BIBLIOGRAPHY

TIL-ADAN, ODIT S. APRIL 2012. Interpersonal Relationship and Leadership Styles of
Officers and Management Staff of Primary Cooperative of Bauko, Mountain Province. Benguet
State University. La Trinidad, Benguet.


Adviser: Leopoldo N. Tagarino, MSc.

ABSTRACT
The study was conducted intended to identify and describe leadership style of officers
and staff of primary cooperatives of Bauko, mountain province, to identify their interpersonal,
leadership style and to determine its affection to the management of the organization.

Results shows that dominant interpersonal as it was classified as assertive, passive and
aggressive practiced by the officers and staff was assertive, that is, they are expressing their true
feelings to someone they really care for. Their dominant leadership style is democratic for they
are both often which has a range of 3.51-4.5 in treating everyone as equal.

Lastly, it was determined that practicing democratic style affects the management of the
organization, majority of the respondents fell under range of 3.5-4.5 and least for under 2.51-3.5.
It was revealed that the two groups of respondents the same level of perception with regards to
the management of their perspective cooperatives.
 
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary
Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

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TABLE OF CONTENTS

Page
Bibliography...………………………………………………………..….. i
Abstract …………………………………………………………………..
i
Table of Contents…………………………………………………………
ii


INTRODUCTION

Rationale ……………………………………………………….
1
Importance of the Study………………………………………..
2
Statement of the Problem...…………………………………….
2
Objectives of the Study…………………………………………
3
Scope and Delimitation………………………………………...
3
REVIEW OF LITERATURE
Cooperative Way of Development….........................................
4
Cooperative Management............................................................
5
How to Manage…………….......................................................
6
Interpersonal Qualities…………………………………............
6
Interpersonal Skills and qualities
a Leader Needs….......................................................................
7

Leadership Models………………….........................................
10
Leadership Concepts....................................................................
16
Definition of Terms………….....................................................
18
METHODOLOGY
Locale and Time of the Study…………………………………..
20

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Respondents of the Study………………………………………
20
Research Instruments…………………………………………...
20
Data Gathered…………………………………………………..
20
Data Analysis…………………………………………………...
21
RESULTS AND DISCUSSION

Profile of the Respondents ……………………………………
22
Interpersonal Relationship ……………………………………
24
Leadership Styles …………...…………………………………
30
The Effects of Leadership Styles

to the Management of the
Organization………………………............................................
37

SUMMARY, CONCLUSION AND RECOMMMENDATIONS
Summary……………………………………………………….. 39
Conclusion……………………………………………………... 39
Recommendations……………………………………………... 40
LITERATURE CITED…………………………………………………...
41
APPENDIX
A.
Letter to the Respondents......................................................
42
B. Survey
Questionnaire………………………………………
43
 

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INTRODUCTION
Rationale
Wise leadership is the most important single factor in successful operation. It
holds equally true for a company as a whole, a department, or gang workers. Good
leadership implies: the ability to do what the task set is accomplished, the personality and
ability to win cooperation and loyalty, the skill to direct and control the effects of others.

Bauko is one of the municipalities of Mountain Province where the people depend
on agriculture for their livelihood. Bauko has 22 barangays and it is divided into two
districts, lower and upper Bauko. There were 12 primary cooperatives organized in this
Municipality according to the list of the CDA as of Dec. 31, 2003 but as of Dec. 31,
2010, there are only 8 primary cooperatives existing. As an observation, lack of qualified
leader is one reason why other cooperative dissolved.

The life and future of an organization greatly depend on dynamic leadership. It
has to sustain its increasing and changing responsibilities. It has to anticipate needs and
problems and move forward. Otherwise, if it remains stagnant, its relevance and
economic viability may likely disappear. There are organizations which apparently are
strong and active. However, a deeper analysis shows that the leadership is only confined
in the president or manager. When the man leaves the organization, it immediately
crumbles like a house of cards. Many organizations are like this. A void of leadership is
created the moment the current leaders make an exit.

Lack of dynamic leadership is considered one of the causes of the failures of
cooperatives. In the past, many cooperatives had been organized but they remained in
their infant stage and soon died a natural death. For a cooperative to be dynamic, its
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leadership must be spread out to as many individuals as possible. The quality of
leadership can be improved through continuous training and education. More members of
the cooperative should acquire leadership skills and values. It has been the policy of
successful cooperatives to rotate management positions to the officers and interested
members in order to equip them with the necessary expertise in the different management
positions. This process builds up a reservoir of competent leaders and managers in
theCooperative. Thus, the chain of leadership remains strong and unbroken.

Importance of the Study


The research findings brought the new insights on how Managers and officers
handle these leadership styles in their respective organizations or cooperatives and also
with their subordinates. The outcomes could provide general information necessary for
cooperative employee’s management to be considered in the organizational development.
It is hoped that the result will contribute positive inputs towards improvingthe
cooperative leader’s performance as well as performance of cooperatives in this area.

Statement of the Problem

The study sought to answer the following questions:
1. What are the interpersonal relationship styles between the officers and staffs?
2. What are the leadership styles of officers and staffs of primary cooperatives in
Bauko, Mountain Province?
3. What are the effects of leadership styles to the management of the organization.


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Objectives of the Study

The study aimed to:
1. Determine the interpersonal relationship styles between the officers and staffs.
2. Identify leadership styles of officers and staffs of primary cooperatives in
Bauko, Mountain Province.
3. Determinethe effects of leadership style to the management of organization.

Scope and Limitation of the Study

The study was focus on the cooperative leader’s perception of their leadership
styles in nine primary cooperatives establishments in Bauko, Mountain Province
particularly the managers and the officers.

The result could provide information necessary in how cooperative leaders
interact towards their subordinates in order to have positive outputs to these subordinates
as well as to the business operations of these cooperatives.













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REVIEW OF LITERATURE
The Cooperative Way of Development

Long before the introduction of the concept of human resources approach in
modern business organizations, progressive cooperatives have been using it in the
development their members. The societal milieu during the time of the Rochdale Pioneers
was dominated by economic discriminations against the working class. The capitalist
treated their workers like machines in the productions of goods. The laissez faire policy
of the government became more favorable to the capitalist in promoting their own
economic interests.

The Rochdale Pioneers, inspired by the teachings of social reformers and
philosophers, such as Karl Marx, Robert Owen, and others, organized their own
cooperative society to fight the evils of capitalism. To them, man was more important
than money. So they created the principle of one man, one vote. This places the
importance and dignity of man over and above all other considerations. Regardless of the
amount of money a member has invested in his cooperative, he is entitled to only one
vote. Such principle denotes equality of rights among the members. It is different in a
capitalistic system. Profits are most important and in more ways than one, the consumers
are exploited and the workers are abused in order to gain more profits. In decision
making, more investments mean more votes. The man with the biggest amount of money
in the business organization makes the decision.

In a cooperative, everybody is encouraged to participate actively in all affairs of
their organization- from planning to management. It is most democratic in its government
and the members are treated with respect and dignity. The members and the officers have
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been constantly exposed to trainings and education to improve their attitudes, values, and
skills. The cooperative provides a fertile environment for the members to pursue their
own development and growth within their capabilities and inclinations(Abellaand
Fajardo, 1999).
Cooperative Management
Drucker (1999),as cited by Abella and Fajardo (1999), a management consultant
stated that a manager is one who gives others the vision and ability to perform. The
manager teaches subordinates how to perform their jobs better. He imparts the right
knowledge, skills, attitudes, and values to his men. Nevertheless, he must possess, above
all, honesty and integrity. These are most important qualities of a manager.

The chief executive officer of a cooperative is the general manager. He is
appointed by the Board of Directors and he is responsible to them. He implements the
policies of the Board and the Membership Assembly. The Cooperative Development
Authority has prescribed the qualifications of the general manager, namely:
1. He must be familiar with the business operations of the cooperative.
2. He must be at least a college graduate or he has finished the CDA Cooperative
Program.
3. He must have at least two years experience in cooperative or related business.
4. He must be honest and must have a deep sense of responsibility.
5. He must not be engaged directly or indirectly in any business similar to that
handled by the cooperative.
6. He must be willing to undergo pre- service and/or in-service training.
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7. He must not be facing, or has been convicted of any administrative or criminal
case involving moral turpitude, gross negligence, or grave misconduct in the performance
of his duties.
8. He must not be addicted to any form of gambling or immoral or vicious habits. 
How to Manage


Themanager is considered the most important and dynamic element in any
organization. Without his leadership, the resources of production remain idle and
unproductive. He is responsible for planning, organizing, and coordinating the other
factors ofproduction, such as land, labor, and capital. Managers in any type of
organizations perform the same basic functions, such as planning, organizing, staffing,
directing, control, innovation, and representation. The success of the organization
depends ontheefficient performanceofthe saidmanagementfunctions
(Abella and Fajardo, 1999).
Interpersonal Qualities

Schutz (1958), as stated by Robbins (1989), identified that there are three
interpersonal needs that vary among individuals. The first is inclusion, the need to
establish and maintain a relationship with other people. It seeks to determine how you
balance the desire to be part of a group against the desire for solitude. The second is
control, the need to maintain the satisfactory balance of power and influence in
relationships. It confronts the trade-off made between the desire for structure and
authority, versus the desire for freedom. Finally, there is the need for affection, the need
to form close and personal relationship with others. It seeks how to determine the balance
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between the desire for warmth and commitment against the desire to maintain distance
and independence.

Robbins (1989) further identified interpersonal styles as passive, aggressive and
assertive behaviors. Passive behavior is inhibited and submissive. Individuals who score
high in passive behavior seek to avoid conflicts and tend to sublimate their own needs
and feelings in order to satisfy other people. Aggressive behavior is the opposite of
passiveness; it is domineering, pushy, self- centered, and without regard for the feelings
or rights of others. Robbins argued that both passive and aggressive behaviors hinder
effective interpersonal relations because of neither facilities openness nor receptiveness.
The preferred style is assertive behavior. People who score high are assertiveness express
their ideas and feelings openly, stand up for their rights and do so in a way that makes it
easier for others to do the same. The assertive person, therefore, is straightforward, yet
sensitive to the needs of others. Assertiveness improves interpersonal communication
because the more assertive one is; the more assertive he encourages others to be. Thus,
assertiveness facilitates more effective interactions because it lessens defensiveness,
domination, putting downother people, “wishy - washiness ”andsimilar dysfunctional
behaviors.

Interpersonal Skills andQualities
a Leader Needs


Anonymous (2011),No matter in what context—political, business, non-profit, or
interest-based organizations, a leader will always deal with people. After all, people are
the components of the organization. Without other people, a leader is not a leader. He’s
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just an individual trying to do something. This calls for good interpersonal skills on the
part of a leader. Here are ten interpersonal skills and qualities that a leader needs:
1. Good understanding of personality. Every individual is unique. No doubt about
that. But different persons usually act and behave in the same ways although in different
circumstances. A leader who has a good understanding of personality will know the
different quirks, strengths and weaknesses of a person given his personality. In part, this
skill is part of emotional intelligence. When a leader knows the different emotional
switches of a person, he can more easily motivate and deal with such a person.
2.Understanding the requirements of jobs and projects. Each job and project
requires different skill sets and levels of competence. If a leader knows the requirements
of a job, he can easily identify the best people who can work in a particular job or project.
This ability also requires extensive knowledge about the business and the organizational
setting where he is in. Sometimes, too, the person with the best ability is the not the
person most suited for the job. There are certain personalities who can thrive in varying
degrees of pressure and environmental stimuli. A good leader can easily identify the right
person for each job.
3. Confidence. A confident leader is not afraid to put himself out there. He can
praise or criticize without doubting himself. A confident leader can also take risks
without worrying that his name will be smeared or destroyed. He can then make
decisions that are wise, reasonable and practical without seeking the approval of anyone.
4. Humility. Yet, a good leader also has humility. He’s not afraid to acknowledge
that he is wrong, if he is, indeed wrong. Too often, there are leaders who do not recognize
their mistakes and wrongs until it is too late—the damage has been done, the organization
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is in the throes of its existence, and there is no way but out for such a leader. A humble
leader will not seek praise for him but rather, he can work as excellently as he could.
Furthermore, a humble leader can be easily approached by his followers, thus, paving the
way for better communications and relationships.
5. Listening skills. Communication is a two-way street. A leader who mainly does
the talking without input from other colleagues and followers is only giving orders. There
are times that a leader needs to listen effectively to his followers and those who have
gone before him in order to know the best course of action. This is especially important
for leaders who are at the top level and could not easily take a view of the grassroots.
6. Clear articulation. A leader should know clearly what he is communicating to
his people. If he, himself, is not clear, then the followers will have a hard time following
him. Unclear communications is the source of misunderstanding and conflict within the
organization. By being crystal clear, a leader will be preventing misunderstandings from
occurring and ensuring the smooth flow of information within the team or organization.
7. Ability to motivate others. Some leaders tend to communicate negatively.
Sometimes, they favor the words “DON’T,” “NO,” “SHOULDN’T” and “WOULDN’T”
among others. It’s better to communicate positively so as to motivate colleagues and
followers in the workplace. Shouting to subordinates isn’t good communication. Even if,
by some remote chances, the message is supposed to help a person, if done through
shouting, the person may feel belittled and would remember the shouting incident instead
of the message being given.
8. Emotional intelligence. Emotional Intelligence is the term given by social
scientists to the ability to perceive one’s own emotions, the emotions of others and that of
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groups. If a leader has emotional intelligence, he can also identify sources of discomfort
from the people he leads and help towards creating a better workplace and interpersonal
relationships at work.
9. Influence. John Maxwell argued that leadership can be summed by the term
“Influence.” While that may be debatable, I know for a fact that a leader needs to wield
influence over his people in order to accomplish anything at all! A person with an official
designation and position will only be followed by people to the extent that he exercises
his position. But a true leader with influence will be followed even in other areas of life
and work.
10. Conflict resolution skills. Finally, one of the most important interpersonal
skills that a leader should have is conflict resolution. Because of the different
personalities and temperaments of people in the workplace and in the organization, they
are bound to have conflict. Conflictresolution skills, therefore, is an essential part of the
leadership process.

LeadershipModels
Behavioral
theories;
not
only, it was hoped, would be behavioral theories
approach provide more definitive answer about the nature of leadership, but, if
successful, it would have practical implications quite different from those of the trait
approach (Robbins,1988).
According to B.F Skinner(1974), the father of behavior modification developed
the concept of positive reinforcement. Positive reinforcement occurs when a positive
stimulus is presented in response to a behavior, increasing the livelihood of that behavior
in the future. The following is an example of how positive reinforcement can be used in a
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business setting. Assume praise is a positive reinforcement for a particular employee.
This employee does not show up to work on time every day. The Manager of this
employee decides to praise the employee for showing up on time every day the employee
actually shows up to work on time. As a result, the employee comes to work on time
more often because the employee likes to be praised. In this example, praise (i.e.
behavior) to work on time more frequently after being praised for showing up to work on
time. The use of positive reinforcement is a successful and growing technique used by
leaders to motivate and attain desired behaviors from subordinates.

The Ohio State Studies (1940), as further said by Robbins (1988),initiating
structure refers to the extent to which a leader is likely to define and structure his or her
role and those of subordinates in the search for goal attainment. It includes behavior that
attempts to organize work, work relationship, and goals. A consideration is defined as the
extent to which a person has job relationships characterized by mutual trust, respect for
subordinates ideas, and regard for their feelings. He or she shows concern for his or her
followers’ comfort, well-being, status, and satisfaction. A leader high in consideration
helps subordinates with personal problems, is friendly and approachable, and treats all
subordinates as equal.

The Ohio State studies exemplified the behavioral approach to leadership. They
provide reliable means of measuring leader behavior. The identification of consideration
and initiating structure, factors that account for most of the variance in leader behavior,
was a major advance in understanding leadership. Initiating structures referred to such
leader behaviors as dividing work, setting deadlines and priorities, supervision and the
like which were oriented to accomplish the assigned task/ function of the group.
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Consideration, on the other hand, referred to such leader behaviors as supportiveness,
friendliness, openness, trust, etc. These were essentially oriented towards helping the
follower meet his personal needs. The studies initially found passive relationships
between consideration and satisfaction, on the one hand, and initiating structure and
performance, on the other. However, later studies could not replicate this initial simple
relationship (Rodriguez andEchanis, 1988)
Autocratic-Democratic
Continuum Model (1940),by Robbins (1988), If
Autocratic and democratic behavior patterns were viewed only as two extreme positions,
this model would be correctly labeled as a behavior theory. However, they are merely
two of many positions along a continuum. At one extreme the leader makes the decision,
tells his or her subordinates, and expects them to carry out that decision. At the other
extreme, the leader fully shares his or her decision- making power with his or her
subordinates, allowing each member of the group to carry an equal voice; one person, one
vote. Between these two extremes fall a member of leadership styles, with the style
selected dependent upon forces in the leaders themselves, their operating group, and the
situation. Although this represents a contingency theory, we shall find, upon investigating
the other contingency approaches, that it is quit primitive.

The Fiedler contingency model (1940), by Robbins (1988), proposes that effective
group performance depends upon the proper match between the leader’s style of
interacting with his or her subordinates and the degree to which the situation gives
control and influence to the leader.

Flippo (1984) found that the contingency theory developed by Fred E. Fiedler is
also a situational approach. The framework is made up of eight significantly different
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situations and two basic types of leadership styles. In identifying the eight situations,
these major elements are analyzed; (1) leader- member relations, (2) task structure, and
(3) position power of the leader. Measurement of leader-member relations is done on a
group- atmosphere scale indicating the degree to which the leaders feel accepted by
subordinates. The atmosphere may be friendly of unfriendly, relaxed or tense, and
threatening or supportive. Task structure is measured by evaluating clarity of goals,
verifiability of decisions made, specificity of solutions, and multiplicity of options
available for solving problems. The position power of the leader is determined by the
degree of influence he or she has over rewards and punishment, as well as by the amount
of official authority. Through mixing these three elements, eight situations can be
identified.

According to Fiedler(1967), there is no ideal leader. Both task- oriented and
relationship- oriented leaders can be effective if their leadership orientation fits the
situation. When there is a good leader- member relation, a highly structured task, and
high leader position power, the situation is considered a “favorable situation”. Fiedler
found that task- oriented leaders are more effective in extremely favorable or unfavorable
situations, where relationship- oriented leaders perform best in situations with
intermediate favorability. Fiedler states that the better the leader- member relations, the
more highly structured the job, and the stronger the position power, the more control or
influence the leader has.

Transactional and Transformational theories (Burns, 1978); the transactional
leader is given power to perform certain tasks and reward or punish for the team’s
performance. It gives the opportunity to the manager to lead the group and the group
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agrees to follow his lead to accomplish a predetermined goal in exchange for something
else. Power is given to the leader to evaluate, correct and train subordinates when
productivity is not up to the desired level and reward effectiveness when expected
outcome is reached while transformational leader motivates its team to be effective and
efficient. Communication is the base for goal achievement focusing the group on the final
desired outcome or goal attainment. This leader is highly visible and uses chain of
command to get the job done. It focuseson the big picture, needing to be surrounded by
people who take care of the details. The leader is always looking for ideas that move the
organization to reach the company’s vision.
Robert House (1971), developed the Path- goal Theory and was based on the
expectancy theory of victor vroom. According to house, the essence of the study is “ the
meta proposition that leaders, to be effective, engage in behaviors that complement
subordinates environments and abilities in a manner that compensates for deficiencies
and is instrumental to subordinate satisfaction and individual and work unit
performance.The theory indentifies four leader behaviors, achievement- oriented,
directive, participative, and supportive, that are contingent to the environment factors and
follower characteristics. The Fiedler Contingency Model proposes that effective group
performance depends upon the proper match between the leader’s style of interacting
with his or her subordinates and the degree to which the situation gives control and
influence to the leader. According to this theory, a leader’s behavior is acceptable to
subordinates insofar as they view it as an immediate source of satisfaction or as a means
of future satisfaction. A Leader’s behavior is motivated to the degree that it (1) Makes
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subordinates need satisfaction contingent on active performance and (2) Provides the
coaching, guidance, support, and rewards that are necessary for effective performance.
Functional Leadership Theory (Hackman and Walton, 1986), is a particularly
useful theory for addressing specific leader behaviors expected to contribute to
organizational or unit effectiveness. This theory argues that the leaders’ main job is to see
that whatever is necessary to group needs is taken care of; thus, a leader can be said to
have done their job well when they have contributed to group effectiveness and cohesion.
While Functional leadership theory has most often been applied to team leadership, it has
also been affectively applied to broader organizational leadership as well. In summarizing
literature on functional leadership observed five broad functions a leader performs when
promoting organization’s effectiveness. These functions include; (1) environmental
monitoring, (2) organizing subordinate activities, (3) teaching and coaching subordinates,
(4) monitoring others, and (5) intervening actively to the groups work. A variety of
leadership behaviors are expected to facilitate these functions. In initial work identifying
leader behavior; Fleishman, observed that subordinates perceived their supervisor’s
behavior in terms of two broad categories referred to as consideration and initiating
structure. Consideration includes behavior involved in fostering effective relationships.
Examples of such behavior would include showing concern for a subordinate or acting in
a supportive manner towards others. Initiating structure involves the actions of the leader
focused specifically on task accomplishment. This could includeroleclarification, setting
performance standards,and holding subordinates accountable to those standards.


Leadership Concepts
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Peters and Waterman (1982) andBryman(1992) as cited by Paul (1999), the
theory and research of leadership in public and private organizations isolate various
characteristics of leadership. In recent years, these have centered on leaders as good at
articulating and communicating visions, good at empowering people and good a
developing the trust of their followers.

Leadership can be perceived as a particularly emotion- ladenprocess, with
emotions entwined with the social influence process. In an organization, the leader’s
mood has some effects on his/her group. These effects can be described in 3 levels: (1)
the mood of individual group members. Group members with leaders in a positive mood
experience more positive mood than do group members with leaders in a negative mood.
The leaders transmit their moods to other group members through the mechanism of
emotional contagion. Mood contagion may be one of the psychological mechanisms by
which charismatic leaders influence followers. (2) The effective tone of the group. Group
effective tone represents the consistent or homogeneous affective reactions within a
group. Group affective tone is an aggregate of the moods of the individual members of
the group and refers to mood at the group level of analysis. Groups with leaders in a
positive mood have a more positive affective tone than do groups with leaders in a
negative mood. (3) Group processes like coordination, effort expenditure, and task
strategy. Public expressions of mood impact how group members think and act. When
people experience and express mood, they send signals to others. Leaders signal their
goals, intention, and attitudes through their expressions of moods. For example,
expressions of positive moods by leaders signal that leaders deem progress toward goals
to be good. The group members respond to those signals cognitively and behaviorally in
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ways that are reflected in the group processes.Beyond the leader’s mood, her/his behavior
is a source for employee positive and negative emotions at work. The leader creates
situations and events that lead to emotional response. Certain leader behaviors displayed
during interactions with their employees are the sources of these affective events. Leaders
shape workplace affective events. Examples - feedback giving, allocating task, resource
distribution. Since employee behavior and productivity are directly affected by their
emotional states, it is imperative to consider employee emotional responses to
organizational leaders. Emotional intelligence, the ability to understand and manage
moods and emotions in the self and others, contributes to effective leadership in
organizations (Anonymous, 2011).

It is different from management in that a leader strives for voluntary cooperation,
whereas a manager may have to depend on aversion to change employee behavior (Pride,
1999).

Good leaders are made not born. If you have the desire and willpower, you can
become an effective leader. Good leaders developed through a never ending process of
self- study, education, training and experience. To inspire your workers into higher levels
of teamwork, there are certain things you must be, know and do. These do not come
naturally, but are acquired through continual work and study. Good leaders are
continually working and studying to improve their leadership skills; they are not resting
on their laurels (Jago, 1982).


Definition of Terms
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Cooperatives. A duly registered association of persons with common bond of
interest who have voluntarily joined together to achieve a lawful common social
economic end, making equitable contributions to the capital required and accepting a fair
share of the risk and benefits of the understanding in accordance with universally
accepted cooperatives principles.
Primary
Cooperatives. A cooperative whose members of are natural persons.
Leadership. This refers to leadership on the job or the ability to influence the
thinking, attitude, activities and others so that they willingly direct their behavior towards
organizational activities.
Leadership
traits.This refers to the personal characteristics manifested by
managers of the cooperatives.
Leadership
behavior. This is the behavior manifested by an officer or manager of
the cooperative along the dimensions of initiating structured and consideration.
Leadership
styles. These are various patterns of behavior favored by cooperative
managers such as leadership behavior and interpersonal relationships.
Autocratic
leader. A leader who mainly depend upon his own skills and
knowledge not considering the side of his subordinates in leading them and for him,
nothing is important than accomplishing a goal not caring the feelings of his
subordinates.
Democratic
leader. A leader, who treats his subordinates as co-workers or as his
equal, establishes rapport relationship towards his subordinates, approachable and
friendly to everyone and gives considerations to anything.
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of
Primary Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

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19 
 

Laissez- faire leader. A leader who let his subordinates do the task alone, without
interference to what subordinates discuss and settle alone any problems encountered
inside the cooperative.




















Interpersonal Relationship and Leadership Styles of Officers and Management Staff of
Primary Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

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20 
 
METHODOLOGY
Locale and Time of the Study

The research was conducted in Bauko, Mountain Province from January-February
2012.

Bauko is one of the municipalities of Mountain Province where the people depend
on agriculture for their livelihood. Bauko has 22 barangays and it is divided into two
districts, lower and upper Bauko. There were 12 primary cooperatives organized in this
Municipality according to the list of the CDA as of Dec. 31, 2003 but as of Dec. 31,
2010, there are only 8 primary cooperatives existing.

Respondents of the Study

Eight primary cooperatives were considered as a source of the respondents. Total
enumeration was used in selecting the cooperatives. Therewere eight respondents from
each ofthe cooperative.One manager, one Board of Director, oneauditcommittee, one
election committee and four staffs, a total of 64 respondents.

Data Gathering Procedure

The data was collected using a questionnaire. However, the researcher guidedthe
respondents inansweringthe questions to ensure thatthey fully understood and answered
all the questions.

Data Gathered

The data gathered were on the interpersonal relationship between the managers
and its subordinates, the leadership styles of managers and officers of primary
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of
Primary Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

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21 
 
cooperatives in Bauko, Mountain Province and its affection to the management of the
organization.

Data Analysis
The data analysis collected was classified, tabulated and analyzed using the
descriptive method and regression correlation.


















Interpersonal Relationship and Leadership Styles of Officers and Management Staff of
Primary Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

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22 
 
RESULTS AND DISCUSSION

Profile of the Respondents
Table 1 presents the profile of the respondents as to their age, gender, civil status,
educational attainment, position in the cooperative, number of years of involvement for
the officers and number of involvement for the staffs.
Age.Under officers, 18.75% were aged 41-50 years old and 14.06% were aged
51-60 years old, followed by 9.37% whose aged ranged from 31-40 years old and few (7.
81%) were aged 61-70 years old. Under staff, 15.62% were aged 41-50 years old
followed by 10.94% whose aged range from 31-40 years old and 20-30 years old. Few
(9.37%) were aged from 51-60 years old and 3.12% were aged 61-70 years old. As seen
in the total it shows that most aged ranged 41-50 years old are more than compared to
others.
Gender.Some (26.56%) of the respondents were female under officers and
23.44% were male. Most (37.5%) of the respondents under staff were female and few
(12.5%) were male. In the total, this implies that all in all females are more active than
male.
Civil Status.Most of the respondents under officers were married with the
percentage of 46.87% and few (3.12%) were single. For the staff, most of them are also
married with the percentage of 42.19% and few (7.81%) were single. This shows that
married are more interesting in entering business than single.
Educational Background. Under officers, 28.12% had reached college graduate
and 12.5% for secondary graduate, followed by few (3.12%) college undergraduate and
elementary undergraduate. Lastly, 1.56% were reached secondary undergraduate and
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of
Primary Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

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23 
 
elementary graduate. Under staff, there were 23.44% had reached college graduate and
17.19% for secondary graduate, followed by 4.69% secondary undergraduate and few
(3.12%) had reached vocational graduate. Lastly, 1.56% were reached college
undergraduate.
Position in the cooperative. Half (50%) of them were officers and half (50%) also
for staffs.
Number of years of involvement. Most of the officers (37.5%) were belong in one
to ten years of involvement in the cooperative and 6.25% for eleven to thirty and above
years.
Number of years of employment. Most of the staffs were (46.87%) belong to one
to ten years of employment and 3.12% for 21-30 years.

Table 1. Profile of the respondents


OFFICERS STAFF TOTAL
PARTICULARS
F % F % F %
Age


20-30
-
-
7
10.94
7
10.94
31-40
6
9.37
7
10.94
13
20.31
41-50
12
18.75
10
15.62
22
34.37
51-60
9
14.06
6
9.37
15
23.44
61-70
5
7.81
2
3.12
7
10.94
TOTAL 32
50.00
32
50.00
64
100.00
Gender

Male 15
23.44
8
12.5
23
35.94
Female 17
26.56
24
37.5
41
64.06
TOTAL 32
50.00
32
50.00
64
100.00


Interpersonal Relationship and Leadership Styles of Officers and Management Staff of
Primary Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

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24 
 
Table 1. continued…


PARTICULARS
OFFICERS
STAFF
TOTAL
F
%
F
%
F
%
Civil Status






Single
2
3.13
5
7.81
7
10.94
Married 30
46.87
27
42.19
57
89.06
TOTAL 32
50.00
32
50.00
64
100.00
Educational background






Elementary undergraduate
2
3.12
-
-
2
3.12
Elementary graduate
1
1.56
-
-
1
1.56
High school undergraduate
1
1.56
3
4.69
4
6.25
High school graduate
8
12.5
11
17.19
19
29.69
College undergraduate
2
3.12
1
1.56
3
4.69
College graduate
18
28.12
15
23.44
33
51.56
Vocational graduate
-
-
2
3.12
2
3.12
TOTAL 32
50.00
32
50.00
64
100.00
Position in the cooperative
32
50
32
50
64
50.00
Years of involvement


1-10 years
24
37.5
30
46.87
54
84.37
11-20 years
4
6.25
-
-
4
6.25
21-30 years
4
6.25
2
3.12
6
9.35
TOTAL 32
50.00
32
50.00
64
100.00

Interpersonal Relationship
Robbins (1989) identified interpersonal styles as passive, aggressive and assertive
behaviors. Passive behavior is inhibited and submissive. Individuals who score high in
passive behavior seek to avoid conflicts and tend to sublimate their own needs and
feelings in order to satisfy other people. Aggressive behavior is the opposite of
passiveness; it is domineering, pushy, self- centered, and without regard for the feelings
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of
Primary Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

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25 
 
or rights of others. Robbins argued that both passive and aggressive behaviors hinder
effective interpersonal relations because of facilities openness and receptiveness. The
preferred style is assertive behavior. People who score high assertiveness express their
ideas and feelings openly, stand up for their rights, and do so in a way that makes it easier
for others to do the same. The assertive person, therefore, is straightforward, yet sensitive
to the needs of others. Assertiveness improves interpersonal communication because the
more assertive one is; the more assertive he encourages others to be. Thus, assertiveness
facilitates more effective interactions because it lessens defensiveness, domination,
putting down other people, “wishy - washiness ” and similar dysfunctional behaviors.
Table 2 presents the assertive behavior of the officers and staffs. Assertive is a
behavior where people express their ideas and feelings openly, stand up for their rights,
and do so in a way that makes it easier for others to do the same.
Both of the officers and management staff maintain level of responsibilities
within the cooperatives, thus, recognizing the functions between them. The result
indicates balanced relationship of the different groups that facilitates performance on the
respective work assignment. Statistically, there is no significant difference between the
officers and the management staff, therefore, they main their relationship between each
others. That is, maintaining and strengthening open communication, give appreciation
and commendation for job well done, friendly outside or inside the office, treat each
everyone as equal, express true feelings to someone really care for, encouraging everyone
to be creative about the job, try to be sure that every topic discussed will be understood
by all.
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of
Primary Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

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26 
 
Table 3 presents passive behavior of officers and staffs. Passive means that the
cooperative leaders are not inhibited and submissive, do not avoid conflicts, and
sublimate their own needs and feelings in favor of satisfying others.
Most of the officers and staffs were occasionally passive to subordinates.
Correcting mistakes were often made in private while bottling anger than expressing it to
subordinates was just occasionally. The result showed no significant difference among
the respondents which mean that they do not differ in terms of passivenessin terms of
behavior from the questions stated.
Table 4 presents aggressive behavior of offices and staffs. Aggressive is an
attitude opposite of passiveness. It is domineering, pushy, self-centered, and without
regard for the feelings or rights of others.
Most of the officers and staffare seldom aggressive if they find ways to make
them back down, if criticize their work. However, both the respondent group occasionally
tend to be aggressive when there are no confidential or rapport, and when correcting
mistakes, do not care about jeopardizing relationships within the organization. It could be
further observed that the respondents seldom aggressive when they don’t mind whether
understand what was discussed as long as did their part and if becomes rude, be rude
right back if the condition of work relationship arise. Moreover, the result show no
significant differences an all the conditional statements. Therefore, it implied that
changes in behavior only arise at a certain condition in the work place within the
cooperative.
Finally, regarding the assertiveness, passiveness and aggressiveness of the
cooperative officers and staffs, a great majority are assertive.
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of
Primary Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

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27 
 
Table 2. Assertiveness of Officers and staff
PARTICULARS
OFFICERS STAFF

MEAN DE MEAN DE TOTAL DE
T-VALUE
PROBABILTI
Y
Maintain and
4.28 Often 4.28 often 4.28 often
0 ns
1
strengthen open
communication to
everyone

Give appreciation and
4.19 Often 4.03 often 4.11 often 0.87 ns 0.39
commendation for job
well done
Friendly inside or out
4.44 Often 4.5 often 4.47 often -0.44 ns
0.66
of the office

Express true feelings
4.22
Often
4.44
often
4.33
often
-1.32
ns
0.19
to someone really
care for

Encourage everyone
4.13 Often 4.13 often 4.13 Often 0 ns
1
to be creative about
the job

Try to be sure that
4.31 Often 4.34 often 4.33 Often -0.21 ns
0.83
every topic discussed
will be understood by
all
Range: 1-1.5- never
1.51-2.5- seldom

2.51- 3.5- occasionally
3.51-4.5- often
4.51- 5- always
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary Cooperative of Bauko, Mountain Province /Odit S.
27
Til-Adan. 2012

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28 
 


Table 3. Passiveness of officers and staff


PARTICULARS OFFICERS
STAFFS

MEAN
DE
MEAN
DE
TOTAL
DE
T-
PROBABILITY
VALUE
When correcting
3.88 often 3.88 often 3.88 often 0
ns
1
mistakes, it is in private
to avoid humiliation
Want to have
3.03 occasionally
3.34 occasionally 3.19 occasionally -1.25 ns
0.22
subordinates do thing
the way it should be
done

Don’t try to get close
3.81 occasionally
3.44 occasionally 3.63
often
1.33 ns
0.19
and personal to
everyone

Don’t try to avoid being
3.44 occasionally
3.47 occasionally 3.45 occasionally -0.12 ns
0.91
alone

Don’t try to have close
4 often 4 often 4 often 0
ns
1
relationships to
everyone

When feel angry, bottle
3.03 occasionally
2.88 occasionally 2.95 occasionally 0.53 ns
0.60
it up rather than express
it
Range: 1-1.5- never
1.51- 2.5- seldom

2.51-3.5-occasionally
3.51-4.5-
often
4.51-5-always
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary Cooperative of Bauko, Mountain Province /Odit S.
28

Til-Adan. 2012

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29 
 

Table 4. Aggressiveness of Officers and Staff

PARTICULARS
OFFICERS STAFF





MEAN DE MEAN DE TOTAL DE T-VALUE
PROBABILITY
Find a way to make
2.22 seldom 2.28 seldom 2.25 seldom
-0.21
ns 0.83
them back down, if
criticize the work

Has no confidential
2.56 occasionally 2.69 occasionally 2.63 occasionally
-0.39 ns
0.70
or rapport
relationship

Don’t mind whether
2.06 seldom 2.13 seldom 2.09 seldom
-0.20
ns 0.84
understand what was
being discussed as
long as did the part

Do not care about
1.28 never 1.38 never 1.33 never
-0.63
ns 0.53
the feelings

When correcting
2.72 occasionally 2.72 occasionally 2.72 occasionally 0 ns
1
mistakes, do not care
about jeopardizing
relationships

If rude, be rude right
2.03 seldom 2.09 seldom 2.06 seldom
-0.24
ns 0.81
back
Range:
1-1.5-never
1.51-2.5-seldom
2.51-3.5-ocassionally
3.51-4.5-
often
4.51-5-alway
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary Cooperative of Bauko, Mountain Province /Odit S.
29
Til-Adan. 2012

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30 
 
Leadership styles
According to B.F Skinner (1974), positive reinforcement occurs when a positive
stimulus is presented in response to a behavior, increasing the livelihood of that behavior
in the future. Example for an employee which is praised in her/his punctuality on work,
other employees who don’t have the characteristic of not coming early motivated to do
the same for they want also that praises gave by their superior. The use of positive
reinforcement is a successful and growing technique used by leaders to motivate and
attain desired behaviors from subordinates.

The Ohio State Studies (1940), as further stated by Robbins (1988), initiating
structure refers to the extent to which a leader is likely to define and structure his or her
role and those of subordinates in the search for goal attainment. It includes behavior that
attempts to organize work, work relationship, and goals. A consideration is defined as the
extent to which a person has job relationships characterized by mutual trust, respect for
subordinates ideas, and regard for their feelings. He or she shows concern for his or her
followers’ comfort, well-being, status, and satisfaction. A leader high in consideration
helps subordinates with personal problems, is friendly and approachable, and treats all
subordinates as equal.

The Ohio State studies exemplified the behavioral approach to leadership. They
provide reliable means of measuring leader behavior. The identification of consideration
and initiating structure, factors that account for most of the variance in leader behavior,
was a major advance in understanding leadership. Initiating structures referred to such
leader behaviors as dividing work, setting deadlines and priorities, supervision and the
like which were oriented to accomplish the assigned task/ function of the group.
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of
Primary Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

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31 
 
Consideration, on the other hand, referred to such leader behaviors as supportiveness,
friendliness, openness, trust, etc. These were essentially oriented towards helping the
follower meet his personal needs. The studies initially found passive relationships
between consideration and satisfaction, on the one hand, and initiating structure and
performance, on the other. However, later studies could not replicate this initial simple
relationship (Rodriguez and Echanis, 1988).
Autocratic leadership defined as a leader who mainly depend upon his own skills
and knowledge not considering the side of his subordinates in leading them and for him,
nothing is important than accomplishing a goal not caring the feelings of his
subordinates.
Table 5 shows that majority officers and staff were seldom to become autocratic
if they don’t accept any suggestions in decision making, seldom consider the feelings of
others, and not encouraged to participate when it comes to decision making time.
Occasionally, the officers tend to become autocratic to use their position to decide what is
right or wrong and never let to control actions. Statistically, there is no significant
difference among the respondents either the officers or staff as to the autocratic
leadership style.
Democratic leader is a leader who treats his subordinates as co-workers or as his
equal, establishes rapport relationship towards his subordinates, approachable and
friendly to everyone and gives considerations to anything. As seen in Table 6 both of the
officers and staffs are often democratic leaders to their subordinates and co-workers,
although on the part of the officers they are always seeking opinions to those who know
much better than them, do not try something new without making sure it will succeed,
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of
Primary Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

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32 
 
think about the advantages and disadvantages on different ways of accomplishing things,
approachable and friendly, always inform on matters of their own concern, a good
listener no matter whom their talking, have considerations in helping with personal
problems, no exemption in treating everyone as equal, shows concern for the comfort,
well-being, status and satisfaction, give respect for the ideas, have fully trust to each
everyone, supportive and open and lastly, give praises for showing up on time every day.
All the response from the officers approved by their staff as reflected from the statistical
results that there is no significance different from the questions stated.
Laissez-faire is a leader who let his subordinates do the task alone, without
interference to what subordinates discuss and settle alone any problems encountered
inside the cooperative.
Table 7 showed that was majority of the officer and staff occasionally let their
subordinates do their own works, setting conflicts with their own, do decision making
and others. On the average, both from the groups were occasionally laissez-faire leaders
in terms of letting to do the task alone without interference, do not criticize for what was
done, not strict, let discuss and settle alone any problems encountered inside the
cooperative. As to the statistical result, there is no significance between two groups for
they are both occasionally and often in terms of let free from expressing own opinion and
often setting deadlines in submitting the assigned task but there is a significant difference
in terms of let everyone work as they want for the answer of the officer was occasionally
and seldom for the staff.
Finally, it was determined that majority, they applying democratic kind of
leadership style.
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of
Primary Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

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33 
 
Table 5. Autocratic leadership
PARTICULARS OFFICERS
STAFF
MEAN DE MEAN DE TOTAL DE T-VALUE
PROBABILITY
Don’t accept any
1.97 seldom 2.06 seldom 2.02 seldom -0.36
ns
0.72
suggestions in
terms of decision
making

Have no
1.69 seldom 1.91 seldom 1.80 seldom -0.91
ns
0.37
considerations
about the feelings

Do what they want
1.91 seldom 2.13 seldom 2.02 seldom -0.90
ns
0.37

Influencing to do 4.03 often 3.88 often 3.95 often 0.61
ns
0.54
the activities

Use position to
2.56 occasionally 2.34
seldom
2.45
seldom 0.71 ns
0.48
decide what is right
or wrong

Not encouraging to
1.97 seldom 2.06 seldom 2.02 seldom -0.34
ns
0.73
participate when it
comes to decision
making time

Never let to control
2.72 occasionally 2.63 occasionally 2.67 occasionally 0.32 ns
0.75
actions
Range:
1-1.5-never

1.51-2.5-seldom
2.51-3.5-ocassionally
3.51-4.5-often
4.51-5- always
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary Cooperative of Bauko, Mountain Province /Odit S.
33
Til-Adan. 2012

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34 
 
Table 6. Democratic leadership
PARTICULARS OFFICERS
STAFF
MEAN DE
MEAN DE
TOTAL DE
T-VALUE PROBABILITY
Approachable and friendly
4.38 often 4.31 often 4.34 often 0.38 ns
0.70

Treat as equal
4.41 often 4.13 often 4.27 often 1.70 ns
0.09

Always inform on matters of the 4.16 often 3.66 often 3.91 often 2.15 ns
0.04
own concern

A good listener no matter whom 4.34 often 3.94 often 4.14 often 2.00 ns
0.05
they’re talking to

Don’t try something new without
3.66 often 3.53 often 3.59 often 0.45 ns
0.65
making sure it will succeed

Seek the advice of people who 4.63 always 4.16 often 4.39 often 3.32 ns
0.00
know a lot about the task working
on

Think about the advantages and 4.28 often 4.16 often 4.22 often 4.22 ns
0.49
disadvantages on different ways of
accomplishing things

Have considerations in helping with
3.88 often 3.84 often 3.86 often 0.16 ns
0.87
the personal problems

No exemption in treating as equal
4.13 often 3.88 often 4
often 1.23 ns
0.22

Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary Cooperative of Bauko, Mountain Province /Odit S.
34
Til-Adan. 2012

---

35 
 
Table 6. continued…








PARTICULARS
OFFICERS STAFF
TOTAL
DE
T-VALUE
PROBABILITY
MEAN DE MEAN DE





Give respect for the ideas
4.31 often 4.25 often 4.28 often 0.41 ns
0.68

Have fully trust
4 often
3.94
often 3.97 often
0.30
ns
0.76

Supportive and open
4.19 often 4.16 often 4.17 often 0.17 ns
0.87

Give praises for showing up on
4 often
3.72
often 3.86 often
1.43
ns
0.16
time every

Range:
1-1.5-never
1.51-2.5-seldom
2.51-3.5-ocassionally
3.51-4.5-often
4.51-5-always


















35
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary Cooperative of Bauko, Mountain Province /Odit S.


Til-Adan. 2012

---

36 
 
Table 7. Laissez-faire leadership
PARTICULARS OFFICERS
STAFF
MEAN DE MEAN DE TOTAL DE T-VALUE
PROBABILITY
Let do the task
2.78 occasionally 3.19 occasionally 2.98 occasionally
-1.55
ns
0.13
alone without
interference

Don’t criticize for
3.09 occasionally 2.81 occasionally 2.95 occasionally
1.13 ns
0.26
what is done

Let everyone
2.94 occasionally 2.38 seldom
2.66 occasionally
2.19 s
0.03
work as what they
want

Let discuss and
3.13 occasionally 3.34 occasionally 3.23 occasionally
-0.66
ns
0.51
settle alone any
problems
encountered inside
the cooperative
Not strict
3.03 occasionally 2.94 occasionally 2.98 occasionally
0.36 ns
0.72

Let subordinates
4.38 often 4.03 Often 4.20 often
2.03
ns 0.05
free from
expressing own
opinion

Setting deadlines
3.91 often 3.63 Often 3.77 often
1.30
ns 0.20
in submitting the
assigned task
Range:
1-1.5-never
1.51-2.5-seldom 2.51-3.5-ocassionally
3.51-4.5-often
4.51-5-always
36
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary Cooperative of Bauko, Mountain Province /Odit S.
Til-Adan. 2012

---

37 
 
Effects of Leadership styles to the Management
Table 8 presents the effects of leadership styles to the management of the
organization. The officers and staffs were asked to rate the effects of their leadership style to
the management of the organization of their respective cooperatives. Majority of the
respondents answered often and least for under occasionally true affects.
The results revealed that the two groups of respondents the same level of perception
with regards to the management of the organizations of their respective cooperatives.

Table 8. Management of the organization
PARTICULARS OFFICERS
STAFF
MEAN DE MEAN DE
Organization has its improvement
4.3
often
4.1
often
Organization improved excellently 4 often
3.8
often
Organization achieve minimal
3.3 occasionally 3.1 occasionally
improvement
Organization produce sufficient results
4
often
3.66
often
Organization produce excellent results
3.7
often
3.8
often
Organization acquire 100% members
3.6 often 3.5
occasionally
participation
Organization make more income
3.9
often
3.7
often
Organization accomplished all its task
3.69
often
3.88
often
Organization accomplished programs
2.66 occasionally 2.75 occasionally
for compliance
Organization acquire sufficient
2.75 occasionally 2.75 occasionally
members participation forcefully
Organization acquire income beyond
3.59 often 3.41
occasionally
what is expected
Organization accomplished all its
3.84 often 3.63 often
program
Organization receive income
3.88 often 3.88 often
satisfactory
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary
Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

---

38 
 
Table 8.continued…




PARTICULARS OFFICERS
STAFF
MEAN
DE
MEAN
DE
Organization acquire additional
3.75 often 3.66 often
members
Organization produced satisfactory
3.94 often 3.81 often
results
Organization acquire additional
3.63 often 3.71 often
services
Organization gain more profit 4
often
3.81
often
Range:
1-1.5-never

1.51-2.5-seldom 2.51-3.5-occasionally


3.51-4.5-often
4.51-5-always



















Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary
Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

---

39 
 
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

Summary
 
The study was conducted in the Municipality of Bauko. There were eighth primary
cooperatives represented by the cooperative: four officers and four staff. The study was
conducted to find out the interpersonal relationship, leadership styles and its affection to the
management of the organization.

The results revealed that the respondents were assertive, passive and aggressive
behavior, but most of the respondents practiced assertive behavior followed by passive and
seldom for the aggressive. For the leadership styles, the respondents exhibit autocratic,
democratic and laissez-faire kind of leadership, but most of them are practiced democratic
leadership followed by laissez-faire and seldom for the autocratic kind of leadership.

The findings revealed also that the leadership style used by the cooperative officers
and staff resulted to the improvements of the organization which often resulted to enough
revenuesto the cooperativeandincrease additional memberstoo. Thus,itproduces goodenough
results for the benefit of all.

Conclusions
Based on the findings of the study, the following conclusions were made.
1. The respondents practiced assertive, passive and aggressive behavior but more
on assertive.
2. The respondents were used autocratic, democratic and laissez-faire kind of
leadership but more on democratic kind of leadership.
3. Using democratic kind of leadership, the management of the organization
produced good enough results for their benefits and for the cooperative.
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary
Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

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40 
 

Recommendations

Based on conclusions of the study, the researcher would like to recommend the
following:
1. It is recommended that they should maintain their assertive behavior in order to
have smooth organizational relationships, giving importance to people and members within
the organization.
2. Cooperatives officers should exhibit the kind of leadership style appropriate to
the environment that is taking into consideration the educational, social, cultural and
political background of the many people dealing with the cooperative.
3. Cooperative officers and staff should apply democratic kind of leadership for it is
kind of leadership wherein the management of the organization achieve good enough
results.











Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary
Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

---

41 
 
LITERATURE CITED

ABELLA, F. and FAJARDO, F. 1999.Cooperatives 4th edition. Rex book store
Incorporation.Pp.48,52,292.

ANONYMOUS. 2011. Leadership- Wikipedia, the free encyclopedia. Retrieve on

November 25 2011. En.Wikipedia.Org/wiki/leadership.

ANONYMOUS. 2011. Ten interpersonal skills and qualities a leader needs. Retrieve on

October 02 2011.http:/ wwwtransformationalleadershipq.com/.

BURNS. 1978. Transactional and Transformational theories. Retrieved on November 25,
11.hhtp:/wwwleadership.com/

FIEDLER, F. 1967. Fiedler contingency model. Retrieved on November 25,
11.hhtp:/wwwleadership.com/

FLIPPO, E.B. 1984. Personnel Management.6th ed. McGraw Hill Book Company.Pp.
399.

HACKMAN and WALTON. 1986. Functional leadership model. Retrieve on November 25,
2011.http:/wwwleadership.com/

HOUSE, R. 1971. Path-goal theory. Retrieve on November 25,
2011.htt:/wwwleadership.com/

JAGO, 1982.Concept of leadership. Retrieve on November 25,
11.http:/wwwleadership.com/

PAUL, J. 1999. Strategic management for the public services. Buckingham, Philadelphia.
Pp.
88.

PRIDE et. Al, 1999.Business.Sixth edition. Houghton meffin company. New york.
Pp.153

ROBBINS, S. P. 1988. Management concepts and applications.Second edition.prentice-

hall international, inc. Pp. 371-385.

ROBBINS, S.P.1989. Training in interpersonal skills.Yips for managing people at work.

Prentice Hall International Inc. Pp. 13-25.

RODRIGUEZ,R.AandECHANIS,E.S1988.Fundamentalsofmanagement.2nded.Diwata

Publishing .Pp. 380-381.

SKINNER, B.F. 1974. Behavioral and style theories. Retrieved on November 25,
11.hhtp:/wwwleadership.com/
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary
Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

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42 
 
APPENDIX A
Letter to the respondents

Republic of the Philippines
Benguet State University
La Trinidad Benguet
Department of Agricultural Economics and
Agricultural Business Management


Dear Sir/ Madam:

Warm
greetings!!!

I am a 4th year student of Benguet state university, taking up Bachelor of Science in
Agribusiness major in cooperative management. Presently, I am conducting my
undergraduate thesis entitled: INTERPERSONAL RELATIONSHIP AND LEADERSHIP
STYLES OF OFFICERS AND MANAGEMENT STAFF OF PRIMARY
COOPERATIVES OF BAUKO MOUNTAIN PROVINCE, as partial requirement for
graduation.

With this regard, may I request a part of your time to answer the attached
questionnaire. Your kind assistance will enable me to complete all the requirements in due
time. Rest assured that all data gathered would be keep confidential.

Thank you for your cooperation.
God
bless!!!

Very respectfully yours,
ODIT S. TIL-ADAN
BSAB Student
Noted:

LEOPOLDO N. TAGARINO
Adviser


Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary
Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

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43 
 
APPENDIX B
Interview questionnaire

PERSONAL INFORMATION
1. Name:
2.
Age:
Gender: Civil
Status:
3. Educational Background
Elementary:____undergraduate____graduate
High
School:___undergraduate____graduate
College:_______undergraduate____graduate
Vocational:____undergraduate____graduate
4. Position in the cooperative:________

No. of years of involvement: (officers)

No. of years of employment: (staffs)











Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary
Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

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44 
 
Interview Questionnaire
For the Officers

A. Interpersonal relationship between the officers and staffs
Instructions: below is a list of statement about the interpersonal relationship inside or
outside the cooperative. Read each one carefully, then using the following scales, decide and
check the columns to which it actually exist. For best results, answer as truthfully as
possible.
(5) Always- 91-100% performance
(4) Often- 76-90% performance
(3) Occasionally- 56-75% performance
(2) Seldom- 31-55% performance
(1) Never- 30 and below

Interpersonal
relationship
5 4 3 2 1
1. When correcting mistakes, I did it in private to avoid




humiliation on my subordinates side
2. If my subordinates criticize my work, I find a way to make




them back down
3. I maintain and strengthen open communication with my




subordinates
4. I want to have my subordinates do thing the way I want them




done
5. My subordinates has no confidential or rapport relationship




with me
6. I give appreciation and commendation to my subordinates for




job well done
7. I don’t try to get close and personal
with
my
subordinates

8. I don’t mind whether my subordinates understand what is being




discussed as long as I did my part
9. I am friendly to my subordinates outside or inside the office





10. I don’t try to avoid being alone





11. I do not care about the feelings
of
my
subordinates

12. I can express my true feelings to someone I really care for





13. I don’t try to have close relationships
with
my
subordinates

14. When correcting mistakes, I do not care about jeopardizing




relationships
15. I encourage my subordinates to be creative
about
their
job

16. When I feel angry with other people, I bottle it up rather than




express it
17. If my subordinates are rude, I will
be
rude
right
back

18. I try to be sure that every topic discussed will be understood by




all
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary
Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

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45 
 

B. Leadership styles

Instructions: below are some statements that may describe your styles as a leader of the
cooperative. Please check the appropriate columns under 5,4,3,2,1 as you think you
exhibited be:

(5) Always- 91-100% performance
(4) Often- 76-90% performance
(3) Occasionally- 56-75% performance
(2) Seldom- 31-55% performance
(1) Never- 30 and below

Leadership styles
5 4 3 2 1
1. I don’t accept any suggestions from my subordinates in terms of

decision making
2. I am approachable and friendly


3. I let my subordinates do the task alone
without
my
interference
4. I have no considerations about the feelings of my subordinates


5. I do what I want


6. I treat my subordinates as my co-workers


7. I influencing my subordinates to
do
their
activities

8. I don’t criticize for what my subordinates do


9. I let my subordinates work as they want


10. I let my subordinates discuss and settle alone any problems

encountered inside the cooperative
11. I’m not strict to my subordinates


12. I use my position to decide what is right or wrong


13. I’m not encouraging my subordinates to participate when it comes

to decision making time
14. I never let my subordinates controls
my
actions

15. I always inform my subordinates on matters of their own concern

16. I let my subordinates free from expressing their own opinion


17. No matter whom I’m talking to, I’m a good listener


18. I don’t try something new without making
sure
I
will
succeed

19. I seek the advice of people who know a lot about the task I am

working on
20. I think about the advantages and disadvantages on different ways

of accomplishing things
21. I have considerations in helping my subordinates with their

personal problems
22. No exemption in treating my subordinates as my equal


23. I shows concern for my subordinates comfort, well-being, status

and satisfaction
24. I give respect for my subordinates ideas


Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary
Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

---

46 
 
25. I have my fully trust to my
subordinates

26. I’m setting deadlines for my subordinates in submitting their

assigned task
27. I am supportive and open to my subordinates


28. I give praises to my subordinates for showing up on time

everyday


C. Leadership styles affects to management of the organization

Instructions: for each of the statement below, check the column of your answer under 5,
4,3,2,1 that you think the leadership styles affects the management to your cooperative.

(5) Always- 91-100% performance
(4) Often- 76-90% performance
(3) Occasionally- 56-75% performance
(2) Seldom- 31-55% performance
(1) Never- 30 and below

Management of the Organization
5 4 3 2 1
1. The organization has its improvement





2. The organization improved excellently





3. The organization achieve minimal improvement





4. The organization produce sufficient results





5. The organization produce excellent results





6. The organization acquire 100% members participation





7. The organization make more income





8. The organization accomplished all its task





9. The organization accomplished programs for compliance





10. The organization acquire sufficient members participation




forcefully
11. The organization acquire income beyond what is expected





12. The organization accomplish all its program





13. The organization receive income satisfactory





14. The organization acquired additional members





15. The organization produced satisfactory results





16. The organization acquired additional services





17. The organization gain more profit









Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary
Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

---

47 
 
Interview Questionnaire
For the staffs

A. Interpersonal relationships between the officers and staffs
Instructions: below is a list of statement about the interpersonal relationship inside or
outside the cooperative. Read each one carefully, then using the following scales, decide and
check the columns to which it actually exist. For best results, answer as truthfully as
possible.

(5) Always- 91-100% performance
(4) Often- 76-90% performance
(3) Occasionally- 56-75% performance
(2) Seldom- 31-55% performance
(1) Never- 30 and below

Interpersonal
relationship
5 4 3 2 1
1. When correcting mistakes, She/ He did it in private to




avoid humiliation on our side
2. If we criticize his/her work, he/she find a way to make us




back down
3. She/ He maintain and strengthen open communication with




us
4. He/ She try to have us do thing the way he/ she want it




done
5. He/ She has no confidential or rapport relationship with us




6. She/ He give appreciation and commendation to us for the




job well done
7. He/ She don’t try to get close and personal and personal




with us
8. He/ She don’t mind whether we understand what is being




discussed as long as he/she did his/her part
9. I am friendly to my co-workers outside or inside the office




10. He/ She don’t try to avoid being alone





11. He/She do not care about our feelings





12. He/ She can express his/her true feelings to someone he/




she really care for
13. He/ She don’t try to have close relationship with us





14. When correcting mistakes, he/she do not care about




jeopardizing relationships
15. He/ She encourage us to be creative
about
our
job

16. When he/she feel angry with us, he/she bottle it up rather




than express it
Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary
Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

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48 
 
17. If we are rude, he/she will be rude right back





18. He/ She try to be sure that every topic discussed will be




understood by all

B. Leadership styles
Instructions: below are some statements that may describethe styles of your leaders as a
leader of the cooperative. Please check the appropriate columns under 5,4,3,2,1 as you think
you exhibited be:

(5) Always- 91-100% performance
(4) Often- 76-90% performance
(3) Occasionally- 56-75% performance
(2) Seldom- 31-55% performance
(1) Never- 30 and below

Leadership
styles
5 4 3 2 1
1. They don’t accept any suggestions from us in terms of




decision making
2. They are approachable and friendly





3. They let us do the task alone without their interference





4. They have no considerations about our feelings





5. They do what they want





6. They treat us as their co- workers





7. They influencing us to do our activities





8. They don’t criticize us for what we do





9. They let us work as we want





10. They let us discuss and settle alone any problems




encountered inside the cooperative
11. They are not strict to us





12. They use their position to decide what is right or wrong





13. They are not encouraging us to participate when it comes to




decision making time
14. They never let us to control their actions





15. They always inform us on matters of their own concern





16. They let us free from expressing our own opinion





17. No matter whom they’re talking to, they’re a good listener





18. They don’t try something new without making sure they will




succeed
19. They seek the advice of people who know a lot about the




task they are working on
20. They think about the advantages and disadvantages on




different ways of accomplishing things
21. They have considerations in helping us with our personal

Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary
Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

---

49 
 
problems
22. No exemption in treating us as their equal





23. They shows concern for our comfort, well- being, status and




satisfaction
24. They give respect for our ideas





25. They have fully trust to us





26. They’re setting deadlines for us in submitting their assigned




task
27. They are supportive and open to us





28. They give praises to us for showing up on time every day







C. Leadership styles affects to management of the organization
Instructions: for each of the statement below, check the column of you answer under 5,4,3,2,
1 that think the leadership styles affects the management to your cooperative.

(5) Always- 91-100% performance
(4) Often- 76-90% performance
(3) Occasionally- 56-76% performance
(2) Seldom- 31-55% performance
(1) Never- 30 and below


Management of the Organization
5 4 3 2 1
1. The organization has its improvement





2. The
organization
improved
excellently

3. The organization achieve minimal improvement





4. The organization produce sufficient results





5. The
organization
produce
excellent
results

6. The organization acquire 100% members participation





7. The organization make more income





8. The
organization
accomplished
all
its
task

9. The organization accomplished programs for compliance





10. The organization acquire sufficient members participation




forcefully
11. The organization acquire income beyond what is expected





12. The
organization
accomplish
all
its
program

13. The
organization
receive
income
satisfactory

14. The organization acquired additional members





15. The organization produced satisfactory results





16. The organization acquired additional services





17. The organization gain more profit






Interpersonal Relationship and Leadership Styles of Officers and Management Staff of Primary
Cooperative of Bauko, Mountain Province /Odit S. Til-Adan. 2012

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Document Outline

• Interpersonal Relationship and Leadership Styles ofOfficers and Management Staff of Primary Cooperative of Bauko, Mountain Province
  • BIBLIOGRAPHY
  • TABLE OF CONTENTS
  • INTRODUCTION
  • REVIEW OF LITERATURE
  • METHODOLOGY
  • RESULTS AND DISCUSSION
  • SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
  • LITERATURE CITED

---