The organizational culture and transformational leadership styles of selected administrators of Pasig Catholic College: Implications for a leadership development program

Date of Publication


Document Type

Master's Thesis

Degree Name

Master of Science in Psychology Major in Industrial/Organizational Psychology


College of Liberal Arts




This study wanted to know what predominant variable of school culture that existed in Pasig Catholic College and how directly or indirectly it impacts on the transformational leadership styles of its president, dean and the principals as perceived by the faculty and staff. Furthermore, the results were used as implications for a proposed leadership development program, incorporating in it the data gathered from a focus group discussion with selected school personnel.

The School Culture Survey by Dr. Steve Gruenert and Dr. Jerry Valentine was used to measure the school culture. While the Multifactor Leadership Quotient-5x by Bass and Avolio was purchased to measure the leadership styles of the selected administrators. The results revealed that the predominant school culture variable in PCC is unity of purpose. While, the perceived dominant transformational leadership styles of the President, Dean and the Principals in descending order were as follows idealized behavior, idealized motivation followed by intellectual stimulation and idealized attributes. The least perceived transformational leadership style was idealized consideration.

Moreover, collaborative leadership, professional development and learning partnership obtained strong correlations with almost all of the transformational leadership subscales. Collegial support obtained a weak correlation with all the transformational leadership subscales.

The components for the proposed leadership development program were found to have been communication competency enhancement, managerial ability workshop, mentoring encounter and succession planning. This leadership development program aims to foster better leader-teacher collaboration and leaders who are more transformational in terms of influence and consideration. The recommendations that were gathered for the proposed leadership development program must work closely with Human Resource (HR) processes because the critical components that emerged involve a dynamic interface with HR functions.

Abstract Format






Accession Number


Shelf Location

Archives, The Learning Commons, 12F Henry Sy Sr. Hall

Physical Description

1 computer optical disc ; 4 3/4 in.

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