value

being polite and considerate in their speech pattern because of their character as leaders.

Recommendations

Speech pattern and leadership style is different to every individual not just because of

their gender but in the individual identity. Problems in the individual level arise because of

miscommunication. Same goes to the group and organizational level, considering that there are

leadership styles that do not fit its members. In order to address these problems, there are some

of recommendations from the researcher.

 39

Student leaders are not and should not be defined because of their gender. It is still

evident that student leaders tend to focus on one area of leadership. The researcher recommends

for the leaders to regularly evaluate their leadership style and adjust their behaviors to be able to

adapt their style depending on the situation and the members. This study suggests the very high-

very high style of leadership should be the goal of the student leaders.

It was found out in the study that even male leaders tend to exhibit female speech pattern

in situations where they are expected to lead. This means that a person’s speech pattern is not

really entirely based on their gender; individuals may adapt their speech pattern depending on the

situation. Therefore, male that uses female speech pattern should not be judged as being

feminine, same goes to female using male speech pattern.

Every culture has its language and the culture of leaders also has its own, which can be

further studied to analyze the basis for their leadership style and how they can improve the style

they use for the improvement of their communication. In communication and language teaching,

gender communication and speech patterns should be integrated to students as early as primary

education to address conflicts between genders that is caused by miscommunication.

BA Communication Arts students taking up SPCM106 should also learn to adapt a good

leadership style that is also not gender discriminative. Professors of this particular course should

also learn the different stereotypes that in leadership and speech pattern that should be avoided

when teaching such lessons.

For future researches, there are also factors that should be considered in case similar

studies or research will be executed in the same area of field. This study used a relatively small

sample size that is the number of respondents should be statistically sufficient for future studies.

The use of student leaders also affected the results of the study because they have different
 40

priorities. Participants that are leaders of companies and large scale organization should be

considered for future studies. Other factors should also be considered next time, including

respondent’s family, social status, economic background, and other factors that may affect the

speech pattern. Future researchers should also include the culture where the respondents belong

to have results supported by culture.

 41

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Business School. Boston, Massachusetts.
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edition, Waveland Press, 2013.
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Holmes, M. (2007). What is gender: sociological approaches. London. Sage Publications.
Kirchengast, S. (2004). Significance of sex and gender studies for anthropology. Institutfür
Anthropologie der Universität Wien, Osterreich.AnthropolAnz.
Lakoff, R. (1975). Language and woman’s place. Cambridgeshire, England. Cambridge
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 42

Moran, B. B. (2013). Gender differences in leadership. University of North Carolina. Manning

Hall, Chapel Hill. NC. Vol 40, No.3.
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Oaks, California. 5th edition p. cm.
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Tannen, D. (1990). You just don’t understand. New York, NY. Ballantine Books.
Tannen, D. (1994). Talking from 9 to 5: Women and men in the workplace: Language, sex, and
power. New York, NY.Avon Books.
Tannenbaum, R., Weschler, I.R., Massarik, F. (1961). Leadership and organization: A
behavioral science approach. McGraw-Hill Book Co. New York. P. 24
Touchton, J. & Shavlik, D. (1998). Educating the majority: Women challenge tradition in higher
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Xia, X. (2013). Gender differences in using language. Qingdao University of Science and
Technology, China.Theory and Practice in Language Studies.
 43

APPENDIX A

LETTER OF INVITATION

Dear ______________________:

I would like to invite you to be participant of the study I am conducting, which is part of my
course work (thesis) to graduate under the BA Communication Arts program. The study explores
the speech pattern of UPLB student leaders as it is manifested in the leadership style they use
and is believed to be rooted in their gender and/or identity.

As a participant, you need to take a leadership style test to know the profile of your leadership
behavior and identifying your leadership style. Another questionnaire will be given to identify
the responses you make in a given situation, which focuses on spoken responses. Finally, an
interview is to be set to further clarify your answers in the questionnaire and to probe underlying
causes of your speech pattern. The interview should not last no longer than 30 minutes.

I look forward to your positive response to my request. Should you accept my invitation please
contact me through the details I included below.

Yours faithfully, Noted by:

Renzo Villanueva Prof. Katrina Anne E. Blanco

BA Communication Arts Adviser
2013-19786
09757858501 Dr. Leonora M. Fajutagana
rsvillanueva6@up.edu.ph Department Head
 44

APPENDIX B

SURVEY QUESTIONNAIRE

Thank you for continuing to be part of my study. This is a questionnaire that can identify your
leadership style. Rest assured that all information given will only be used in the study I am
conducting and is strictly confidential.

Personal Information

Name: ____________________________

Organization: _______________________

Gender: __________ Age: _______

How long have you been the president of your organization? ________

Part One: Leadership Style Test (Northouse, 2009)

Directions: For each item below, indicate on the scale (encircle the number) the extent to which
you engage in the described behavior. Move through the items quickly. Do not try to categorize
yourself in one area or another.

Statements Never Rarely Sometimes Often Always

1. Tells organization members what they

1 2 3 4 5
are supposed to do.
2. Acts friendly with the members of the
1 2 3 4 5
organization.
3. Set standards of performance for
1 2 3 4 5
organization member.
4. Help others in the organization feel
1 2 3 4 5
comfortable.
 45

5. Makes suggestions about how to solve

1 2 3 4 5
problems.

6. Responds favorably to suggestion made

1 2 3 4 5
by others.

7. Makes his or her perspective clear to

1 2 3 4 5
others.

8. Treats others fairly. 1 2 3 4 5

9. Develops a plan of action for the

1 2 3 4 5
organization.

10. Behaves in a predictable manner toward

1 2 3 4 5
members of the organization.

11. Defines role responsibilities for each

1 2 3 4 5
member of the organization.
12. Communicates actively with
1 2 3 4 5
organization members.
13. Clarifies his or her own role within the
1 2 3 4 5
organization.
14. Shows concern for the well-being of
1 2 3 4 5
other.
15. Provides a plan for how the work is
1 2 3 4 5
done.

16. Shows flexibility in making decisions. 1 2 3 4 5

17. Provides criteria for what is expected of

1 2 3 4 5
the organization.

18. Discloses thoughts and feelings to the

1 2 3 4 5
organization members.
19. Encourages organization members to do
1 2 3 4 5
high-quality work.
20. Helps organization members get along
1 2 3 4 5
with each other.
 46

Situational Responses (Adapted Bogren, 2015)

Based on the given situation, tick the circle that contains the answer that will most likely be your
response. Please answer all the questions with all honesty and the closest to how you would reply
in a conversation or talk.

1. There is a seminar that will need representatives from your organization, you will be
asking one of your members to accompany you. How will you tell that person to
accompany you to the seminar?
 “I was wondering if you could accompany me in the incoming seminar that we
need to attend.”
 “Please come with me in the incoming seminar.”

2. You are carrying a box full of dry goods that will be used in the fund raising activity and
is headed to the door. Standing there is one your orgmate and the door is closed. How
will ask the person to open the door for you?
 “Open the door.”
 “Would you open the door?”

3. The event you held just ended. You will be telling everybody that you need to pack your
things up. How will you do it?
 “We have to leave already. Pack up!”
 “We have to leave already. Everybody, please pack your things up.”

4. You just heard the news that there is enough budget for the project of the organization to
be executed. What would your response be?
 “That is amazing! Now we can start planning.”
 “Let us start planning then.”

5. There is a matter you need to talk to with the secretary of the organization but that person
is currently talking to someone. What are you going to do?
 I will let them finish talking.
 I will approach them and ask if I can talk to her.

6. As a leader, do you tend to use affiliative language (language used to affirm or positively
engage the other speaker, e.g. showing support or expressing agreement)?
 Yes
 No
 47

7. As a leader, do you tend to use assertive language (language used to advance one’s
personal agency, for example criticizing or directing the other speaker)?
 Yes
 No

8. A member is talking to you about a problem he is trying to solve. What would you do?
 Listen intently and attentively.
 Sympathize first and say words such as “I’m sorry to hear that.”

9. The membership committee head is asking you when you will schedule the internals’
constructive self-criticism (CSC).
 Ask the opinion of the memcom head.
 Decide on a date.

10. Your secretary is asking you who is the event head of your organization’s next event but
you forgot who he is although you have an idea but you are not sure. What would you say
or do next?
 “Who is it again? Is it [insert name]?”
 You will check on it on records to be sure.

11. There are plenty of new members in the organization and an event is coming up. How do
you teach the new members on what to do?
 Tell stories on how the previous events went.
 Focus on telling the tasks of everyone.

12. Conflict arose between you and another member. How do you handle such situations?
 Directly confront the person.
 Settle the conflict but not through confrontation.

13. Do you see humor as an essential part of speaking as a leader?

 Yes
 No

14. The publicity committee is asking for your approval on the latest publicity materials.
Which of these two responses is your possible answer in case that you want them to
revise the color?
 “I think uh, you change the color from red to blue.”
 “You should change the color from red to blue.”
 48

15. You saw one your members in the street and he is with his group of friends. There is a
simple task you have to ask of him to do for the org. How do you do it?
 Approach him and tell him you need to talk privately since his friends are there
and this is work.
 Tell him right away since it would just be a second or two.

16. The former president of your organization has been telling you some important things
that you need to do. How would you feel as the current president?
 I would feel like being controlled but I’ll make sure to do my job effectively.
 I would accept just accept the suggestions on my work to effectively do my job.

17. Which of these ways of saying a suggestion is close to how you as a president say your
suggestions?
 We need to move the event to May 2.
 Do you think May 2 would be a great date for the event?

18. Do you talk to your members for bonding purposes?

 Yes
 No

19. Do you tend to thoroughly discuss everything when giving orders leading to a large
amount of spoken time when conversing?
 Yes
 No

20. How would you tell your members that you have community service this coming
Saturday?
 We are going to Brgy. Putho this Saturday for our community service.
 We are gonna go to Brgy. Putho this Saturday for our community service.
 49

APPENDIX C

INTERVIEW GUIDE

Rapport-building opener

How did you get interested in becoming a leader, especially in your organization?

Topic Questions

I. How do you lead your organization to success?

1. In your opinion, what makes an organization successful?
2. How do you know when the productivity of the members is at its optimum capacity?
3. How do you assess the performance of your members?
4. Describe yourself as a leader.
II. Once a project or an event is to be setup, what course of action follows?
1. How do you give orders?
2. If conflicts between people arise, do you directly confront them?
3. How do you feel when older members of the organization try to guide or help you?
4. As a person in a higher position in the organization, how do you maintain bond with
members?
5. How do you maintain authority?
III. Through communication, how do you ensure a healthy but productive environment in the
organization?
1. How do you motivate your members?
2. How do you express yourself to members?
3. Can you give instances where you were extremely challenged as a leader?
 50

APPENDIX E

TRANSCRIPTIONS OF THE INTERVIEWS

Interview of Male Student Leader 1

[START OF INTERVIEW]

I: Ayan so hi, please state your name, your course, and yung org na nirerepresent.

MSL1: So I’m John Joshua B. Azucena, BS Mathematics and Science Teaching student major in
Biology, and representing the UP GURO: Mathematics and Science Teaching Society.

I: Thank you, yung first question, how did you get interested in becoming a leader especially in
your organization?

MSL1: Uh, back in my highschool years, so naging president na rin ako ng ibang organzitions,
so ng pagpapasok ng UP GURO specifically hindi ako ganun interested in becoming a president
in the organization kasi hindi sya part ng goal ko sa pagpasok ng organization pero later on, as I
immerse sa mga activities ng organization, nakita ko yung sarili ko bilang leader, ganun ko
navision yung sarili ko so nung nagkaroon ng nomination for president hindi na rin ako
nagatubili na tumakbo for presidency.

I: Thank you, next. How do you lead your organization to success?

MSL1: Ayun so ang number one key for the success of the organization is planning, strategic
planning. So yun yung kaunaunahan na kailangan mo, specifically kapag magstart ka pa lang sa
pagiging presidente kaya nga tayo may general plan of action kasi yun yung magguide sayo
through out your whole term. Ngayon after the planning syempre kailangan maging strict ka sa
time, and specifically sa time management nung mga members mo. Kasi minsan ayun yung
nawawala sa mga organizations eh, na naka-set yung plans pero hindi sya strictly naeenforce kasi
nga yung mismong presidente rin hindi sya aware sa kung ano yung nakaset na. And then after
that kapag may plans na, well naeexcute naman, ako kasi yung type nung presidente na hindi ko
sinabi lahat ng kailangan nilang gawin. Binibigay ko lang yung goals, sineset ko yung objectives,
eto yung goals, and then as a head nung activity, it depends on you kung pano mo ieexecute yun
kasi as a teacher I believe na, bawat isang teacher, iba-iba kasi kami ng teaching style so ganun
din sa pagiging leader iba-iba rin yung way ng pageexecute nun. Ako tumitingin lang ako,
iooversee ko lang kung anong ginagawa nila and then nanjan lang ako to comment and suggest.

I: In your opinion, what makes an organization successful?

 51

MSL1: Committed members and passionate leader.

I: Thank you. Number two, how do you when the productivity of the members is at its optimum
capacity?

MSL1: Kapag, para sakin lalo na sa organization ko, kapag yung productivity ay nasa optimum
kapag yung mga nakaset na deadline ay namemeet nila kasi yun kasi yung nagiging batayan ko
minsan. For example, we have workshops kapag may mga member, or maraming members na
dumating. Mas nagiging productive sila dun. Kung ano nila yung mga deadlines and yung mga
schedules, after non syempre yung success nung activity, kapag yung activity is very much
successful and in the assessment of the activity ay konti lang yung naging cons nung activity
naging productive naman yun. And kung nakita mo namang naggrow yung mga members dun.

I: Next, uh, how do you assess the performance of the members?

MSL1: Ayun ah, formally nagkakaroon sa organization ng CSC, although yung CSC namin
during my term binago ko sya tulad nung dati naming CSC wherein yung isang member nasa
unahan tapos babatuhin ng kung ano ano. Hindi na ganun yung ginawa, ginagawa kong mas
personal yung atake nung CSC wherein yung isang member pwede nyang kausapin. I will give
time para kausapin nya yung isang member, for example three minutes tapos iikot yun hanggang
sa makausap mo lahat. In that way, kaya nyang, yung mga napapansin ng isang member sa isa
pang member hindi na nya kailangan iraise sa buong org, minsan it’s a personal issue eh.
Kailangan mong ano yun. Ako personally as leader, paano ko inassess yung bawat member, lalo
na yung naghehead ng activity, kinakausap ko sila. Mas ganun ako eh, yung mismong nasa harap
na ng organization, yun yung mismong assessment nung activity pero kapag yung assessment
nung member, personal na yung ginagawa ko yung approach ko.

I: Next is describe yourself as a leader.

MSL1: Ayun as a leader, active kasi ako na leader im not a passive leader. Well, characteristic
naman yun ng leader na you should be active. Yun nga, hindi ako yung puro utos, though sineset
ko kung ano yung task nyo, kapag naset ko na yun I believe kasi na one word is enough for a
wise man. So kapag naset ko na sayo yan, at nagkulang ka jan babalik at babalik ako na bawal
mo sabihin mo sakin bakit di mo ko pinaalalahan, di mo ko sinabihan. Kasi I believe na nagagree
na tayo na ito yung gagawin mo dapat committed ka na dun as a leader ganun ako. As a leader
din during kapag may for example may papalapit kaming activity, hindi ako yung though lagi
akong nanjan, hindi ako nawawala sa mga workshop hindi ako yung naghehead sa kanila.
Hinahayaan ko na sila, it’s their eh. Ako ang ginagawa ko lang to suggest and to comment, kung
may nakikita akong mali edi kakausapin ko yung head na sya yung bahalang mag ano na, hindi
ako yung guys mali dapat ganto yung ginagawa nyo, hindi more of suggestions and comments.
Pero yung isa sa pinaka-napansin ko lang din dun sa pagiging leader ko rin na napansin rin ng
iba, kapag yung time na sobrang nagsstruggle na yung mga heads, nanjan naman ako lagi to head
rin kapag hindi na nila kaya. So yun, yun lang yung ano ko characteristic.
 52

I: Uh so bilang isang leader ano yung priority mo, or para sayo ay magmemeasure ng success ng
organization, yun ba yung welfare ng members or yung productivity at nakakagawa ng
maraming bagay yung org?

MSL1: Actually for me it’s the welfare of the members kasi yun yung naging fault nung naging
previous terms ng ano namin kasi they are gearing towards more activities, more publicity for
activites ganyan, pero nawawala yung drive ng mga members rin kasi ganun naman eh nabuburn
out sila kasi ayun nga maganda nga yung pangalan ng organization pero inside the organization
yung mga members mo pagod na, burn out na, hindi na nila nakikita yung sarili nila inside,
nakikita na nila yung sarili nila as someone na nagwowork for the organization not as a member.
Ako mas nagfofocus kasi ako sa internal na ano ng members, kapag kasi maayos yung members
mo, kapag lumabas na kayo kapag nagactivity na kayo maganda na yung activity nyo.

I: Next na topic, once a project or an event is to be setup, what course of action follows?
Kunwari yan may event kayo, ano yung nagiging course of action mo? Like magpaplano ka ba
kaagad, maguusap muna kayo.

MSL1: Ahh kapag may nakaset na…

I: Event ganyan.

MSL1: Ahh so ayun ang ginagawa ko kapag may nakaset na event, ang unang ginagawa ko
kinakausap ko yung executive committee who will be the head of the activity or the event and
then kapag, sa executive committee dinedeliberate namin yun na eto pwede tong head, pros and
cons, tapos pagbobotohan namin. Once na nadetermine na yung head, magkakaroon kami ng
meeting with the head. Hindi ako yung magiinput agad, hinahayaan ko sya. Ano yung idea mo sa
acitiviting to ano yung sa tingin mo yung pwedeng mangyari, labas lang. Brainstorm lang, and
then lahat ng pwede nyang sabihin ilalabas nya. And then ako naman, ahh okay tapos iseshare ko
rin na ganito kasi yung nangyari last time and then papabayaan ko sya na iincorporate lahat yun.
Tapos gagawa dapat sya ng proposal for the activity, sya yung gagawa. Kapag may proposal na
sya for the activity ibibigay nya sakin. Ichecheck ko for revision, kasi nga yun yung function ng
assessment ng mga previous activity na hindi mo na uulitin yung pagkakamali, so kapag may
proposal sayo icheck mo, hindi kayo magfefail. And yung ginagawa ko after ng proposal
ipapaapprove ko yun sa executive committee and then saka nila ioopen sa body. Sila na yung
bahala nun, tasking, yung kailan yung pagseset ng deadline yung ganyan. Ako yung taga-support
naman, supervision, oversee ko na lang sila.

I: Next is how do you give orders? Parang in terms ng paano ka magsalita kapag nabibigay ka ng
orders.

MSL1: Hindi ako authoritative na for example, kunwari simple na lang sa workshop kunwari
bibili ng materials kunwari may isang, si Christian ganyan, Christian pwede ka bang bumili
nitong ganito, or sino kayang pwedeng bumili ng ganito kasi kulang tayo ganun. Hindi ako yung
 53

Christian bumili ka nito, Christian ganan ganan ganan. Hindi ako yung ganung type eh, kasi very
friendly ko kasi, tapos very sensitive ko kasi sa mga kanila, baka kasi mamaya ayaw daw nila
ayun.

I: Number two, if conflicts between people arise do you directly confront them?

MSL1: Yes. Oo ayun.

I: Like kunwari ikaw yung may kaconflict, kakausapin mo rin sila kaagad.

MSL1: Uhm-um. Hindi ako yung maririnig mo pa sa iba. Kasi that’s not healthy.

I: Next, how do you feel when older members of the organization try to guide or help you?

MSL1: Ayun minsan, meron kasi akong mindset minsan na feeling ko nakocontrol, feeling ko
masyadong nangengealam pero feeling ko minsan ang plastic ko kasi kunwari nanjan sila tapos
kakausapin nila ko tango lang ako ng tango, pero deep inside actually I stand by my principles, I
stand by kung anong napagusapan ng organization, pero I’m willing pa rin, pero kung tatanungin
talaga ako more of nafefeel ko talaga minsan na nacocontrol kami ganun kaya ayun. Kaya
sumunod na lang pero very much open pa rin naman ako sa kanila kung maganda naman talaga
yung suggestion.

I: How do you maintain bond with the members?

MSL1: Ayun, ako kasi yung ano, as a president para akong memcomm head ng organization
namin na I always see to it na kapag merong GA iniisa isa ko yan. Hindi pa start ng GA, kasi
naggi-GA kami 7:30, yung call time naming 7:00 kasi yung 30 mins dun usap usap lang kayo.
Ang ginagawa ko kinakausap ko, kamusta acads, kamusta ganan, madalas kasi organization
namin syempre umiinom ganan, eh ako kasi hindi ako umiinom pero actually lagi akong kasama
kasi I think that’s maintaining bond din eh kasi they feel secure na, ahh kasama namin si ganito
malasing kami ganyan. And kapag may ayain dinner ganyan, kahit dinner lang yan, simpleng
kain lang dito lagi akong nandun, and for example din may mga committee meetings sisingit
singit ako dun may dala akong pagkain or anything or chika ganyan konting ice breaker, pero
hindi ako para makijoin sa kanila, para lang, kasi ganun yung pagmemaintain. And then yung
simpleng itext mo sila during hell week na kaya mo yan or imessage mo sila sa facebook,
magpost ka sa group, ganun. Yung mga ganung simpleng bagay lang na, to motivate them.
That’s maintaining bond na rin sa kanila.

I: But, how do you maintain naman authority?

MSL1: Ayun, how to maintain authority? Lagi kong sinasabi yung word na professionalism, na
hindi porket kaibigan kita, hindi porket kamaganak kita sa org, kapag may sinet akong deadline
sayo sundin, or else wala ano papagalitan ka talaga. Madalas akong magraise ng ganun sa GA
lalo na yung time na sobrang pasaway na yung members, pinipin-point ko talaga lalo na kapag
 54

professional na hindi ko naman personal matters kasi kapag personal matter icoconfront ko yung
tao, professionally kasi yun eh so kapag ganun minemaintain ko talaga na yun nga binabalance
ko yung humor and authority, kasi yung humor kasi pumapasok yun, importante kasi sakin yung
humor pero you should establish your authority using serious words na hindi ka nagjojoke kasi
serious matter ‘to eh, so maeestablish mo yung authority dun. Kahit yung simpleng nagiingay
sila, order order everyone dito lang sa gitna, ayoko makakita ng ganan ganan. Ayun dun ako mas
lumalabas yung pagiging bitch ko daw minsa, lalo sa mga ganung bagay. Ayun.

I: Sige next, through communication how do you maintain a healthy but productive environment
in the organization? Sa pakikipag-usap or paano mo ba sila inaapproach?

MSL1: Ayun nabanggit ko nga kanina na very friendly yung approach ko sa kanila, hindi ako
yung, kasi ano eh ayoko kasing makita nila ako as a president kaya nga ang tawag nila sakin ay
kuya P, kasi p is for president tapos kuya kasi kuya lang nila. So kuya P yung tawag nila sakin
kasi nga gusto ko nga na ganun maestablish eh na kuya lang ako dito na to guide you, kung
kailangan nyo ng kausap andito lang ako ganyan. Tsaka ang importante kasi kapag
communication, personal yung atake mo and then wag mong hahayaan na maleft out sila na
parang feel nila na sumali sila ng organization para lang maging member, iparamdam mo talaga
sa kanila na family talaga dito, tsaka wala, yung hindi corny na kausapin mo lang talaga sila,
itext, katext minsan tapos kapag kunwari kapag may kinahihiligan silang TV series or movies,
makipag-kwentuhan ka kapag alam mo yun, and then kahit sa twitter lang din ganan
makipagkulitan ka kasi that’s part eh para mestablish mo yung ano nila, ayun.

I: Ayun next, how do you motivate your members?

MSL1: Ayun motivate members, ako kasi yung masalita, madami akong shineshare more of
nagseshare ako ng mga success stories na alam ko para mamotivate sila pangalawa naniniwala
din kasi ako sa, anong learning theory na yun, yung reinforcement na reward na kailangan
bigyan mo sila ng rewards everytime and importante yung simple words na thank you good job,
importante yun, nadali ko rin kasi sya kasi I’m a teacher, and yung kahit simpleng pagsagot lang
nila kahit mali that’s a good idea very good, kahit pagdating mo sa members mo kapagka may
nagagawa silang maganda, for example simpleng dun sa activity and ginawa lang naman talaga
nila nagusher lang gana, lalapitan mo pa rin salamat ganan, para ipafeel mo sa kanila na malaki
yung ginawa nila, achievement na ganun. Tapos lagi ding, ang importante din na ginagawa ko, as
much as possible, bukod dun pinaparecognize ko rin sa ibang members na, uy guys, tignan nyo
to ang ganda ng nagawa nya ganyan ganyan ireraise mo sa GA na wow. Kung may activity man
lagi kong ginagawa, sinasabi ko yung mga magandang kinalabasan nung activity and yung mga
praise nagaling sa ibang tao para mamotivate pa sila.

I: How do you express yourself to the members? Kunwari nafufrustrate ka na, or masaya ka
ganon, like outright mo ba?
 55

MSL1: Ayun kapag ano, ako kasi ano, hindi madaling magleak yung emotions ko though ang
lagi lang nilang nakikita sakin masaya ko. Yung kasiyahan ko ano lang yun, outright yun. Laging
lumalabas yun. Pero yung kapag for example, frustration, madali nila makita. Pero yung galit,
lungkot hindi nila madalas makita sakin yung kasi hindi rin ako expressive. I’m only expressive
sa mga emotions na kasiyahan ganyan kumbaga front ko yun eh, yun yung mga kadalasan nilang
nakikita sakin. Kung magtatanong ka sa mga members lagi siguro nilang sasabihin na masayahin
ganun, pabiro, pero yung ibang emotions ko hindi ako open eh, lalo na kapag ewan ko.

I: So parang ayaw mong nakikita na weak yung parang…

MSL1: Yes, actually.

I: Last question, can you give instances where you were extremely challenged as a leader.

MSL1: Dami, siguro yung pinaka, hmmm… di ko na kasi maaalala yung mga nangyari kasi
patapos na yung term ko eh. Ahh nung nagkaroon ng mismong internal conflict na as in ang
nagaaway away alumni versus mga batang members versus mga tanders sa org. As in nagaway
away sila like shet. Kasi only org kasi ang UP GURO for MST tapos isa naming alumni gustong
magtayo ng, isang tander member naming gusto magtayo ng bagong org ganan tapos ininvite pa
ko. Sobrang laking struggle nun, kasi nung time na yun, ipapasa pa lang sakin yung term. Ang
pinasa sayong term, ayun pala, ayun yung greatest challenge na ang pinasa saking term, unang
una hindi stable yung members, like ang dami nilang hiwahiwalay, paksyon paksyon. Yun yung
isang binreak ko eh, kailangan mabond ulit sila. Pangalawa negative yung pera namin, nung
pinasa sakin, as in zero, I started from zero. Nagstart ako ng midyear ng zero. Pangatlo, dun sa
pagsisimula ko nga, yung mga nasa exec baguhan pa lang din sila sa exec, kaya mejo
nangangapa pa sila. And then ayun, pangapat yung trust ng alumni nawala yun eh kasi nga
nagkaroon ng conflict sa loob. Ang pinaka challenge talaga is yung pagstart ko nung term kasi
nga yung mga nabanggit ko na challenges.

I: So paano mo naman naayos o kinaya yung mga ganun?

MSL1: Ewan ko, tiwala lang kasi ako sa mga members. Importante talaga establish yung goal
mo, objective mo kasi naniniwala ako na as a leader you should establish your goal kasi on the
course of doing your action, kapag ka feeling mo gusto mo nang sumuko, pagod ka na, ang hirap
ayusin nito, ang hirap magkaroon ng pera. Babalik at babalikan mo yung goal mo na bakit mo ba
ginagawa yan? Naayos ko sya actually kasi nga may goal ako and then alam ko na yung exec ko
kaya naming gawin yun. Yung apat na challenges na yun, nacounter naming yun. For example
yung members, ayan okay na ulit. Feeling ko, challenge din kasi samin na K-12 kasi nga kulang
yung member and walang pumasa sa MST, so ano na? Wala na kaming makukuha. Kaya
kailangan maano namin yun, isa yun sa challenge ng term ko. Ayun sa pera, malaki ng yung pera
namin. Ang gagaling nga ng exec naming eh. Sa alumni, napabalik naming yung trust, its more
of ano lang, tiwala lang. Hindi ko lang rin alam kung anong nangyari pero nandun lang din kasi
yun sa puso eh, laban lang. Mindset.
 56

I: Last na lang talaga. Bilang leader, paano mo idedescribe yung sarili mo bilang leader sa
tatlong adjectives.

MSL1: Hala wait lang ang hirap… very passionate talaga. Pangalawa, friendly. Sorry wala
akong maisip. Honest.

[END OF INTERVIEW]

****

Interview of Male Student Leader 2

[START OF INTERVIEW]

I: Hi. Please state your name, your course, and the organization you are representing.

MSL2: Ako pala si Ben Oliver D. Tutor, BAPhilo, Batch 13 from PhiloSocUPLB.

I: Okay, first question, how did you get interested in becoming a leader especially in your
organization?

MSL2: Naging interested ako mula nung nanotice ko sa organization since bago pa lang yung
org. Ayun yung nagbigay sa akin ng interes.

MSL2: Dinedefine ko yung success base sa definition ng mga members kung ano yung success.

I: So paano mo sila nilelead dun?

MSL2: Unang una, from exec tinatanong ko sa kanila yung paggagawa ng plan of action kung
ano yung mga gusto nilang gawin sa org as individual tapos ayun icocollate naming tapos from
sa exec tatanungin din naman yung mga members kung ano yung gusto nilang mangyari sa taon
na to tapos magko-collate namin. Tapos gagawa na mismo ng plan of action tapos timeline
susundin na lang namin yun.

I: So yun nga ulit yung tanong, what makes an organization successful, for you?

MSL2: Ang hirap ah, wait lang.

I: Kahit para sayo lang, para sayo, kailan kayo naging successful? Para sayo, kailan kayo
successful bilang isang organization?

MSL2: Pwede ba na sa experience lang? Para kasing kulang pa ako sa experience para masabing
successful na. Pero yung kunwari sa isang event, yung after ng isang event lahat nakangiti tapos
walang sisihan na nangyayari, ganon yung sa tingin kong successful. Tapos kung sa term ko
naman, sa tingin ko magiging successful ang term ko kapag pagbaba ko sa pwesto ay at least
meron akong naibigay or meron akong nasimulan.
 57

I: Okay, sige. Next, how do you know when the productivity of the members is at its optimum
capacity? Parang nagagawa nila yung best nila sa pagwowork.

MSL2: Hmmm, sa pagaassign kasi naman sa kada consider, tinitignan muna namin interes nila.
Tapos kung panong masasabing na optimal ay nagkakaroon kami ng eval, evaluation after ng
event tapos meron dun na rate, mula sa kanila kung ano yung binigay nilang effort. Tapos dun
namin inoobserve kung nagawa ba talaga.

I: So parehas lang sa next question, how do you assess the performance of the members? Ganun
din ba, ayun na rin yung assessment nyo?

MSL2: Oo, ayun na rin.

I: Okay next. Describe yourself as a leader.

MSL2: Hindi strict. Tapos kung ano yung gusto ng members, go lang. More of over, ano yun,
tiwala lang sa members sa kung anong desisyon, bihira ako magbigay ng sarili kong desisyon.
Kung ano yung pinagbotohan nila, go. Tapos mas focus ako sa internals, mas gusto ko yung,
kapag papipiliin ako ng event kung external or internal event, mas pipiliin ko yung internal
event, compared sa external.

I: Next, once a project or an event is to be setup, what course of action follows? Ano yung una
mong iniisip o kaya ginagawa?

MSL2: Kapag magseset up, hmmm. Kasama ba dito yung mga pagbubudget pa or…

I: Pwede kung ayun yung un among iniisip.

MSL2: Una muna samin ay yung date, time, ay yung una muna ay ginagawa naming, ay yung,
ano nga yun, yung SWOT. SWOT analysis. Tapos nagsisimula kami sa pag-eenumerate ng
pwede naming activities tapos unti-unti rin naming babawasan tapos kasunod nun ay titignan
namin kung ano yung mas feasible sa oras depende run sa time. Kunwari ay kung gano kabigat
yung event, kung hindi naman sya ganon kabigat ipupwesto namin sya dun sa mas malapit na
date kapag mabigat, doon sa mas malayo. Tapos after non, ang ginagawa naming ibat-iba yung
head para hindi ba nagooverlap yung preparation nung isat isa na habang gumagalaw yung mga
tao sa isang event a, gumagalaw na rin yung tao sa b. Tapos after naman nun, after magkaroon
ng ibat-ibang head kasunod na nun ay yung pagcocost… yung budget naman, tapos nun
designation na ng mga tao, kung sino yung mga particular ADHOC ganyan ganon.

I: Next, how do you give orders? Paano ka magutos?

MSL2: Informal na uy, gawin mo naman ‘to. Hindi ako yung strict na English. Para bang tropa
lang. Ganon ganon lang.

I: So kapag nagaano ka, ayaw mong nagmumuka kang boss kung magutos ganon.
 58

MSL2: Oo. Parang tropa lang.

I: Next, if conflict between people arise, do you directly confront them?

MSL2: Conflict sa in general?

I:Kunwari meron ka narinig na merong may problema sayo ganon. Kakausapin mo ba sya?

MSL2:Kakausapin ko na rin kaagad. Pero aalamin ko muna gaano kabigat yung problema. Kasi
kung, kunwari lang, galit na galit paka sakin yung member na hindi pa ko kinakausap. Mejo
hindi talaga direkta, yung bang gagawa muna ako ng steps para at least makausap ko yung tao.
Tapos kapag naman sa mga event, kunwari merong problems within the organization, like,
kunwari ay sa plan, directly kaagad na puntuhin yung problema para masolusyunan kaagad.

I: Okay next, how do you feel when older members of the organization try to guide or help you.

MSL2: Okay lang kasi sila yung mas experienced eh kasi yung mga kadalasang activities naming
galing din sa kanila. Tapos sila yung mas may experience kaya okay lang sakin.

I: Hindi mo naman nafefeel na parang nacocontrol ka or masyado silang nangengealam kahit

papaano o may mga ganong pagkakataon?

MSL2: Depende rin sa alumni, merong alumni na okay lang din. Tapos siguro kaya nafefeel yun
ay sa manner nung pagsasalita nila. Delivery.

I: Pero sa case nyo naman, wala naman?

MSL2: Wala naman.

I: Next, as a person in a higher position in the organization, how do you maintain bond with the
members?

MSL2: Inom. Haha. Ang ginagawa ko tinatanong ko anong mga trip nila tapos sasama na lang
ako kung…

I: Pero hindi ikaw yung type ng president na makwento kaya mo sila nakakaclose, or yung
kasama mo lang sila okay na.

MSL2: Ang ginagawa ko aalamin nga muna yung trip tapos doon ko kakausapin. Ganun ganon
lang.

I: Next, how do you maintain naman authority?

MSL2: Paano nga ba, ang hirap nun ah. Haha.

I: In your case lang naman, ikaw. Paano mo nasestay na presidente ako dapat masusunod ako,
mga ganon.
 59

MSL2: Paano nga ba? Lagi kasi akong humihingi lang ng tulong eh, parang ganon. Kunwari
kapag hihingi ako ng tulong as a president, kailangan ko ng tulong ganyan, siguro ganon pero
yung talagang direct na pinapakita ko yung authority ko, hindi ganon.

I: Hindi ka ba yung kailangan mong magpakita na nakakatakot ka or kailangan na mataaas ako.

MSL2: Hindi eh. Yung pinapakita ko na, para kasing yung ginagawa ko pinapakita kong, sa mga
bagay na di ko kaya pinapakita kong mahina talaga ko para tulungan ako na hindi ako lang yung
magbibigay ng solusyon o di lang yun yung makakasagot sa problema, kundi lahat.

I: So through that, nagiging authoritative ka naman sa kanila?

MSL2: Sa tingin ko oo, narerespect naman. Tapos mula naman nung umpisa, parang hinihingi ko
na yung trust nila as a leader na igaguide ko sila.

I: Okay next, through communication, how ensure a healthy but productive environment in the
organization. Healthy parang hindi sya masyadong toxic ganon kahit nagwowork kayo.

MSL2: Mga team building ganon. Tapos kunwari merong mga event inum-inom para
mabawasan yung tense.

I: Okay next, how do you motivate your members?

MSL2: Pano ba, pano gumalaw?

I: Ikaw, kahit personal or work. Kapag ba talaga bang kinakausap mo sila na kaya mo yan.

MSL2: Oo ganun. Kapag sa work una pa lang, syempre kapag may event lalo na kapag may
sponsorship. Minomotivate ko sila, sinasabi kong hindi lang naman sila nagiisa pwede rin naman
silang humingi ng tulong sakin pwede ko silang iguide. Tapos kapag naman sa as a member
internals lang naman, minomotivate ko sila na, tinanong ko sa kanila kung bakit nga ba kami
nagsamsama, ano nga ba yung layunin namin para maibalik pa yung reason kung bakit nga sila
nag-philosoc.

I: Next, how do you express yourself to the members? Kapag ba masaya ka masaya rin yung
pinapakita mo, or kapag nagagalit ka hindi mo sya napapakita kasi ayaw mong nagagalit sa
kanila.

MSL2: Depende rin sa sitwasyon eh meron talagang sitwasyon na naipakita ko yung galit ko.
Pero merong sitwasyon na yung kapag alam kong down lahat ng members tapos syempre down
rin ako or mejo agit mas pipiliin ko na lang ipakitang masaya para at least hindi sila…

I: Okay sa ganung case ba pinapakita mo yung dahil ayaw mong magmukang weak or
mapakitang vulnerable ka bilang president?
 60

MSL2: Uhh hindi naman. Ang intensyon ko dun ay para lang hindi malungkot or hindi madamay
sa lungkot.

I: Pero okay lang sayo na makita ng members na weak ka?

MSL2: Oo, okay lang sakin.

I: Okay next, can you give instances when you were extreme challenged as a leader. Pinaka-
nahirapan ka talaga ngayong term mo.

MSL2: Uh pinakamahirap ngayon sakin… internals. Sa internals na ang pinaka challenge sakin
na maging close lahat. Kasi ang hirap mong utusan o pagalawin yung isang tao kapag hindi mo
sya kaclose. Yung pinakachallenge tapos syempre dahil bata pa yung org dahil two years pa lang
kami, yung identity pa mismo ng org. So isang malaking bagay pa sakin kung paano ko ididirect
yung, kung saan nga ba yung org papunta. Parang nasa stage pa rin naman kasi paghahanap pa
rin ng mismong identity namin.

I:Okay, last na lang. Please give three adjectives na magdedescribe sayo as a leader.

MSL2: Three adjectives… hmmmm. Funny, tapos helpful. Haha nahihirapan ako ievaluate yung
sarili ko. Makamasa, ano bang English nun?

I: Member oriented?

MSL2: Ayun, member oriented.

[END OF INTERVIEW]

****

Interview of Male Student Leader 3

[START OF INTERVIEW]

I: Please state your name, your course, and the org you are representing.

MSL3: Like real name?

I: Uhm-um.

MSL3: Okay, B*** F*** M*****, BA Sociology, the org UP Alliance of Students Unified for
Sociology (UP ASUS).

I: Thank you, first question is, how did you get interested in becoming a leader especially in your
organization?
 61

MSL3: Paano diba? Uh kasi during may second year of stay sa UP ASUS, I was the academics
collective head so yung training ko kasi noon as an acad head wala naman masyado talaga. So I
had to learn, every step na kailangan, yung culture capital kung tutuusin. Ayun yung lahat ng
know-hows sa pagiging acad head kinapa ko sya pero it produce and effect na parang mas
confident ako sa sarili ko. So nung time nung nominations na delibs for Tribunor, yun yung
tawag 61 asan sa pagiging president, aware ako na among the candidates ako yung pinaka-
prepared sa kanilang lahat kasi as an acad head andami kong ginawa nuon, although mau faults
naman ako pero skill wise, competency, oo mas nakikita ko na ako talaga na prepared ako nun.
So nagstep-up na ako, tinanggihan ko yung iba kong nominations just to become the tribune kasi
alam kong kaya ko naman and iniisip ko rin kung if yung other, mas nakikita ko yung sarili ko
dun sa posisyon kaysa duon sa ibang posisyon.

I: Okay thank you. Next question, how do you lead your organization to success?

MSL3: Uhh, paano ba, recent example siguro ng success yung event 61 asan recently, paano ko
naachieve yun, yun yung masaya, hindi ako yung nagachieve nun it’s about empowering your
members talaga. Although may nangyaring issue na mejo napabayaan ko pero the fact na naging
issue yung pinabayaan ko sila meaning is the member need guidance so more than that, more
than yung kailangan you’re always there, ikaw yung pinaka-matanda at the same time you’re the
president, you must learn how to empower them ginawa ko yung by talking to them constantly,
ay hindi naman constantly pala, every now and then kinakamusta ko sila, reassuring them na
everything will be okay in case na pumalpak yung plano, I always remind them to have their own
backup plan tsaka it’s always just keeping them in the mindset na as long as you would give your
best effort okay yun, kahit hindi ganun kaganda yung kinalabasan at least you tried. Ganun yung
mindset na gusto 61 asana6161op nila tsaka I encourage them to think for themselves na parang
oo, it yung sinasabi kong pamamaraan kung paano natin pwede iconduct yung event pero hindi
ko sinasabi na iyon lang yung paraan parang ganun.

I: Kung through empowering mo naaachieve yung success, idefine naman natin para sayo, para
sayo ano ba yung success ng isang organization? Paano sya magiging successful?

MSL3: Social organization in sociology kasi, pinaka-naappreciate ko na lesson dun ay, an

organization is nothing without its members. The org is an ideal type, it’s a social construction
therefore para sakin, the success of an organization relies heavily on its members so importante
na as an org kailangan cohesive sila as a unit eh cohesive in a sense na kung ito ba ay usapang
trabaho o usapang bonding lang, kailangan tight unit sila alam nila kung paano gumalaw ang
bawat isa, alam nila yung strengths alam nila yung weaknesses, alam mo yun na sobrang tight ng
internals ng isang organization. That’s what would define the success of the organization. How
tightly knit is your members.

I: Next, how do you assess the performance of your members, yung process ng assessing?
 62

MSL3: Well there’s always yung mga tinatawag nating evaluation ng event after ng event diba
pero aside from that every Monday nageexec meeting kami so minimeet ko yung exec,
tinatanong ko sila lagi na kamusta yung collective mo pagdating sa trabaho, pagdating sa
personal din tapos kamusta yung collective heads, sa trabaho at sa personal issues. It’s one way
of assessing kung ano bang meron sa organization, ano bang nangyayari. And from there usually
ang ginagawa 62 asan exec, nalaman naming yung mga internal issues and work related issues
dun kami magsastart ng planning, kung paano 62 asan idedeal yun, yun talaga yung pinaka-focus
part ng meeting.

I: Next, describe yourself as a leader.

MSL3: Okay paano ba. I’m not in a very healthy state of mind ngayon eh, mejo colored yung
utak ko.

I: Yung ano lang kahit in general lang kung paano mo inaasses yung sarili mo.

MSL3: I think I’ve always liked being a good follower lang din talaga. Na okay ako ng
inuutusan, okay akong sinasabihan, okay akong nagtatrabaho. Ayokong ano taga-utos lang
talaga. Parang service does not mean na you get to be at the top of everything, you’re so
immersed with the people inside, your with them you feel what they feel, experience what they
experience. It’s the same thing that happening with them, pero given nga yung sinabi ko na hindi
ako nasa healthy state of mind, may mga bagay na parang I though ganun pala ako pero
apparently hindi, ayun pero after all this time, I would still like to believe na ganun ako.

I: Next, once a project or an event is to be setup, what course of action follows? Yung pinakauna
mo sigurong gagawin or iisipin.

MSL3: Kunwari may naisip kang event, ano yung next step? Who would be the best people to
work at it. Ayun kasi inaadvocate 62 asan na kasi parang andaming reasons for not joining an org
pero I think kung ganun yung mindset ng mga tao bakit sila sasali ng org so we must advocate na
parang sumali yung isang tao ng org it must contribute to their personal growth and
development, so tinitignan 62 asan sinong kayang pwedeng ano, who’s the best fit for this job,
and sino rin yung hindi best fit for this job. Kapag yung best fit gets mo eh, he or she would be
effective at that event pero dun naman sa hindi pinaka effective, mapipilitan sya oo pero may
matututunan naman sya. Matatry nya yung bagong experience, hindi lang yung usually yung
consideration 62 asan. Usually yung mga best fit sa events ay yung mga relatively mas matagal
yung residencies sa org, so lagi naming pinapartner yung mga bata sa matatanda para natututo
yung bata sa matatanda , at the same time narereevaluate nya kung paano ba talaga yung gusto
nyang maging identity pati leadership styles sa org. Effective naman sya.

I: Sa mga event naman at sa mga bagay na as a leader, how do you give orders? In terms ng
spoken, kunwari may mga simpleng bagay na iuutos ka, paano ba yung manner ng pagutos mo?
Are you more authoritative or are you more na friendly na mejo hesitant kung magutos.
 63

MSL3: Ay hindi ako hesistant, derecho ko. Uy pwede bang ikaw na maglead nito. Ay hindi pala
ako ganun. It’s more of ikaw ang point person sa cutting edge magset-up ka ng meeting ganyan.
Free 63 asa okay lang ba sayo? Ayun laging nandun dapat yung okay lang ba sayo kasi may
dating daw ako minsan na parang ang intimidating ko daw that’s why I always have to be tactful
with people. Kaya lagi kong tinatanong yun just for them na wag makuha yung maling meaning
na nageenforce lang ako ng gusto ko. So ayun.

I: Next, if conflict between people arise do you directly confront them?

MSL3: In a way oo, ang sasabihin ko kasi, can we talk after the meeting, or ano meet tayo this
week, usap tayo for a while pero ayoko na yung ano, nung ako yung acad head actually member
pa lang ako nun, bago pa lang ako, directly after the event nagkaroon ng confrontation between
members and honestly, I never liked how it ended. So ayoko na mangyare yun, ever ulit.

I: Okay, pero in general you confront people when there’s problem naman?

MSL3: Hindi, nakakahiya yun eh. Kasi makikita ng ibang tao, na your members, there something
going on. Kung hindi naman sila involved kunwari it’s not of an org issue, it’s more of between
two members, so let’s set aside, let’s set them aside for a more personal and intimate meeting.
Kung hindi naman, edi you have to face the body, it’s an org apektado yung buong organization
eh.

I: Next, how do you when older members of the organization try to guide or help you?

MSL3: I’ve always defended the alumni kasi kilala ko sila, kasi minsan din the exec gets it
wrong eh. Parang when their alumni is saying something it sounds as if their interfering pero ako
at least their trying to say to get their opinion out eh, they think it’s better for this organization
kung ganito yung gagawin. Tama man yun o mali talaga it’s a negotiation between the two. So I
take it positively unlike some people na minsan tunog na ang hostile ng recepetion nila sa ganun.

I: So wala namang cases na ikaw rin nakakafeel ng ganun.

MSL3: There are cases, yun na yung minsan talaga mali na yung dating ng, ang nakakairita kasi
minsan kapag sinasabi ng ibang alumni na ganito kasi kami nung time 63 asan dapat ginawa nyo
to eh ako socio tayo, context based iba na yung circumstances surrounding my term from your
term. So yung mga ganun hindi ko kayang itolerate, mas okay pa kong marinig na nung time kasi
63 asan ganito ginawa naming baka pwede nyong itry, hindi yung directly iyon yung solution.

I: So nafefeel 63 asa yun control, or parang hindi 63 asa gusto yun kasi you feel like being
controlled sa ganung situation?

MSL3: Hindi naman. Kasi as a leader assertive ako in a way na this is my term, I’m the president
so at the end of the day, yung gusto ko at yung gusto ng residents, ayun pa rin yung masusunod.
Yung alumni, they’re only there for suggestions, helping hand, ganon.
 64

I: Next, as a person in a higher position in the organization, how do you maintain bond with the
members?

MSL3: I’m ano, lagi akong nanjan kapag inom. Haha. Lagi akong anjan kapag GA, kasi socio, sa
BA Socio, konti lang talaga kayo, magkakaklase pa kayo, the probability of meeting your far low
orgmates around the campus is very high. Nagyayaya ako talaga, tara sa reading room, kasi
nagagamit 64 asan yung wifi. Nagyaya kumain, although madalas pala hindi sila nakakasama
kasi may ginagawa. Ano pa ba, nagaaya ako ng inom. One time nagaya ako magacads kami kasi
may ganon sa org na parang ayaw nilang magacads as a group, mas effective daw sila as
individual pero nagyayaya ako just to be with them. Kapag dinner nasama ako pero lately hindi
na ako nakakasama kasi may isa akong org na sinalihan, nagcocommit din ako dun. Tapos
crunch time ngayon sa thesis, alam mo 64 asan. So, I have to make time for myself talaga.

I: Bilang president, so 64 asana64 bond, how important is yung pakikipag-kwentuhan

specifically yung kwentuhan.

MSL3: Oh it’s very important. How would you relate with another person kung hindi
makikipagkwentuhan. Alam mo yun na kakain kayo, pero ano namang matutunan nyo sa isat isa
or pano nyo malalaman kung kamusta na yung isa kung kumain lang kayo. It’s a way of
interaction and further more form of socialization na you get to know each other talaga. Beyond
yung work related since sabi ko nga kanina I like to focus on the internals so mas gusto ko
nagkukwentuhan talaga. Ganun din naman yung approach ko, oh tara kwentuhan na lang sa
ganito.

I: So with that na may bond ka naman na with the members, how do you maintain authority
naman?

MSL3: Ahh alam nila kapag nagagalit ako eh. Pag tumataas na yung boses or nagiging stiff na
yung tayo ko. Pati yung tone ng voice ko gets na nila it’s time to get serious kasi napapansin ko
rin naman yun. Ako rin naman minsan guilty rin naman ako na sa sobrang saya sa ASUS
nawawala ako sa ano sa direction pero once the tone changes, pero once na, minsan kapag nga
nageenglish pa ko alam na nilang seryoso na. Alam mo yun, dun lang sa body movements and
gestures and pati the tone of the voice.

I: Next naman, through communication how do you ensure a healthy but productive environment
in the organization?

MSL3: Ayun nga eh kasi andaming naging internal issues lately tapos sa exec, nagiisip kami ng
sanctions to discourage such behaviours pero narealize din 64 asan na parang it’s not a good way
of improving such situations tapos magbibigay ka bigla ng sanctions. Sakin, if we must give
sanctions, kunwari gusto mo lang i-fine ng ganitong amount kasi hindi na nagbabayad ng FRA or
gusto mong harapin nya yung body kasi madalas syang absent sa GA ang sakin before you do
that you must exhaust all possible means of communicating to that person involve para malaman
 65

mo yung backstory otherwise they won’t take it, baka hindi nila itake yun in a nice way baka
makasira ka pa ng relations and importante yun sa org.

I: Okay, next question. How do you motivate your members?

MSL3: Let’s find a sad event sa ASUS, ah okay. Minsan kasi, siguro in the context na may
nagfail na activity or nagbuburn out na siguro kapag nagfail yung activity I always encourage
them na hindi pa huli ang lahat. If you still want to make a difference find out where you went
wrong and educate the next people kung paano nila iimprove yun. Serve as an example, don’t
look at it na nakakahiya ka. Nobody’s gonna win from that kind of thinking. Sa burn out naman I
always tell them na remember to why you joined in the first place. Saka may pinapaalala ako na
maybe it’s because you’ve been shouldering things too much alone. Remember that this is an
organization, a group of people committed to a single or multiple goal, and with similar interests.
So don’t think you’re alone, for sure maraming tao jan na interesado sa gusto mong gawin so try
to connect with other people din. Maybe you’ll find something na you’re looking for pero you
never realize na it was what you needed. So ayun pa rin yung communication.

I: Pero in terms of motivating naman, are the kind of leader na very personal kung magmotivate
na hindi lang work pero other things very personal things pero minomotivate mo pa rin sila.

MSL3: Yeah pero, to be honest, I cannot say na ganun ako sa lahat. Kasi I have belief sa ibang
members na their strong enough, I don’t need to interfere unless it’s the last resort. Otherwise
talagang itetext ko yan na tara usap tayo, let’s see what the problem really is.

I: Next, how do you express yourself to the members? Especially yung pagpapakita ng emotions.

MSL3: Expressive ako na I always… ay hindi, nung first nagkaissue na parang andami ko raw
iniisip pero hindi ko sinasabi so I changed that after nung CSC. I always told them I want think,
what’s the best way ganyan na transparency talaga. Sinasabi ko sa kanila yung iniisip ko. Lately
hindi ako naging transparent kasi parang nalayo ako for a while sa org so ang balak ko ngayon to
be transparent ay itatry kong maging connected. Kahit minsan ang awkward umaattend ako ng
meetings nila ng mga bonding tapos I tell a little bit by bit kung ano nang nangyayari sakin kasi
ayoko namang ibombard sila na ito yung problema ko baka magulo pa yung org. Ayun, it’s about
communication, it’s about telling what you really feel, not keeping it to yourself.

I: Eh sa mga bagay na stress ka na or nagagalit ka na, naipapakita 65 asa yun?

MSL3: Oo. Nagre-rage mode ako minsan sa kanila. Umayos na kayo, hindi dapat ganito yung
ginagawa natin. Diba napag usapan na natin na ganito by start ng event ganito na dapat yung
gagawin natin. Sometimes it produces bad results pero I’m transparent naman.

I: Eh sa mga pagkakataon naman na nahihirapan ka, are you willing to show to your members na
you’re weak o that you feel nahihirapan?
 66

MSL3: Sakin may certain extent lang yung tolerance na kaya mo pa yung ganito. Sige pero when
everyone is feeling down maybe you can show just a little bit just to let them know, but at the
same time you must be the first to show na ganun.

I: Dahil 66 asan sa president ka kaya kailangan mo mamaintain yung ganung image na strong?

MSL3: In a way, oo. Pero also in another way kasi you must be, alam mo yun na parang
everybody is thinking negatively, whose the one na should be the one thinking positive. Pero
kung nakikita mo naman sya in a good way, why not do it. Magkainitiative ka, this is a family.
So if you could save them, go on save them.

I: Next, can you give instances when you were extreme challenged as a leader.

MSL3: Ahhh. Oh my God. Madami, oo. Recently, oo. Kapag trinanscribe ba ‘to naka-name ako.

I: Pwedeng hindi naman.

MSL3: Wag ha kasi this is personal. Lately, I don’t feel welcome talaga kasi ang nangyare sa
CSC, when I joined another org napalayo ako sa kanila and personal issues happened. So right
now, I don’t feel welcome. Hindi rin nila ako masyadong inaano kasi talagang kinikim ko yung
problema ko so hindi ako makapagconnect sa kanila. Although I try tulad nung sinasabi ko
kanina umattend ako ngayon telling bits of my problem pero I still don’t feel welcome. So ang
hirap nun kasi sabi ko nga kanina, you meet them everyday, presidente ka, you’re supposed to be
leading them, lalong lalo na ngayon na ganito yung kind of relationship mo with them, makes
you highly discouraged na manatili as president. So ang nasa mindset ko lang ngayon, tatapusin
ko na lang ‘to. Pero ayun nga even at the, sa harap ng ganitong klase ng problema you’ll have
your duties and you still care pa rin naman. You deal with it face first, hindi ka masyadong
tatakbo talaga. Kahit gusto mo na.

I: So, well I dunno kung naovercome mo na, pero how do you plan to deal with it?

MSL3: I don’t think magugustuhan mo yung sagot eh pero right now ASUS is not my priority
talaga. I have a lot of personal shit talaga na it’s affecting my mental health ginusto ko na rin
talaga magpacheck up. So ang priorities ko talaga ngayon ay yung sarili ko. Ayoko na rin
pahirapan magulang ko na madedelay ako, although delay na ko, as much as possible konti na
lang dapat gagawin ko sa midyear. So I’m giving time for myself na fix my shit, really catch up
sa acads and really try to save my thesis. And gusto ko iyong muna, saka na yung ASUS. So it’s
possible na this semester might end na we will not be on good terms pero I believe naman one
day maayos din yun, maybe it’s not just this month or the following weeks or the years, pero in
time it will come.

I: Okay good. Last na lang, can give you give three adjectives you would say that will describe
you as a leader.
 67

MSL3: Follower of course. Considerate. Hindi naman sa shy, hmmm… follower, considerate,
siguro passionate, na I tend to give so much meaning to what I do especially sa pagiging leader
na. I want them to be the best that they can be, so I try to immerse with them, to be a good
follower, ayoko maging authoritarian so gusto ko maging considerate na I would hear you out
first, let’s together as an organization, let’s find good verdict hindi yung ako yung maghahanap
because that’s not how a democratic organization works, you talk with the people.

[END OF INTERVIEW]

Interview of Male Student Leader 4

[START OF INTERVIEW]

MSL4: John Rafael Barrios, BS Applied Physics, tapos PHYSIKA: UP Applied Physics Society.

I: Ayan so, first question, how did you get interested in becoming a leader especially in your
organization?

MSL4: Leader, uh, kasi nung pagsaling pagsali ko pa lang naimmerse ng ko org sa activities 67
asan tapos ayun, di ko inexpect na gugustuhin nilang na maglead ako ng org. Ayun so inaccept
ko yung position, chance 67 asan para makapaghelp sa organization.

I: Okay thank you. So next, first topic question, how do you lead your organization to success?

MSL4: Ano, first, collective effort, ineexplain ko sa kanila na dapat magwork kami together para
ano maging successful yung events and stuff.

I: Next, in your opinion what makes and organization successful?

MSL4: Ayun, teamwork.

I: Next, how do you know when the productivity of the members is at its optimum capacity?

MSL4: Yun yung maximum ano mo diba? Feeling ko… paulit nung question.

I: How do you know when the productivity of the members is at its optimum capacity? Like
nakakapagwork sila ng yun yung best nila ganon.

MSL4: Kapag nakakapagwork sila ng best nila, feeling ko comfortable sila dun sa work na
nabigay nila. Feeling ko dun yung pinakabest na magagawa nila yung trabaho.

I: How do you asses the performance of your members?

MSL4: So far, okay lang.

I: Hindi. Paano mo ina-assess.

 68

MSL4: Ah okay. May ano kami evaluation, parang may ranking if the event is successful
ganyan. 1 to 5, needs improvement.

I: Sa every member yun?

MSL4: Meron ding ganon.

I: Okay, so describe yourself as a leader.

MSL4: Ano kasi ako, optimistic and pessimistic, ang gulo eh. Hahaha. So ayun, nakikita ko yung
good sides and bad sides ng event. Kapag may bad sides, so magcocome up ng plan to solve the
problem.

I: Next, once a project or an event is to be set up, what course of action follows? Parang ano
yung 68 asana68 gagawin, 68 asana68 iisipin?

MSL4: Yung first is yung schedule, and then yung… yung una lang naman diba?

I: Yeah, pero bakit schedule?

MSL4: Para may 68 asan kami may overview na kami kung kailan at kung saan? Ayun yung
pinaka-una kong iniisip.

I: Okay. Next, how do you give orders? Parang paano ka magutos, gawin mo ‘to o parang uy
baka pwede namang ganun.

MSL4: Ganung way, yung pangalawa. Ano sya mas, mas feel ko mas friendly yung approach ko
kasi, mejo yung ganon. Hindi ako authoritarian. Authoritative.

I: Sa ganoong paraan, paano ka nakakapagmaintain ng authority kung friendly ka?

MSL4: I think, yung pagiging friendly at authoritative, pwede naman syang magsama. I think
depende na rin yun sa kung paano ka nagask nung question. Kunwari, may respect sya dun sa
posisyon mo, susunod naman sila.

I: So paanong paraan mo naman naisstay na president ako so dapat sumunod kayo. Parang
ganon?

MSL4: Kasi nung naelect ako, ayun yung pinaka-una kong sinabi. If gusto nyong magwork tayo
together, sundin nyo ko as a president.

I: Okay next, if conflict between people arise, do you directly confront them?

MSL4: Uhm-um.

I: So kakausapin mo kaagad sila kapag may problema?

 69

MSL4: Uhm-um.

I: Next, how do you feel when the older members of the organization try to guide or help you?

MSL4: Okay lang naman. Kasi ano sya, open ako sa ideas ng ibang tao.

I: Kapag nagsusuggest sila ng mga ganitong bagay kahit nakapagdecide ka na, hindi 69 asa
nafefeel na nacocontrol ka?

MSL4: Hindi. Hindi naman kasi kailangan samin yung consensus building na dapat ito yung
gagawin natin, hindi lang desisyon ko.

I: As a person in a higher position in the organization, how do you maintain bond with the
members?

MSL4: Parang ang ginagawa 69 asan, parang every week may ano kami date, di naman lagi,
pero parang may dinner time kami together.

I: Dinner tapos nagkukwentuhan ganon?

MSL4: Uhm-um.

I: Last topic question, through communication how do you ensure a healthy but productive
environment in the organization?

MSL4: Ano uhm, healthy environment? Kasi ano sa org 69 asan may, diba may social media,
communication, interaction jan sa tambayan so I think, yun naging help sya. First yung sa info
dissimenation activities, pangalawa bonding, then pangatlo… ano pa ba? Feeling ko yun lang.

I: Paano naman yung communication nyo? Formal ba kayo lagi magusap bilang presidente ka
especially kapag GA or mas gusto mo yung light lang?

MSL4: Mas light.

I: Okay, pero nagfoformal ka pa rin naman?

MSL4: Kapag serious yung topic syempre formal na. Pero kapag 69 asan, easy lang naman yung
topic.

I: Next, how do you motivate your members?

MSL4: Kapag motivation naman. Ano lang, una sinasabi ko, kunwari may pinaghead ako ng
activites tapos imotivate ko syang gawin yung trabaho nya, una kong sinasabi ay nagseset ako ng
parang goal nya, parang eto yung kailangan mo, so sana magawa mo sya.

I: So hindi ikaw yung parang type na, sige kaya mo yan! Nagchicheer ganon.
 70

MSL4: Minsan ganon.

I: Pero more on dun ka sa work 70 asana ito magawa mo yan. Focus ka talaga sa work nila.

MSL4: Uhm-um.

I: Next, how do you express yourself to the members?

MSL4: Kung expressive type, hindi ako ganun. Kung feelings ko pero kung org matters
expressive naman ako. Pero kung feelings ko personal, hindi. Kapag malungkot, yung mejo sad
part hindi. Pero kung masasaya okay lang.

I: Pero kunwari, may event tapos naiinis ka na, hindi mo naman masyado pinapakita yun?

MSL4: Hindi.

I: Ayaw mong pinapakita na weak ka, ayaw mo nakikita ng members yun?

MSL4: Hindi naman sa ayaw makitang weak, kasi kapag nakita nila akong weak baka maloose
na rin yung ano nila, respect… ay hindi naman respect parang sila din maging ano.

I: Ahhh mahawa sila sa ano. Next, is can you give instances when you were extremely
challenged as a leader.

MSL4: Siguro yung may time na, hindi nagawa yung work na ineexpect ko so parang sino yung
sasalo nung work, syempre yung president. Ako yung naggather ng trabaho.

I: Ito last na, magbigay ka ng three adjectives na magdedefine sayo as a leader.

MSL4: Hirap ha. Magiisip ako ng adjectives, optimistic. Tapos pessimistic at the same time.
Tapos last, friendly.

[END OF INTERVIEW]

****

Interview of Male Student Leader 5

[START OF INTERVIEW]

I: Hi.What’s your name, course, and the org you are representing?

MSL5: Uh, my name is John Carlo R. Motas, and currently fourth year student taking up
Bachelor of Science in Applied Mathematics and I’m the current president of UPLB Actuarial
Science Society.
 71

I: Okay, thank you. Uh, first question, how did you get interested in becoming a leader especially
in your organization?

MSL5: Uh, so, last year naging part na ako ng exec comm. So parang dahil dun nagka-interest na
ko magtake ng higher position, so feeling ayun yung naging motivation ko para magpresident din
ngayong term.

I: Okay, thank you. Uh, next question, how do you lead your organization to success?

MSL5: Uhm, I made sure na lahat ng member ay involved and lahat ay may ginagawa para, ayun
maging part kami lahat nung activity or ng isang event para kapag naging successful din sya,
parang lahat kami ay may part talaga.

I: Okay. Para sayo, what makes an organization successful?

MSL5: Uh, successful organization kapag yung member ay naggo-grow. Kasi yun din parang
naging plan ko rin talaga na maging strict yung implementation sa org naming ng OICs dahil dun
parang nagiging involved nga yung bawat member sa iba’t ibang activity at dahil dun naggo-
grow din sila bilang mga member ng organization.

I: Okay, thank you. Next, how do you know when the productivity of the members is at its
optimum capacity?

MSL5: Uhm, kapag ano pa, kapag kaya pa nilang imanage lahat. Halimbawa, since parang extra-
curricular din naman yung org, tas syempre may acads pa rin, kapag kaya pang imanage ng lahat,
tingin ko ano pa sya okay pa sya.

I: Okay, thank you. Next, how do you asses the performance of your members?

MSL5: Ayun, so far since ngayong week talaga ay ano namin, anniversary week, so eto talaga
marami kaming activities nitong nagdaang linggo and kung titignan naman since successful lahat
so far nung mga naging activities namin, so feeling ko okay naman ang maganda talaga yung
performance ng mga members ko kasi, uh, ayun nga maganda yung kinalabasan and during the
preparation okay din naman so…

I: Pano pala yung, ano, process kumbaga process ng assessment, ano yung ginagawa nyo sa org?

MSL5: Syempre ano, after every activity nagkakaroon kami ng evaluation duon sa GA tapos
ayun.

I: So numerical talaga, strict parang ganun, hindi sya like verbal lang na baka ganto ganyan…

MSL5: Actually during evaluation parang sinasabi, parang nagcocomment lang yung mga
members regarding the isang activity.

I: Okay, hindi naman sya kumbaga nagawa nya ‘to, may scale pa.
 72

MSL5: Uh, wala pa kaming ganoong scale.

I: Hindi pa kayo ganoon ka-strict?

MSL5: Hindi pa.

I: Okay, next. Describe yourself as a leader.

MSL5: So feeling ko, ako yung leader na, uhm, I made myself involved pa rin, parang as a
member pa rin. Parang gusto ko kasing maging involved sa ginagawa, sa lahat, so parang ganon.

I: Okay, sige sige. Next, once a project or an event is to be setup, what course of action follows?
Ano yung una mong iniisip, pinaplano, o ginagawa?

MSL5: Uh, nililista ko muna lahat ng ano, lahat nung bagay na kailangang maaccomplish para
alam naming kung saan kami patungo, parang yung mga dapat naming magawa, mga ganyan
ganyan.

I: So ikaw yung plan agad?

MSL5: Hmm (yes).

I: Next, how do you give orders?

MSL5: Uhmm, pag nagbibigay ako ng orders as much as possible, parang ang ginagawa kong
personal, parang hindi sya talaga pa-utos directly, parang personal approach, parang ganon.

I: Anong example, kunwari may kailangan kang iutos.

MSL5: Parang halimbawa, kasi madalas yung order ko na lang ay through text para mas efficient
at mas madali, parang imbes na group message sa OICs ko, parang ginagawa ko minsan isa-isa
na lang, parang “hi ganyan, parang eto na yung mga task na kailangan mong gawin and pafollow
ups sa mga gantong updates.”

I: Eh sa mga simpleng pag-uutos naman, kunyari like may ipapakuha ka lang ganyan. Ikaw ba
yung naguutos na pakikuha ‘to or ikaw yung naghehesitate pa na parang uh pwede bang
pakikuha yung ano kasi ganon…

MSL5: Actually kapag ganon minsan nagiging hesitant ako parang iniisip ko, kaya ko naman
bang gawin, so kapag ganun ako na lang.

I: Kahit kunwari, ano, bilang president na may mga utos ka lang talaga, talagang hesitant ka pa
rin?

MSL5: Uhm-um.

I: Hindi ka talaga yung authoritative na kapag nagutos ka utos talaga.

 73

MSL5: Uhm-um.

I: Okay, next. If conflicts between people arise do you directly confront them

MSL5: No, hindi ako ganung klaseng tao kasi minsan din hirap akong mag-approach ng tao
kapag may ganun nang mga problems lalo na kapag hindi ako involved.

I: Okay so, hindi ka kaagad nakikipag-usap.

MSL5: Hmmm (yes).

I: Next, how do you when older members of the organization try to guide or help you?

MSL5: Ayun, okay lang naman kasi actually nga nagcoconsult ako minsan sa mga alumni namin
na part na rin ng exec comm before so since starting organization pa lang kami tapos ayun
nagcoconsult ako sa kanila since sila yung parang nagestablish talaga.

I: May mga times ba na parang may comments sila o suggestions sila tapos you feel controlled,
parang masyadong silang nangengealam?

MSL5: Meron, pero ayun since, iniisip ko since mas nakakaalam sila, so pinapakinggang ko sila,
and ayun ineexplain ko na lang sa members ng organization namin.

I: Pinapakinggan mo pero nafefeel mo pa din na meron pa ding control kahit papano kahit konti.

MSL5: Oo, meron.

I: Next, as a person in a higher position in the organization, how do you maintain bond with the
members?

MSL5: Uh, ayun, parang umaattend, parang nakikisama pa rin ako sa members kahit hindi
activity halimbawa after GA magdidinner tapos every vacant time tapos meron sa tambayan,
bonding bonding lang dun tapos may mga, ano rin, during workshops.

I: Ikaw ba yung type ng leader na ang bonding ay madalas kwentuhan or okay na yung kasama
lang tapos nakikinig ka sa kanila.

MSL5: Depende rin kasi sa members, kasi meron akong mga ka-close na members so yung mga
ganun madalas nagkukwento ako pero kapag yung mga hindi ko masyadong ka-close, so
syempre ayun more of a listener na lang kapag ganun.

I: Next naman, kung may bond ka sa members. How do you maintain authority naman?

MSL5: Ayun, feeling ko ano since alam nilang ano, president ako feeling ko ano, alam na nila na
dapat may respect pa din or, parang ayun di ko naman sya talaga sinasabi pero sila na mismo
alam na nila.
 74

I: So wala kang parang ginagawa para ma-maintain yun para kasi since friends kayo may mga
times na baka nagkakaroon ng thin line between authority and fun.

MSL5: Ako personally, wala akong ginagawa pero feeling ko sila na mismo yung may na meron
high position so kailangan somehow meron silang respect for me.

I: Next, uh, through communication how do you ensure a healthy but productive environment in
the organization?

MSL5: Ayun, as much as possible tinatry kong maging positive, yung mga sinasabi sa members
para, ayun kasi minsan, nakakapagod rin talaga kapag unhealthy yung discussion so tsaka
negative kaya as much as possible I try to be positive kung minsan sinasamahan ng ano sense of
humor tsaka ng wit para mas maging masaya yung mga paguusap usap.

I: Sa communication naman sa organization nyo, especially kapag ikaw ang nagsasalita, more on
formal ka ba talaga kapag nagaaddress ng org matters or ikaw yung talagang masaya lang?

MSL5: Feeling ko ako ay balanced nung formal and pabiro. Kasi minsan kapag nagsasalita na
lang ako sa unahan, kapag may maisip akong something tsaka ko lang sya isisingit tapos ayun na
nagiging joke na sya minsan.

I: Next, how do you motivate your members?

MSL5: Minsan nagbibigay ako ng mga incentives tsaka prizes sa mga, halimbawa suggestion for
ganitong event, suggestion for ganitong title, yung mapipili sila yung bibigyan ng prize ganun
ganon. Tapos ayun sinasabi ko rin na for you to grow as person na lang din so through that
feeling ko namomotivate na rin naman yung mga members.

I: So hindi ikaw yung type na kapag nagmotivate as in lalapitan mo sila tapos, uy kaya mo yan,
like magchicheer ka ganon.

MSL5: Hindi ganon, pero after naman ng event parang yung sasabihin ko sa kanila, thank you
very much sa ano, sa pagtulong ganon ganon.

I: Hindi lang directly talaga.

MSL5: Hindi directly.

I: Next, how do you express yourself to the members? Parang may mga times ba na kung
magagalit ka, magagalit ka talaga sa harapan nila kung masaya ka, masaya ka talaga.

MSL5: Oo ganon. Kasi feeling ko okay na maging transparent ka sa emotions mo pero as much
as possible iniiwasan ko na maging malungkot sa harap ng mga members para ayaw kong makita
na vulnerable ako.

I: Pero kapag masaya okay lang sayo?

 75

MSL5: Kapag masaya oo, kasi parang nasanay na sila doon.

I: Eh doon sa ayaw mo lang magmukang weak bilang president ganon.

MSL5: Oo

I: Yun ba yung dahilan bilang president ka or may iba pang dahilan?

MSL5: Feeling ko bilang president and as a person ayoko talaga.

I: In terms naman of galit, naso-show mo naman yun?

MSL5: Galit, nashow ko na sya before pero as much as possible din iniiwasan ko sya.

I: Okay, next. Can you give instance where you were extremely challenged as a leader.

MSL5: Okay, actually kasi meron pa kong other position sa isa pang org, nung start nung sem na
‘to syempre start yun ng mga process process since dito sa org naming na ACTSS start nung
process namin tapos sa kabilang org may minamanage din akong isang activity, tapos syempre
may acads din ako, tapos may inaattendan pa akong mga review. So ayun, during that time,
sobrang hirap talaga magmanage ng time kasi andami kong responsibilities tsaka andami kong
commitment. So ayun feeling ko isa talaga sa main challenge ng ano, for me, ng isang leader
yung pagmamanage ng time kasi hindi na lang sarili mo yung hawak mo meron ka nang
hinahawakan na ibang tao tapos ikaw bilang isang tao lang din andami mo nang minamanage
talaga bilang student pa rin ganyan, bilang anak ganon so ayun.

I: Okay, last na lang. Please give three adjectives that would describe yourself as a leader.

MSL5: Okay so, siguro positive yung isa, isama ko na yung witty, tsaka involved.

[END OF INTERVIEW]

****

Interview of Female Student Leader 6

[START OF INTERVIEW]

I: Hi please state your name, course, and the org you represent.

FSL6: My name is Shaira Javier, BS Agricultural Chemistry, ang org ko ay UP LACS or UP

League or Agricultural Chemistry Students.

I: Thank you, first question. How did you get interested in becoming a leader especially in your
organization?
 76

FSL6: Kasi yung previous term nung sa org namin ay hindi maganda kaya kailangan magstep up.
Wala rin gusto maglead kaya ako na yung nagdive para maglead kahit maraming against.

I: Next, how do you lead your organization to success.

FSL6: Siguro common goal setting tsaka proper information dissemination sa members.

I: Pero para sayo what makes an organization successful?

FSL6: Siguro proper communication sa members and proper org structure.

I: Next, how do you know when the productivity of the members is at its optimum capacity?
Parang nagagawa nila yung best nila, nakakapagwork sila ng hindi sobrang lax lang.

FSL6: Kapag kita mo naman na gumagawa sila tapos lahat may suggestions. Feeling ko naman
nagagawa kasi kung walang magsassuggest wala naman magagawa.

I: Pero how do you asses the performance of your members?

FSL6: Siguro inaassess ko sya by committee kasi ang pagkilos naming ay by committee, kapag
successful yung event, halimbawa kapag nakikita mo na yung isang committee ay kulang sa man
power so naga-outsource kami ganyan. Ayun siguro by committee ko sya inaassess, hindi by
individual.

I: Paano yung assessment nyo? Kasi yung iba may CSC, yung iba may sinasagutan na nagawa
nya ba ‘to?

FSL6: Ang assessment kasi samin ay after ng event na. Tapos may survey na sasagutan sa GA
every after ng event. Iaasses na agad para magamit sya sa next na event kapag naulit.

I: Next, describe yourself as a leader.

FSL6: Siguro ako yung leader na kayang iapproach ng members ko. Yung iba kasi talaga, sa
naabutan ko ay hindi sila mahagilap. Ako ay close sa lahat ng members ko. Ayun.

I: Sige, next. Once a project or an event is to be setup, what course of action follows? Kunwari
may event kayo ano yung una mong iniisip, una mong gagawin?

FSL6: Siguro proper dissemination ng task muna. Ayun tapos assigning ng, basta dapat may
overall plan ka na may nasa, parang may head na yung bawat ano. Kasi tinuruan kami ng alumni
namin na kaya paulit ulit kami sa proper org structure kasi doon kami mahina noon. Kaya ayun,
sa org structure muna kami gagalaw before dapat aware din yung members ko kung ano yung
task nila. Kaya parang kapag inano mo na yung event, smooth na yung flow kahit na sunod
sunod yung event. May kanya kanya nang head na gumagalaw.

I: Next is, how do you give orders? Especially yung spoken, paano ka magbigay ng utos?
 77

FSL6: Ako minsan maano ko, sa exec namin, parang sila muna uy ganyan. Mejo ang ano kasi
samin ay, kapag nagbibigay ng order ay uy gawin mo to kasi ito yung trabaho mo, pero kaya mo
ba? Kailangan mo ba ng tulong? Parang ganun kasi kami eh. Tsaka pagneexeccomm meeting
kami ay hindi kami nagdedecide kaagad kasi sa org namin ang highest decision making body ay
yung members sa lahat naman ata ganun. Nasagot ko ba? Haha

I: Tama naman. Pero in a more specific, parang kapag naguutos ka ba ikaw yung more on direct
na pakigawa to or more on nahihiya pa na parang okay lang ba na ba pakigawa to?

FSL6: Ako, kasi inaalam ko muna kung kaya nyang gawin. Kung kaya naman nyang gawin,
pwede bang pakigawa naman neto, kung kaya nyang gawin. Pero inaalam ko pa, siguro mahihiya
ako kung alam kong busy yung tao. Kailangan ko muna iconsider kung busy sya o hindi. Kung
hindi, pakigawa naman neto,

I: Hindi mo na paki kung busy, kasi work nya yun?

FSL6: Kung hindi naman nya kaya, nacocompromise naman yung acads nya. Pwede naman
humingi ng tulong sa iba.

I: Next, if conflicts between people arise do you directly confront them?

FSL6: Hindi agad. Parang palilipasin ko muna. Hihingi muna ako sa iba kung may nagawa ba
akong mali. Kapag alam ko na tsaka ko icoconfront, hindi yung agad agad. Mahiyain kasi akong
tao lalo na kapag problema yun.

I: Sige next, how do you feel when older members of the organization try to guide of help you?

FSL6: Ako, okay lang kasi feeling ko mas madami silang alam kasi mas nauna sila. So
kinoconsider ko lahat ng suggestions na nakakarating samin kasi una nga mas nauna sila so mas
alam nila yung galawan, kasi may inimpart rin sa kanila yung mga nauna so sila yung
nakakaalam. Parang pasa pasa kami,

I: Hindi mo naman nafefeel na kapag nagsusuggest sila nacocontrol ka na?

FSL6: Hindi naman kasi in a nice way naman nila lagi sinasabi.

I: Next, as a person in a higher position in the organization, how do you maintain bond with the
members?

FSL6: Ako as much as possible kinakausap ko lahat ng members. Nagkikita kita naman kami
kasi same building lang kami. Tapos every, parang this sem more on internals kami kaya ayun
kinakausap ko sila may mga team building kami every month. Ganun. Bonding.

I: On the other hand naman, how do you maintain authority?

 78

FSL6: Pinapakita ko na ano, leader pa rin ako na kailangan pa rin akong igalang. Pero hindi ko
dinidictate na leader ako igalang nyo ko, parang tinitignan nila ako kapag ganto, normal, parang
orgmate, hindi yung uy president nakakataas. Yung treatment ko kasi sa kanila parang katulad ng
dati, ngayon lang ako yung naglelead sa mga events.

I: Hindi ka naman yung kailangan nakakatakot?

FSL6: Hindi. Hindi talaga.

I: Next, through communication how do you ensure a healthy but productive environment in the
organization? Kasi ang mas focus formal o mas informal ba kayo kapag nagmemeeting?

FSL6: Tinatry naming yung formal pero hindi kasi naeexpress ng, kapag through formal parang
parliament, we move that ganyan ganyan, tinatry namin pero hindi kasi kayang iexpress ng
members yung side nila so more on informal kami na tagalog ganyan pero kapag nominations,
we move, may mga ganon ganon naman. Di lang sya continues na formal communication.

I: In terms naman sa, okay lang magtagalog pero yung bang serious, hindi masyadong friends
lang kahit meeting.

FSL6: Ganun kami kasi yung goal talaga kaya tinatag yung org naming ay para may isang ano
yung mga agchem. Family talaga. Kaya kung magga-ganon kami na serious, pero kung
kailangan seryoso talaga. Kung kailangan to tapusin pero yung umpisa namin laging chill lang
muna hindi yung heavy agad. Kasi kapag ganun parang magtatalotalo yung mga members so
basta yun chill lang hanggang sa, nagkakaintindihan pa rin naman kami. Nakaktapos at
nakakapagdecide pa rin naman kami.

I: Yun sana yung next kong question, bilang healthy naman sya paano nagiging productive kung
mejo friendly yung approach nyo?

FSL6: Ayun kasi kung friendly mas matatanong mo sila kung ano ba sa tingin nila, ano ba yung
side nila. Lahat naman kasi nagseshare. As much as possible may mga objections ba kayo
ganyan, in a friendly manner pa rin kasi eh. In comparison na lang sa ibang orgs sa physic,
sobrang ano nila eh, parang seryoso sila talaga eh. Eh kami bilang kami lang naman na agchem,
parang family talaga yung term naming.

I: Next, how do you motivate your members?

FSL6: Ay ano yan, ano ngang tawag naming dun… Ayun, member appreciation. Yung every
ginagawa namin kahit simple lang. Good Job! Very well tapos papalakpakan namin sa event or
kahit sa GA namin. Good job everyone.

I: Tapos ganun ka rin sa work? Sa outside, like acads nila or parang focus ka lang sa work or org
tsaka ka lang nagmomotivate.
 79

FSL6: Ay hindi sa acads din kasi pareparehas kaming naghihirap so kailangan din naming
imotivate. Nagaano kasi kami crash course ganun. Tapos kapag kailangan ng isa sa acads, bukod
sa acad org kami, iyon minomotivate kahit saan. Halimbawa kahit may pagdedesisyunan tong
isa. Uy kaya mo yan. Kaya natin yan, ganun.

I: Next, how do you express yourself to the members? Kunwari may mga times ba na naiinis ka
na, pinapakita mo ba yun sa kanila. Or ikaw ba yung tipo na lagi ka lang masaya.

FSL6: Hindi naman palaging masaya, most of the time masayahin lang talaga ko. Ganun kasi
talaga yung personality ko. Hindi nila ko makikita na haharap sa kanila na galit ako parang yun
nga masaya pero kung kita ko na hindi na sila nakikinig tsaka ako nagiging seryoso yung tone.
Pero kapag nakikinig na ulit na sila balik na ulit ako sa mode na nakasmile ganun.

I: So naipapakita mo ba sa members mo kunwari nafufrustrate ka na tapos feeling mo naiinis ka

na talaga, yun hindi mo pa napakita yun?

FSL6: Yung galit na ganun? Feeling ko hindi ko pa napapakita pero kung as president ngayon.
Pero yung previous term ko kasi execcomm din ako, feeling ko napakita ko na yun.

I: So masasabi mo ba na bilang president ka, ayaw mong makikita nilang mahina ka or weak ka.
Kailangan mo magstay strong bilang ikaw yung president?

FSL6: For me, siguro ayoko nang makikita akong ng lahat ng members na ganun. Siguro kahit
yung execcomm na ganun na yung nangayari para alam na nila kapag kailangan na ng tulong.
Hindi ko talaga ipapakita na weak ako kasi panghihinaan sila ng loob kapag nakita nilang hindi
ko kaya ayun.

I: So next, ah give instances when you were extremely challenged as a leader.

FSL6: Ah kasi four months pa lang ako…

I: Siguro sa four months ano na yung pinaka-nakachallenge ka talaga.

FSL6: Yung walang umaattend. I mean yung sa meetings namin kapag kaunti lang yung
umattend nakakafrustate. Ah pinaka, ay nun nagano pala kami, nagorientation kami walang
pumunta, pilitin pa yung pagpunta ng iba, kasi sobrang nanghihina kami sa members. Challenged
talaga kami, hindi lang ako halos lahat kami. Kasi kapag wala nang members ano nang
mangyayari?

I: Paano mo naman naovercome yun as president?

FSL6: Siguro ano na lang, on the brighter parang tumitingin na lang kami na next sem, baka
hindi natin ‘to time baka next sem mas bigyan pa natin ng effort na ano, na makilala tayo ng
ibang agchem para sumali sila kasi mahirap magrecruit ngayon eh wala nang pumapasok.
Syempre mafufrustrate ka sa umpisa pero kailangan mo pa rin imotivate yung sarili mo hindi
 80

naman pagganun mangyayari biglang down ka kaagad kailangan mo pa ring magisip na may mas
better na plan si God ganun.

I: So last na lang, can you give three adjectives na magdedescribe sayo as a leader.

FSL6: Sige wait lang. Siguro yung una talaga bubbly ako, pwedeng ano sya inegate? Ayun
masayahin. Pwedeng ano hindi dictator. Tapos hmmm… as much as possible ay, ay adjective.
Mapagmahal talaga ako sa org, passionate ayun. Hanggang ngayon hindi pa alam ng parents ko
na president ako, so pinaglaban ko yun. Kahit hindi nila alam nila alam kong magagalit sila. Kasi
ayaw nila talaga, eh hindi ko kayang makita yung org na namamatay so nagstep na ako.

[END OF INTERVIEW]

****

Interview of Female Student Leader 7

[START OF INTERVIEW]

I: Hi please state your name…

FSL7: Ang awkward. Haha

I: Haha. Your name, your course, and the org you represent.

FSL7: Yancy Umali, BS Bio, from UPLB Zoological Society.

I: First question, how did you get interested in becoming a leader especially in your
organization?

FSL7: Hmmm, actually unexpected lang sya. Binigay lang sakin yung trabaho. Tas wala yun
80oa la tapos ginawa ko na lang sya.

I: Hindi 80oa l like matagal mo nang pinaplano na maging presidente?

FSL7: Hindi, hindi. Parang ano lang, nung binigyan ako ng work, kung hindi okay lang active pa
rin ako.

I: Topic questions, first how do you lead your organization to success?

FSL7: Lol. Hahaha. Success? Ewan ko, paano ko ba madedefine yung success, relative kasi yung
success. For some orgs yung success sa kanila eh yung marami silang large scale activities. Para
sakin yung success siguro ng org, as long nameet 80oa la yung objetives 80oa la and okay kami
as an org okay na. At tsaka very important kasi samin yung tie with the alumni. As long as
naestablish 80oa la yung bond between yung alumni and residents 80oa la okay na. Hindi kami
masyadong out there.
 81

I: So parang ayun din yung sagot mo sa second question ko na what makes an organization
successful? So parang nadefine mo naman sya. Clarify ko lang sya ulit. Ang success ay relative
sya pero sa case mo ay more on alumni relations and …

FSL7: Meeting our objectives siguro as an org.

I: Eh paano mo naman nalelead yung members mo papunta dun?

FSL7: Siguro ano lang, tamang pagseparate lang siguro ng work at personal relations. Syempre
kapag nasa org ka may friendships yan, may personal ties yan, so as long as nasesegrate kasi ng
maayos yun. Siguro tamang reminders lang na ito this is work, you have to make this, you have
to do this, parang ganun. Tapos tamang may time kayo for saya lang. Tamang distinction lang,
lead by example na rin.

I: Okay next question, how do you know when the productivity of the members is at its optimum
capacity?

FSL7: Hmmm… productivity ng members. Paano ba? Samin kasi kapag nagdedelegate kami ng
task kinoconsider 81oa la yung load ng mga tao. Kunwari, kung itong taong ‘to hindi
makakacommit ngayon gabi, we make sure na makakabawi yung taong yun. Hindi kami
nagsisisihan, yung nagbibilangan ng gagawin. As long ginagawa mo sya kasi gusto mo syang
gawin feeling ko okay 81oa la. Okay good.

I: How do you assess naman the performance of your members?

FSL7: Okay naman. So far kasi hindi mo maiiwasan na may mga pasaway, pero kung nasimulan
mo sya ng maayos kunwari yung mga bago naiinstillan mo sila ng mga values ng kailangan for
the proper work attitude tapos nakikita mo 81oa l nadadala nila yung ganon sa mga susunod.
Okay sila eh kung magwowork as a whole and kung results yung pagbabasehan ko. Okay naman.

I: In terms of results, paano mo inaasssess. Meron ba kayong nagawa 81oa l ‘to or tinatanong
81oa l isa-isa or yung iba kasi CSC.

FSL7: Hindi, ugali 81oa la every after activity, kahit anong activity or orientation lang yan. May
evaluation kami.

I: For each member yun?

FSL7: Oo. Tapos ano yun, parang free for all you can say whatever criticism that you want. Para
hindi kami, tapos hindi mo sya didibdibin kasi work sya eh.

I: Okay next, describe yourself as a leader.

FSL7: Ewan ko mejo passive ako eh pero, ano. More on the delegation ako, kung ito yung
trabaho mo, ang trabaho ko is to make sure na nagagawa mo yung trabaho mo kasi syempre kung
 82

presidente ka oversee-ier ka eh. Although yung gusto ko hands-on ako, kung meron akong
magagawa gagawin ko. Tapos hindi ako showy na, hindi ko ipapakita sayo lahat ng ginagawa ko.
Hindi ko sasabihin sayo na ginawa ko ‘to ginawa ko yan. Like gagawin ko lang kasi trabaho ko.

I: So next, in terms of project or an event na iseset up, what course of action follows? Kapag may
event kayo, ano yung 82oa lam82 iisipin o gagawin?

FSL7: Proposal muna kasi kami. Tapos kapag pinagsasubmit ko yung head ng activity ng
detailed na proposal. Every thing from the budget to the smallest detail tapos magcocomment
ako dun tapos kapag okay na kami saka naming icoconsult sa adviser 82oa la para meron kaming
input from somebody older, mas experienced ganyan. Kasi usually orgmate rin 82oa la yung
adviser naming. Tapos tsaka naming ipepresent sa body, tapos syempre magiisip isip pa kami ng
ideas nila ganyan. Tapos tsaka na lang kami ng tatask delegation at pagdidistribute ng work.
Ewan ko it works for us eh.

I: Next naman, how do you give orders? Paano 82oa l magbigay ng order.

FSL7: Ako si kontra. Kunwari may activity na ipopropose, tapos ito yung gusto nilang mangyari
lahat yun kokontrahin ko like. For me mas gusto ko na prepared sila sa kung anong pwedeng
mangyari, like kunwari may isang idea lahat ng pwedeng mangyari na hindi maganda sasabihin
ko sa kanya para at least pagbalik ng proposal nya tapos ginawa naming, as much as possible
mamiminimize naming yung loopholes. Hindi ako yung tipong gawin mo to gawin mo yan. I try
to as much as possible facilitate growth rin sa members. So sila yung magiisip kung paano nila
sosulusyunan. Imbes na sabihan ko sila ng solusyon mas bibigayan ko pa sila ng problema.

I: In terms naman sa simple orders lang,like uutos ka paano ka magbigay ng utos. Mas more on
gawin mo to, or uy baka okay lang.

FSL7: Depende sa sitwasyon siguro, kunwari nagwoworkshop lang kami uy paki ano naman,
ganito ganyan. Pero yung mga legit na sa procedures, alam naman na nila kapag stern ako, na uy
kailangan mo magpasa ng ganito ganyan. Hindi mo naman kailangan magpaka-tyrant, oo ganyan
ganyan. Laging may room for consideration. Kung hindi nila magagawa kasi ganito dahil sa
ganyan, pagbigyan mo lang kasi may iba rin namang ginagawa yan.

I: Next, if conflict between people arise, do you directly confront them?

FSL7: Pinapadaan ko sa memcomm, kasi yun yung trabaho nya. Lagi yang tanong sa mga
presidente, pano mo ihahandle yung mga members kapag may conflict pero kasi kapag personal
relations, hindi dapat basta basta makaka butt-in yung mga tao, lalo na kapag hindi ka involved.
Kasi problema nila yun. Tsaka minsan kasi ayaw nila ng may nakekeelam. So depende din kung
anong approach ang gagawin mo. Depende sa tao , depende sa sitwasyon. Kung sila yung lalapit,
sige go tulungan mo sila pero kung feeling nila kaya na nila ng kanila na lang, mas maganda
siguro kung sila na yung magaayos.
 83

I: Next is, how do you feel when older members of the organization try to guide and help you?

FSL7: Actually masaya ko kasi sinabi ko kanina sobrang lakas ng relationship ng alumni sa
residents naming. Ever since, minsan nga kami na yung lumalapit sa kanila, actually mas
madalas kami ng yung lumalapit sa kanila. From maliliit na paano po ba yung ganito yung
ganyan, that’s, gusto rin kasi 83oa la kung naririnig 83oa la kung paano nila gnagawa dati kasi
minsan mas amazing sila. Hahaha.

I: So hindi ka naman, hindi mo naman nafefeel na parang controlled?

FSL7: Hindi, kasi hindi sila controlling. Sila yung tipo ng mga tao na, ewan nasa ugali rin
sigurong nafoster nila sa org pero di sila yung tipo ng taong ipipilit nila yung gusto nilang
mangyari or ipipilit nilang na ganito kami dati dapat ganito kayo ngayon. Hindi sila ganon.
Parang ano lang din, constructive na mga criticisms lang ganyan yung binibigay nila.

I: Next, uh, as a person in a higher in the organization how do you maintain bond with the
members?

FSL7: Siguro saktong hiwalay lang talaga ng work sa ano, kapag oras ng trabaho oras ng trabaho
kapag oras ng saya oras ng saya. Pero kapag meeting mga ganun lang, okay lang naman na ano
masaya yung mga tao pero kapag may kailangan ka talagang pakinggan importante to, sasabihin
ko sayo, oh makinig muna importante to ganyan saka na yung mga segue ganyan. Tsaka lagi
kaming nagbibigay ng oras para sa other matters. Minsan kalolokohan lang talaga yung mga
other matters ayun. Minsan kalokohan lang talaga yung mga other matters 83oa la haha.

I: More often than not, masaya talaga kayo.

FSL7: Masaya naman kami kasi kunwari may meeting kami, uy umattend kayong meeting may
inom kapag katapos so parang ganun. Enjoy lang.

I: On the other hand how do you maintain authority naman?

FSL7: Hmmm… sakin gumagana yung pupunta lang ako dun. Kasi depende sa tao may tao na
may presensya talaga na kapag nandun sya alam mo nang kailangan mo syang pakinggan. Tapos
may mga tao na ano kailangan mo pang sahihan na oy makinig kayo ganyan. Pero you know,
nasa tao kasi matututo talaga silang magrespect ng authority mo kapag pinakita mo na deserving
ka ng respeto nila. Kaya yung sabi ko rin kanina be a good example din. Di naman din pwedeng
tatakutin mo sila.

I: So next, through communication how do you ensure a healthy but productive environment
inside the organization?

FSL7: Ayun ganun lang tamang segue lang. Pramis sa meeting naglolokohan lang talaga kami.
Minsan ako pa yung pasimuno na tapusin na natin ng maaga gusto ko nang umuwi ganyan. Kasi
 84

syempre kung ikaw nararamdaman mo yun syempre nararamdaman din nila yun kasi yung ganon
ibigay mo na sa kanila yung oras.

I: Okay, so more, mas formal ba kayo magsalita kapag meetings?

FSL7: May formal meeting kami na formal kami lagi, pero kapag regular na meeting wala lang.
Tsaka ano kami eh, no seniority so kahit bago ka magsalita ka lang okay lang.

I: Next, how do you motivate your members?

FSL7: Hindi ko yun ginagawa. Hindi joke lang. Haha. Hindi ewan ko feeling ko kasi pagpasok
pa lang nila kunwari yung inabutan kong mga bagong member kinakausap ko sila as a batch
tapos tinatry kong ininstill as much as sa kanila na kapag nagseserve ka para sa org it’s
something that you do for yourself. Feeling ko magandang motivation yun, tsaka kapag nakikita
nilang nagtatrabaho yung ibang tao, or masaya sila sa trabaho feeling ko nakakatulong yun.

I: So hindi ikaw yung type ng leader na very personal kung magmotivate, like kaya nyo yan.

FSL7: Hindi kasi, memcomm yun eh. Hahaha hindi talaga.

I: Next, how do you express yourself to the members?

FSL7: Detached ako kasi, kasi presidente ako hindi ako pwedeng masyadong chummy-chummy
sa kanila. I mean mahirap syang gawin pero the situation calls for it, the position calls for it.
Kapag naman tamang chummy chummy lang, okay lang friends tayo ganyan. Pero kapag trabaho
yung pinaguusapan natin, eto tayo, may distinction tayo.

I: So would you say na may mga pagkakataon na ayaw mong makikita ka ng members mong
weak or nahihirapan ka.

FSL7: Hindi ko pinapakita, kasi nga sabi ko kapag nagtatrabaho ko hindi ko rin pinapakita
masyado kasi kung ako napapagod tapos sila napapagod din sila, kung nakikita nila na ako
napapagod nakakapagod din yun lalo for them tsaka kapag presidente ka hindi pwede na ikaw
yung unang napapagod kasi ikaw dapat yung pinaka dare.

I: Okay so next, can you give instances when you were extremely challenged as a leader.

FSL7: Mahirap kapag, paano ba ‘to, wait lang. Magiisip ako. Nung unang beses, nung kapag ka
induct, nung pagka-elect. Kasi syempre hindi 84oa lam kung anong gagawin mo eh, kahit anong
sabihin mo na tinrain ka nung mga mas matanda, kahit na eto yung mga magiging trabaho mo
kahit anong itanong mo sa kanila na experiences nila, you’ll never really know until you’re there.
Parang ganun. Parang sobrang daling maging ideal na kapag nakapunta ka sa posiyon na ‘to
gagawin ko ‘to ganyan. Pero kapag nandun ka na tsaka mo lang makikita yung bigger picture.
Feeling ko yun yung pinakachallenging sa lahat, yung makita mo lagi yung bigger picture tsaka
kailangan meron kang foresight.
 85

I: Okay so last na lang, magbigay ka ng three adjectives na magdedescribe sayo as a leader.

FSL7: Haha. Detached, tapos pano ko ba sasabihin yung di ako sure. More on behind the scenes
ako sa trabaho. And passive.

[END OF INTERVIEW]

****

Interview of Female Student Leader 8

[START OF INTERVIEW]

I: First please state your name, your course, and the org you are representing.

FSL8: I’m Jai, Jai na lang kasi ayoko ng JC. BS Chemistry and I’m the current president of the
UPLB Chemical Kinetics Society.

I: Thank you, first question, how did you get interested in becoming a leader especially in your
organization?

FSL8: Oh my God. Actually ano, naging memcomm head na kasi ako nung 2013? Tapos nung
naghost kami ng PalaCASan nung 2015, humawak ako ng malaking position dun tapos yun
parang feeling ko sa sarili ko kailangan ko pa magserve sa chemo so yun innominate nila ako as
president and luckily nanalo naman ako.

I: Okay, next. How do you lead your organization to success?

FSL8: Oh my God, ang hirap. Hindi ko sure pero kasi as a leader. Ako kasi pinapakita ko sa
kanila na kumikilos ako hindi ako yung puro utos ganon. So, by doing that I think ano, parang
nakikita nila na gumagalaw yung presidente nila so parang mapepersuade sila na gumalaw din
sila. Yung ganon.

I: Pero in your opinion, what makes an organization successful?

FSL8: Uhm, kapag yung members mo ay, parang, masaya sila sa ginagawa nila kahit
nakakapagod. Basta kasi sobrang hectic lalo na yung term naming ngayon kasi 25th anniversary
85aming so nakakapagod talaga sya pero ginagawan 85aming ng paraan na parang okay
magenjoy sila sa work kahit sobrang hirap nya, ng mga gagawin.

I: Next, how do you know when the productivity of the members is at its optimum capacity?

FSL8: My god, ang hirap. Ano ulit?

I: Paano mo nalalaman na yung members nakakapag-work sa best nila. Yung todo talaga nila.
 86

FSL8: Nagagawa nila yung todo nila? Kapag malapit na yung event kasi sobrang tamad, ewan
ko. Chemo kasi sobrang tamad ng mga yan kapag matagal pa yung event tapos kapag sabihan
mo sila na 8 months pa before event chill chill lang sila pero kapag malapit na tsaka sila
magtatrabaho ng todo todo kaya napapagod sila.

I: How do you asses the performance of your members? Parang meron ba kayong scale na
kailangan nagawa nya to, nagawa 86aming.

FSL8: Ano, meron kasing members na hindi naman masyadong tumutulong meron din namang
OA na yung tulong to the extent na hindi na natutulog mga ganun. Iba iba yung scale nila,
kunwari yung mga bata syempre kasi mga bata sila, so yung mga heads din 86aming ay okay din
naman.

I: Eh paano kunwari after ng event, paano kayo nagassess ng work?

FSL8: Ah, meron kaming evaluation. Actually ginagawa sya isang bagsakan. Tapos
nageevaluate kami yung heads and yung committee members nya ay magsestate ng mga ginawa
nila before, during, and after tapos ieevaluate sila ng mga members 86aming.

I: Next, describe yourself as a leader.

FSL8: Follower kasi ako talaga. Parang feeling ko kapag gumawa ako susunod din sila, so yun
din yung tinanong sakin dati kung paano ko ididikta na ako yung presidente tapos ang sinabi ko
rin ay mag-wowork din ako as a follower kahit ako yung president nila para naman makita nila
ako as a good example.

I: Okay, next. Once a project or an event is to be setup, what course of action follows? Kunwari
may event kayo or may gusto kayong gawin sa org, ano yung un among gagawin or iisipin as a
president.

FSL8: Gastos. Syempre gastos kasi feeling ko naman kasi pera kasi yung nagpapagalaw sa isang
organization kasi kung walang pera talaga wala namang maaccomplish. So yun, pera talaga.

I: In terms of gastos, so ang iniisip mo na kaagad ay kung paano makakakuha yung members ng
pera?

FSL8: Oo, parang ganun pero actually yung finncomm naman kasi 86aming ay, very masipag
talaga sya so ang ginagawa nya is parang sinasabihan nya yung mga members na mag-FRA sila
ng sila muna and may separate sya para at least mas maaccumulate yung money para meron
kaming magastos.

I: Next, how do you give orders?

FSL8: Anong klaseng orders?

 87

I: Kunwari utos, as simple as utos. Paano ka magbigay ng utos.

FSL8: Ano kasi parang feeling ko yung ibang members kasi ay ayaw nilang inuutusan sila, may
ganon, tapos meron namang kapag inutusan mo lalambingin mo lang sila parang ganon. So
ganun ang ginagawa ko, uy ano naman. Hindi yung, uy labas ka ganon ganon. Yung parang
nilalambing mo muna sila, kung may hihingin silang kapalit okay lang, sige parang ganon.

I: As a president, bilang mataas yung position mo at dapat ka nilang sundin hindi ka direct na
pakigawa to parang ganon.

FSL8: Hindi, hindi naman ganon parang ireremind mo lang sila ng mga gagawin na parang, uy
yung gagawin mo may deadline ka. Hindi yung directly mong sasabihin sa kanila. Kasi may
taong parang, naging memcomm kasi ako kaya parang alam ko yung ibang ugali nila.

I: Okay. Next, if conflicts between people arise do you directly confront them?

FSL8: No, I don’t directly confront them. Char. Hindi kasi ako kasi ngayon may ano din ako dun
dati nung last sem sa isang member, ako yung may conflict. Hindi kasi ako confronter. Hindi ako
nagcoconfront, ayoko kasi ng confrontation eh. Kasi wala, mapride kasi ako, kaya kung mapride
ka din wala, wala kayong mararating.

I: So paano mo dinadaan na maayos pa rin yung problema?

FSL8: Professional naman ako, in a way, very light lang. Kasi feeling ko ganun na lang din yun.
Kasi mawawala din yan in time. Eventually naayos naman, nawawala din sya, nakakalimutan
din nila yun. Eh nakakalimutan ko rin naman.

I: Okay next. How do you feel when older members of the organization try to guide or help you?

FSL8: Isa na kasi ako sa matanda sa org. Char. Tapos, pero kung matanda in a sense na alumni
ganon makikinig naman ako sa kanila kasi alam nila yung pinagdadaaanan nung mga magiging
presidente or anything or yung mga events na natapos na, may mga insights naman sialng
ibibigay. So dapat yun na yung maiiwasan 87aming.

I: May mga times 87amin nagbibigay sila ng suggestions, mga bagay na gusto nilang mangyare,
and nafefeel mo na nacocontrol ka na.

FSL8: Oo. Oo naman. Kasi meron na parang sasabihin nila sayo na ganito kasi yung gawin mo,
eh meron na kong sariling gustong gawin, eh yung co-exec comm ko meron din naman gustong
gawin syempre dun ako sa kung ano yung sasabihin ng exec ko, hindi yung sa kanila. Pero
kinoconsider naman 87aming, ko, personally kinoconsider ko naman sya.

I: Okay next, as a person in a higher position in the organization, how do you maintain bond with
the members?
 88

FSL8: Jusko yan, nagaaway-away kami dahil jan. Charit. Kasi nung first sem PalaCASan kasi
yun tapos sobrang lagi kaming nasa Copeland ganyan, after 88aming magcopeland pupunta
kami, kakain kami tapos magkakayayaan uminom mga ganon, yon, duon nagkakalabasan ng
mga rants ganyan, so duon kami na issue pero naman pero yung sa iba naman kinakamusta mo
yung acads nila. Kasi gusto nila kinakamusta sila ng acads eh, mga baby sila eh. Ayun mga
ganun, depende sa tao kung ano yung trip nila.

I: Ah so inaadapt mo sya depende sa member. Pero important ba sayo na madadaan mo yung

pakikipagbond through kwentuhan or hindi masyado, kinakamusta mo lang tapos okay 88aming?

FSL8: Actually hindi kasi may mga times talaga na kakamustahin mo sila tapos sasabihin nila
okay lang pero hindi talaga okay so may times na kaming dalawa, top two ko sya, sya yung vice
president ko, pumupunta kami sa mga bahay ng mga batang yan tapos sinasamahan 88aming sila
magaral tapos ayan, magaral kayo jan tapos may gagawin rin kami. Parang ganun.

I: Next, how do you maintain authority naman.

FSL8: Oh my god. Hirap, oh my god. Hindi ko alam kung paano sasagutin, nahirapan ako. Hindi
ko alam, kapag galit kasi ako dun ako nagiging authoritative kasi kung parang lagi ka namang
nagreremind sa kanila tapos hindi pa rin sila sumusunod duon na talaga ako nagagalit na
nasisigawan ko na sila lalo kapag ano may malapit nang event tapos hindi talaga nila ginagawa
yung trabaho nila. Tapos ako na naman yung maeexhaust, ayun. Parang ganon.

I: Eh pano yung sa regular basis, may GA lang ganyan, paano mo namemaintain na presidente
ako pakinggan nyo ko, kailangan may posisyon ako.

FSL8: Ano lang, hindi naman kapag naman ganung normal na GA lang naman nakikinig naman
sila pero yung mga tao talagang magdadaldalan lang sila sa GA tapos magagalit na naman ako
tapos ayun titigil naman sila.

I: Paano kunwari sa the way you talk, hindi ka naman sobrang formal mo para makinig sila sayo.

FSL8: Hindi, hindi naman. Kasi kapag sobrag formal mong magsalita parang mawawalan sila ng
gana kasi parang seryoso ka na lang lagi edi wala na parang ganun.

I: Next, through communication how do you ensure a healthy but productive environment in the
organization? Yung hindi sila nabuburnout nababalance nyo pa rin yung masaya kayo at
nakakapagwork kayo.
FSL8: Oh my god. Char. Bribery. Charing. Kasi may iba jan na ate magpaano ka naman, parang
hihiritan ka lang nila na magpakain ganon kasi napapagod rin naman sila so kung lagi naman
silang pumupunta may incentives naman na ibinibigay parang ganun. Kunwari sa finncomm ay
hindi na sya maggaganyan. So yun para hindi naman sila maexhaust at hindi sila magsawang
magwork.
 89

I: Okay next, how do you motivate your members?

FSL8: OMG. Yun nga tulad nung sinabi ko parang papakita ko sa kanila na motivated din ako,
kumikilos din ako so feeling ko ganun din yun ano, makikita nila na ako as an example para
mamotivate din sila.

I: Mamotivate 89amin like kinakausap mo sila, as simple as exams.

FSL8: Oo ganun. Ganun naman kapag sasabihin nilang malapit na silang bumagsak, hindi, hindi
kaya pa yan. Mga ganun.

I: Okay next, how do you express yourself to the members? Paano mo pinapakita yung nafefeel
mo? Kapag 89aming89t ka pinapakita mo 89aming89t ka.

FSL8: Oo. Kapag galit ako galit talaga ako kasi parang may times na lagi na lang kami yung
nagwowork, lagi na lang kami yung nandun. Tapos nakakapagod rin kasi so parang kapag hindi
mo pa rin pinakita sa kanilang galit ka, wala silang gagawin.

I: Kapag masaya ganun din?

FSL8: Oo, ganun din?

I: Kapag naman times na pagod ka na, tapos ayaw mo na, give up ka na, like pinapakita mo pa
rin 89aming sa members mo?

FSL8: Ay hindi hindi. Kapag pagod ako alam nilang pagod ako talaga na matutulog na lang ako
sa isang ano. Like nung sa mga big events nga 89aming na wala talaga kaming tulog,
makakatulog na lang ako sa isang side tapos gigisingin na lang nila ako. Malalaman din naman
nila.

I: So okay lang sayo yun?

FSL8: Feeling ko okay lang naman sya.

I: Bilang president ka hindi naman sya, like makikita nilang weak ka or ganon.

FSL8: Feeling ko hindi, kasi kapag pinakita mo yung weakness mo, totoo ka sa sarili mo. Parang
ganun. Hahaha. Corny.

I: Next, can you give instances when you when extremely challenged as a leader sa term mo.

FSL8: Yung sa 25th 89aming sobrang challenge talaga sya kasi after 6 years ulit. Kasi kapag
ganung mga events nasa nasa important dates kasi sya 89aming so parang challenge sya in a way
na kapag nilagay to sa tickler nung mga bagong aplikante, maalala dapat nilang ganun. So yun,
ayun yung sinabi ko kaninang 8 months pa lang nagpeprepare na pero wala talaga so challenge
 90

sya kasi kailangan icontact yung mga alumni, pioneer ganun. Tapos ayun maganda naman yung
mga feedback na natanggap 90aming pero ang hirap, ang hirap talaga.

I: Okay so last na lang, please give three adjectives na magdedescribe sayo as a leader.

FSL8: Oh my god. Ano, futuristic, versatile, tapos fun.

[END OF INTERVIEW]

****

Interview of Female Student Leader 9

[START OF INTERVIEW]

I: So hi, please state your name, your course, and the org you represent.

FSL9: I'm Pauline Eunice Candelario, BS Statistics, org is UP Statistical Society.

I: Thank you, first the question is how did you get interested in becoming a leader especially in
your organization?

FSL9: It started when I was chosen as batch leader, of my batch and then the outgoing executive
committee encouraged me to run for presidency.

I: Ay oo nga pala, pwede rin magtagalog sa mga sagot mo. First topic question, how do you lead
your organization to success?

FSL9: More of ginagawa lang din kung ano yung the usual na the way na paglelead nung past
presidents. I'm more of ano kasi yung nakikinig sa suggestions nila. Ang laki kasi ng population
ng organization namin. We are seventy plus and then lahat yun iba iba yung ano nila opinion and
ideas and suggestions sa isang activity or particular na issue so i listen to all of them then I weigh
kung ano yung best choice para dun sa isang acitivity for it to be succesful.

I: So next, in your opinion what makes an organization succesful?

FSL9: Uh first yung first internal. Yung sa internal kapag maayos lahat, pag in harmony yung
members especially yung executive committee kasi kung magulo pa lang sa exec wala na sya
makikita na agad sya ng members, so kayo as exec mawawalan agad kayo ng saysay sa kanila.
Hindi nila kayo susundin.

I: How do you know when the productivity of the members is at its optimum capacity?

FSL9: Uhm i guess kapag yung binigay ko sa kanilang work or duty nila ay nageexceed dun sa
expectation ko sa kanila.
 91

I: Okay next, how do you assess the performance of your members?

FSL9: Uh it starts pa lang sa preparation, for example ah your part of an ADHOC committee
dun pa lang tinitignan ko na how well do you prepare tapos sa execution nyo kung do youIno
follow ba the timeline that youve set for your committee or the members under you. And then in
the end if pati ba yung alumni nakikita ba nila na well represented yung activity namin na yun
bang nasa preamble namin, narerepresent yung activity na ginawa nung members.

I: So knit-picky ka, talagang inoobserbahan mo yung bawat galaw nila o hinahayaan mo lang sila
magwork. Paano ba?

FSL9: Inoobserbahan ko sila, for me kasi kailangan kapag ikaw yung binigyan ko ng trabaho
mayat maya naguupdate ka sakin. Mas gusto ko yun na ikaw nagkukusang nagpapakita na eto na
yung progress namin. Kasi if not ipepressure kita na end of the week na nasan na yung, dapat eto
na yung nagawa mo, dapat eto na natapos nyo.

I: So describe yourself as a leader. Kahit simple lang

FSL9: Me. Hindi siguro ako authoritative, I'm more of really a listener and a follower.

I: Okay, so next topic question. Once a project is to be setup what course of action follows?
Kunwari ayan may event kayo ano yung unang plano mo? Yung unang naiisip mo na gagawin?

FSL9: Timeline. Kapag parating na talaga yung event timeline. Kasi lalo sa org syempre diba
most of us may iba ring organizations tapos iba iba kami ng, lalo yung mga lower batches
syempre may mga GE pa sila na maraming requirements sobrang hirap nilang habulin, ang hirap
kunin, ang hirap imeet. So nagseset kami lahat ng timeline, duon kung hindi man kami magmeet
as in na buo kami na particular day or sa GA namin at least alam ko kung ano dapat yung
natapos namin within the week.

I: So next, how do you give orders?

FSL9: Uh ano lang, actually mabait na manner yung pagbibigay ko, more of parang laging ate na
nagpapaalala kung ano yung dapat mong gawin, and kung ano yung responsibility mo sa activity
na 'to na dapat natapos mo na or napagprepare-an mo na, yung mga ganun.

I: So kapag naguutos ka ba hindi yung, hindi ba sya yung parang kunwari gawin mo to, or baka
pwedeng gawin mo to. Ganyan. Alin ka ba dun?

FSL9: Dun ako sa pangalawa, na uy gawin mo naman 'to.

I: Ayaw mo nang nanguutos talaga na.

FSL9: Ayaw ko kasi yung tone na ganun na parang hindi porke presidente ka ganon na na
mataas na tingin mo sa sarili mo.
 92

I: So next, if conflicts between people arise, do you directly confront them?

FSL9: No. Uhm kinukuha ko muna yung kasi ako kasi kinukuha ko muna yung nariringi nung
iba, parang kung ano yung kumakalat na story and then after than I go dun sa two parties, tanong
ko muna yung isa kung ano yung story nya, then yung pangalawa ano yung story nya tapos tsaka
ko sila paguusapin.

I: Okay. So next, how you feel when older members of the organization try to guide or help you?

FSL9: Uhhh, okay sya. For me privilege sya na, ako kasi wala pa kong one year kasi sa
organization nung naging president ako, kaya anong alam ko? Kaya kung ano lang yung
naexperience ko nung bagong pasok ako hanggat nung bago magelection ayun lang yung alam
ko. Kaya sobrang okay, masarap sa pakiramdam kapag tinutulungan nila ako na andami nilang
input na magugulat na nangyare pala 'to pwede pala 'to yung mga ganon.

I: Ahh thank you. Next, as a person in a higher position in the organization, how do you maintain
bond with the members?

FSL9: Sa pagtambay. Sa tambayan dun talaga kasi lalo yung syempre diba yung ano ko din yung
aacads ko din, syempre grauduating kasi so parang hindi rin ako masyadong kasabay yung
majority ng maiiwan sa org so ang ginagawa ko is as much as I can tumatambay ako tapos
kinakausap ko talaga yung mga mas bata yung mga usual ko talagang hindi nakakasama sa mga
subjects.

I: Okay sige. Next is, how do you maintain authority naman?

FSL9: Sa deadlines, dun ano kasi hindi ako nagagalit tapos yun nga hindi ako masyadong
authoritative pero kapag nagset ng deadline tapos hindi mo sinunod yun magagalit talaga ko,
ayun nakikita nila yun na lagi naman ako nagreremind, kaya kapag palapit na yung dealine
remind remind everyday nagtetext, tinatanong, tapos kapag hindi mo sya nagawa talagang alam
na nila yun na kapag galit na ko kasi hindi mo nagawa, so i think na dun nila nakikita na may
authority pa rin siguro for me.

I: Okay next, last topic question. Through communication, how do you ensure a healthy but
productive environment in the organization?

FSL9: Iyong communication kasi namin parang alam lumugar, if you have to be formal, formal.
Like for example GA tapos serious yung matter talagang seryoso lahat, pero after GA na other
matters na lang yung paguusapan light pa rin yung mood, I make sure na, kasi before naging
problem yun na parang every after GA namin na parang bad trip or may something na hindi sila
naging masaya sa pagpunta ng GA na parang pumunta ka lang kasi puro reklamo yung narinig
mo. So I made sure na sa term ko pag-uwi nila, it's either naglaro muna kami ng game or meron
fun muna, I mean funny yung naging end nung meeting namin ganun.
 93

I: So next, how do you motivate your members?

FSL9: Uh, deadlines deadlines, deadlines. Laging ganun tapos parang lagi namin tinetake into
consideration yung pwedeng sabihin ng alumni kasi ang alumni very into the organization talaga
so yung mga activites chinecheck din talaga nila. How well na ba ginagawa or how well do we
prepare for an activity so parang yun part yun ng pressure sa lahat na you have to really keep up
with their expectations.

I: Ah so kapag nagmomotivate ka more on dun sa work, sana mas maganda yung work mo.
Hindi ka dun like ah yung general na, galingan nyo ganyan. Ahh hindi ka ganun?

FSL9: Sa acads lang, more of sa acads yung ganon. Kasi sa acads laging syempre academic
organization yun yung lagi din napressure sa kanila na pangatawanan natin yung pangalan natin
as an academic organization.

I: Okay. So next, how do you express yourself to the members? Kunwari nafufrustrate ka na, or
masaya ka. Paano mo ineexpress yun?

FSL9: Wala akong tinatago. I mean kung meeting man yan tapos hindi talaga ako natuwa sa
output sasabihin ko talaga. Tapos very frank ako kung ano yung kulang. Ano yung naging mali.
Tapos pinipinpoint ko na, lalo na kapag exec, pinipinpoint ko na ikaw kasi hindi mo to ginawa,
kahit pinagusapan natin na. Lalo na pag yung hindi nila nagawa yung bagay kasi hindi lang sila
nakinig, or dumaldal lang sila nung meeting kaya hindi nila natake note ganun.

I: Ahh so sayo okay lang sayo na makita nila kunwari na nagsastruggle ka, na parang weak ka
ganun at some point. Okay lang sayo yun?

FSL9: Oo. Kasi for me naman, tao di naman ako eh. Not because I'm a president hindi na ko
allowed na makita din nila na katulad din nila ako na napapagod din ako na nahihirapan ako sa
ganito. Ganun.

I: So last question, can you give an instance when you were extremely challenged as a leader.

FSL9: Hmmm, there was a time na nagka-conflict ang members sa alumni. Ayun yung sobrang
naging challenge kasi natakot ako na hindi na nila suportahan yung activities namin kasi syempre
students lahat, saan naman kami kukuha ng money tapos syempre andaming organizations sa
university, sabay sabay nageeFRA so ano yung pagkukunan namin ng funds for the activities na
anlalaki din nung activity so yun. Yun yung pinaka naging i guess yung pinaka naging struggle,
pinaka-nahirapan talaga ako nung term ko.

I: Okay so eto last na talaga, magbigay ka ng three adjectives na magdedescribe sayo as a leader.

FSL9: Oh my gosh. Hahaha. I guess, responsible. Uhmmm ano ba, eto yung mahirap ha.
Genuine siguro ako. And last, kind.
 94

[END OF INTERVIEW]

****

Inteview of Female Student Leader 10

[START OF INTERVIEW]

I: Okay. Please state your name, course, and the organization you are representing.

FSL10: I’m Papat Catriz, BA Communication Arts Batch ’12, president of The Rhetoricians.

I: Thank you. Uh, first question, how did you get interested in becoming a leader especially in
your organization?

FSL10: Actually ever since, kahit nung elementary actually, lagi akong na-pepeg na mag-lead ng
kahit group work or actually kahit ng, tawag dito, ng officers sa class. Ayun so, hindi naman sa
nagyayabang pero consistently kasi akong president. Kahit sa student council mismo. So parang
ano, ano rin siguro, hindi kasi ako nesesettle na may work na undone so mas pinapangunahan ko
na rin na ako na yung gumawa.

I: Okay, thank you. Next, how do you lead your organization to success?

FSL10: Ano, nung freshman kasi ako tinuro na sa akin yung collective leadership so hindi talaga,
yung paglilead, hindi yung ako yung nauuna. More on, sabay-sabay kami. So madalas ang
nangyayari, hinihingi ko agad kung ano yung mga mungkahi nila. Talagang nagmomotivate ako
tapos kapag mukhang wala silang kayang sabihin nagbibigay akong suggestions. Uh, kung ano
yung sa tingin nilang maganda. Tapos, ayun talagang wala talagang halos, parang last resort na
lagi na ako yung magdedecide or sa akin manggagaling yung idea kasi mas gusto ko may
framework akong nilalatag para sa kanila. Parang ganun.

I: So mauuna lagi talaga yung members?

FSL10: Mm, members before the leader.

I: Next. Para sayo, what makes an organization successful?

FSL10: Yung ano talaga, yung pagiging collective nung thinking nung organization kasi yung
point ng organization ay they are a group of individuals nga with one objective so magiging
successful siya kung lahat kayo iisa yung intindi niyo sa objective nay un. Siguro may iba’t-
ibang way kayo para ma-reach yung objective na yun pero as long as iisa yung idea niyo kung
ano yung objective, yun ang mahalaga.

I: Okay. Next, how do you know when the productivity of the members is at its optimum
capacity?
 95

FSL10: Kapag nasusunod yung checklist. Basta, anong tawag dito, yung ano ko kasi, kapag may
kailangan gawin laging may deadlines, so ayun very strict ako sa deadlines. So step by step kasi
saka specific lagi yung mga tasks. So ayun, siguro kapag natratrack lang na nagagawa nila yun
so productive sila.

I: Okay. Next, how do you asses the performance of your members? Parang yung process of
assessment.

FSL10: Sa Rheto noh? Actually sa kahit saan naman. Syempre ano yun, tatlong bagay, tama ba?
Oo. Una, yung tawag dito, ia-assess yung pag-intindi nila sa event. Kung ano yung purpose,
kung nagegets ba nila. So pag nagegets nila, sige magiging effective sila sa trabaho. Pangalawa
ay kapag nagagawa nila yung mga tasks. Ayun tapos pangatlo ay yung kakayahan nila na mag-
improvise. Ayun.

I: Yung evaluation nito, ginagawa ba ito one-on-one or meron bang quanititative na nagawa niya
‘to, nagawa niya ‘to. Or sasabihin lang sa kanya yung nagawa niya or pagkukulang niya. Paano
ba yung uri ng pag-assess?

FSL10: Hindi naman kami ganun ka-strict, though sinabi ko kanina may checklist. Mas sobrang
broad lang naman nung discussion naming pag may mga assessment. Parang kahit ano, kahit
ganyan, meron pa ring framework na sinusundan na parang pre, post, during. Yun lang naman
lagi.

I: Sa post niyo, meron pa kayong time, like, para mag-assess or parang indirectly na lang siya na
parang after ng event.

FSL10: Hindi, lagi kaming, sobrang mataas kasi ang pagpapahalaga ko sa assessment kaya
talagang prina-practice naming na meron talaga.

I: Next, describe yourself as a leader.

FSL10: Wow! Anong tawag dito, ano kasi ako, uhm, anong tawag dito mas gusto kong di ako
angat sa members ko, mas lubog dun sa members. Di ako yung parang, ayoko ko kasi ng
bureaucratic, so hindi ako ganong leader. Tapos, uhm, ano kasi ayun ayoko ng may hindi
nagagawa kahit hinahayaan ko yung members ko na matuto on their own lagi ako merong back-
up na kung hindi nila magawa lagi akong may plan b. I’m the plan b kind of leader, ganon ayun.

I: Okay next, how do you give orders?

FSL10: How do I give order?

I: Yung spoken.

FSL10: Ah okay, kunwari ano?

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I: Kunwari may iuutos ka like may ipapakuha ka ganyan. Paano mo sya inuutos?

FSL10: Ano parang, uy may gagawin ka ba? Kunwari may kailangan iprint. Available ka ba ng
ganitong oras? Tapos ayun kapag oo, edi ayun baka pwedeng makisuyo.

I: So marami ka pang kinoconsider? Hindi ka yung leader na parang pwedeng paki-print to,
ganun.

FSL10: Ay hindi. Sobrang kinoconsider ko rin yung oras ng ibang tao.

I: Pero hindi mo naman masasabi na hindi ka authoritative dun sa pagutos.

FSL10: Hindi naman. Authoritative naman DAW ako, sabi nila.

I: Next, if conflicts between people arise, do you directly confront them?

FSL10: Uhm-um, kasi oo, wala namang ibang way na effective.

I: So kunwari may nagkaroon ng issue sayo, kakausapin mo na kaagad sya. Wala nang paligoy-
ligoy na idadaan sa iba.

FSL10: Minsan kino-confirm ko talaga, ipapatanong ko sa memcomm, for example na, kunwari
may nakarating sakin na meron may problema sakin, so ipapatanong ko muna sa memcomm,
nabalitaaan mo rin ba ‘to? Kapag oo, edi magpapaalam ako sa memcomm pwede ko ba syang
iconfront, kasi syempre concern din ng memcomm yung internals eh so, papadaanin ko sa
kanya.Pero most of the time mas nagvovolunteer ako na iconfront ko directly.

I:Next, how do you feel when older members of the organization try to guide or help you?

FSL10: Okay lang naman sakin, kasi honestly walang effect sakin yung age sa org. Hindi ko
naman feel na parang naoover-power ako kasi they have the same respect din naman sakin. So
wala namang power playing.

I: Wala naman bang, nafeel mo na baka minsan, baka naman pwedeng samin na lang ‘to,
nacocontrol na kami ganyan.

FSL10: Hindi naman kasi aware naman kami na aware naman siguro sila na ganung type ako ng
leader na parang ano, ayun nga mas hindi ako nagdedecide ng ako, so parang syempre priority ko
yung gusto ng members, hindi yung gusto ko o yung gusto ng older members ganon.

I: Next, as a person in a higher position in the organization, how do you maintain bond with the
members?

FSL10: Ano, kapag may vacant time lagi akong nakikipag-kwentuhan, like kinakamusta ko sila
palagi kahit outside rheto kasi feeling ko matotoxic sila kapag kinakamusta ko yung something
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about rheto so, ayun musta acads, musta yung pinapanood mong series ganon. Pero hindi naman
yung plastic kasi ganon talaga akong tao.

I: Since may bond na na ganon, how do you maintain naman authority?

FSL10: Ano, uh, feeling ko may effect na rin kasi na mabait ako so parang mas matatakot sila na
parang kapag nagalit na ko galit na talaga ako, kasi mabait nga ako. Pero ayun, hindi ko alam
kung bakit pero parang behave naman sila kapag nagsasalita ako. So far hindi pa naman ako
nagagalit sa members.

I: Okay, so wala namang ano, to maintain authority kailangan talagang nakakatakot ka.

FSL10: Hindi naman. Hindi sya kailangan. Siguro mas kailangan na ano, effective ka. Kasi kung
authoritative ka dapat may right ka na maging authoritative, ibig sabihin functional ka as a leader
or effective ka.

I:Okay next, through communication how do you ensure a healthy but productive environment in
the organization?

FSL10: Actually, ano dito sa org ko, marami kasi akong org tapos nageexec ako sa kanilang
lahat, sobrang sa rheto yung pinamataas yung pagpapahalaga ko sa communication. Maliban sa
communication org kasi kami. Anong tawag dito, yung iba ko kasing orgs sanay na silang ng
laging nagcoconfrontan kasi mga aktibista sila so syempre lagi silang nagcoconfrontan. Ah ayun,
ano ulit yung tanong.

I: Healthy but productive environment.

FSL10: Ah oo, ayun nga, kailangan lang ng strict line sa kung ano yung oras ng eto yung
playtime, eto yung worktime. Kasi hindi maiiwasan yung parang kapag may discussion sinasali
yung rhetong ganyan. Kung strict ka sa topic maging strict ka rin sa communication, siguro sa
mga pinaguusapan.

I: So kahit strict ka na ganun, namemaintain pa rin na, ay hindi naman masyadong serious na
nao-off na sila.

FSL10: Oo, name-maintain pa rin naman. Kasi parang maiintindi naman eh sa kung ano yung
linya. So alam nilang kapag oras ng ganito oras ng ganito kapag hindi edi hindi.

I: In terms of pakikipag-usap mo sa kanila, are you more formal, as a leader or more yung
friendly na type na informal? Na like tawa lang

FSL10: Actually mas friendly na informal ako.

I: Ok, less formal talaga.

FSL10: Oo, unless sobrang kailangan.

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I: Ah ok, next, how do you motivate your members?

FSL10: Ano, ieexplain ko sa kanila kung ano yung main goal, yung rational, yung purpose ng
ginagawa kase, well ewan ko dun ko naman lahat binabalik lagi, kung ano yung objective nung
org na kase yun din siguro yung aappeal sa kanila. Kase, in the first place, yun din yung dahilan
nila kung bat sila sumali nung org. Hindi ko gusto yung ginagawa nilang dahilan yung parang,
kase members kayo kailangan niyo tong gawin. Mas yung kase gusto niyo kase to, diba? I mean
kung ayaw niyo naman, maiintindihan ko naman pero kailangan niyo iexplain, parang ganon.

I: So hindi ka din type ng leader na very personal? na “uy, ang galing mo dun ah”, na “uyy,
galingan mo dito ah” ganon

FSL10: Nang gaganon naman ako. Oo, nag gaganon din naman ako

I: Ok, so next, how to you express yourself to the members?

FSL10: Ah, regarding?

I: Ah, kunyari, kapag masaya ka, shinoshow mo talaga na masaya ka. Kapag galit ka, nashoshow
mo ba na galit ka? Or pag malungkot ka, ok lang sayo na makita nilang malungkot ka?

FSL10: Pag masaya ako, lagi akong masaya. Pero kapag galit or sad or stress, anything else, mas
straight face lang ayun. Ayoko kase nandadamay sa negative emotions ganon. Pero pag happy,
sige go happy lang.

I: So hindi mo na eexpress yung mga gantong feelings, possible ba na dahil hindi mo gusto mo,
hindi mo gustong magmukhang weak bilang president ka?

FSL10: Hmmm, ganda nung question na yun. Hindi ko sure eh. Kase siguro, in a way, kase yung
nga ayokong malugmok yung members ko kase lugmok din ako. So parang in a way, ayokong
maging, mahila pababa yung members ko just because my, ganitohin niyo ko

I: Pero hindi naman siya more on dun sa pag mamaintain na president kase ako kailangan na
nakikita nilang strong ako or dun lang siya sa, sana di sila mahila pababa.

FSL10: Feeling ko medyo ganon din yung kase president ako, may ineexpect sakin na kailangan
strong ako. So medyo yun din.

I: Next, can you give instances where you were extremely challenge as a leader? Yung extreme
na talga

FSL10: Siguro ano, yung pagdating sa principles ko, pag na question na. Halimbawa kase, wait,
di ko maalala specific na instance eh, pero medyo general na lang. Kapag kunwari, antawag dito,
may pangangailangan na hinihingi sa rheto na maging bahagi ng ganitong alliance pero for
example yung mga progressive alliances. Tapos hindi kase, mahirap talaga, ako kase ganon talga
 99

ako, I mean willing ako sumali pero yung buong org kase mahirap buhatin siya. Napilitin
pasalihin. So yun na lang, parang feeling ko nagiging questionable tuloy yung pagiging leader ko
na hindi ko mapatawid yung members ko sa principles ko. Kase may same respect din ako sa
kanila so kasi nga pagdating sa prinsipyo nahihirapan ako na ipag meet talaga lagi.

I: Pano mo naman na oovercome yung ganong situations?

FSL10: Medyo matagal actually, kase ang ginagawa ko, nag hahanap ako ng medyo, hindi
naman sa gusto ko talaga ipilit, pero parang syempre nag hahanap din ako ng medyo kapareho ko
ng principles. Tapos nag coconsult ako sa kanila. Sa tingin niyo ba this is the right road for the
organization? If so pwede niyo ba ko tulungan? So ayun.

I: Ok, last na. Give three adjectives na mag dedescribe sayo as a leader.

FSL10: Woah, ok wait lang, ang hirap gawing adjective ng mga words. Sorry, wait lang, wait
lang. O sige, eloquent sabi nila, authoritative atsaka friendly ayun.

[END OF INTERVIEW]