AUTHENTIC LEADERSHIP AND LEARNING TRANSFER IN SOCIAL WELFARE AGENCY: A PREDICTION MODEL ON THE PERFORMANCE OF NON-SOCIAL WORKERS
Abstract
The study explores how Authentic Leadership and Learning Transfer shape the work performance of non-social workers as case managers in the Pantawid Pamilyang Pilipino Program (4Ps) of the DSWD – Field Office XI. It utilized a quantitative, correlational research design with 159 respondents selected using proportional, stratified, and purposive sampling techniques across the Davao Region. The results revealed that both authentic leadership and learning transfer significantly influence employee performance, with learning transfer demonstrating a stronger predictive impact, where motivation to transfer emerged as the strongest predictor. It highlights the important role of employees’ willingness to apply acquired knowledge in actual work settings. In authentic leadership, internalized moral perspective and balanced processing also significantly contributed to performance outcomes, reinforcing the importance of ethical and transparent leadership in public service. Notably, while the overall performance levels were high, creativity and innovation got comparatively lower results, suggesting structural and professional potential limitations within the organization. The study emphasizes that strengthening post-training support mechanisms and fostering authentic leadership practices can significantly enhance workforce performance. Hence, it provides strategic insights for leadership development, capacity-building initiatives, and policy enhancement in social welfare agencies, particularly in contexts where non-social workers play pivotal roles in program implementation.
SDG: SDG 16 – Peace, Justice and Strong Institutions, SDG 8 – Decent Work and Economic Growth, and SDG 17 – Partnerships for the Goals
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DOI: http://dx.doi.org/10.46827/ejsss.v12i4.2244
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