 |
| the BIR Management Committee under CIR Liway Chato |
Recently, I was honored with a Distinguished Alumnus Award by the UP Alumni Association for my “Leadership in IT Development (Public and Private).” This recognition has motivated me to reflect on the themes of governance and management, areas in which I have previously explored travel, leisure, retirement, and health.
I would like to begin discussing leadership within this new context. The three directional phrases illustrate various leadership approaches: leading from the front, leading from behind, and leading alongside. I will share examples from my experiences in different organizations to clarify each style.
Leading from the Front
Directive leadership is characterized by a leader who offers clear instructions, makes decisive choices, and communicates effectively. Picture a military commander guiding troops into battle—uncertainty can lead to disastrous outcomes.
This clarity is equally critical in startup environments. For instance, during my tenure at Megalink, a consortium that facilitated ATM sharing among banks, I had the clear objective set by the Board to launch our services ahead of a competing consortium, BancNet.
Given that the Philippines lacked existing switch systems, I traveled to nations where similar models had succeeded. Their experiences provided the necessary insights for a leading approach.
Once prepared, I presented a risk analysis to the Board. While the system was not without flaws—no system ever is—I reassured them that the risks were manageable and outlined mitigation strategies. They concurred, and we successfully launched before BancNet, ultimately becoming the largest consortium with 32 member banks.
Leading from Behind
Delegative leadership is about empowering team members to take charge of their responsibilities. In this role, the leader acts more as a mentor, coach, or facilitator.
This approach works well in industries reliant on talent, creativity, and innovation, such as advertising, design, and product development.
My experience with this leadership style occurred while serving as Managing Director at SAP Philippines, where we launched the groundbreaking German ERP software in our market. This innovative solution had already proven effective for several global companies.
Sales team members employed various strategies to reach their quotas, and I was available to help establish relationships and provide guidance.
The same applied to the Technical Support Team. Although I did not have a technical background, I assured them they had my support, especially when navigating difficulties with regional teams.
Leading Alongside the Team
The participative style of leadership prioritizes teamwork, with the leader collaborating closely with members to foster shared responsibility and consensus.
Non-for-profit organizations, educational institutions, and government agencies are prime examples of environments where this style thrives, as they often involve numerous volunteers or constituents.
When I joined the BIR, the IT department comprised around a thousand people, alongside hundreds of consultants already organized into implementation teams.
I wasn’t there to hinder their progress; instead, I collaborated with team leaders and worked diligently with top management to encourage the organization to adopt significant changes. Ultimately, the system was successfully implemented in less than two years.
The Most Effective Style
In American culture, organizations tend to value individualism, efficiency, and outcomes, often favoring a directive style. Conversely, the Philippines places a higher premium on collectivism, harmony, and relationship-building, which may lean towards a participative approach.
That said, these are broad generalizations; specific organizations within both regions can differ significantly. Ultimately, the most effective leadership approach is situational, influenced by a team’s maturity and the work at hand, rather than solely by organizational culture.
For example, at SAP, while I employed a delegative style with the sales and technical teams, I took a directive approach with the marketing team. As the chief storyteller for a small company of less than 30, my role had clear marketing objectives and defined messaging for specific audiences, which the marketing team adapted using suitable media.
No single leadership style is superior; various situations, teams, and organizations may require a blend of all three styles. The most effective leaders should be prepared to engage with each style as needed, effectively leading from all angles.
.
