Jacque Lou S. Ricablanca, Ferdinand T. Abocejo


In company management, several leadership styles are inherent and utilised by a manager or a leader. This study assessed the leadership styles of a manufacturing company manager and how the styles of leadership influence rank and file employees’ performance. In particular, it evaluated the manager’s leadership styles as affirmed by the rank and file employees, and how these leadership styles influence the performance of said employees from the viewpoint of work quality, work quantity, job innovativeness, customer service and team spirit. The study was carried out through a descriptive survey research design utilising a standardised survey questionnaire. Findings revealed that the branch Manager highly utilised transactional and transformational leadership styles in managing the manufacturing company. The Laissez-faire leadership style was only moderately utilised while the autocratic leadership was the least utilised style also at the moderate level. These utilised leadership styles manifested strong influence on the performance and productivity of rank and file employees of the manufacturing company under study. Accordingly, the employees exhibited outstanding performance towards the delivery of their works. It is concluded that managing the human capital of any company elicits full utilisation of good leadership styles supportive to the attainment of the company’s set goals and objectives and employees’ desired outputs and productivity. The company under study should continuously utilise and sustain the use of transactional and transformational leadership styles to keep employees’ productive performance, although there is always room for improvement. Other related studies may be pursued considering other variables or attributes of leadership styles not covered in this study.

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