CORRELATE Of,'MANAGEMENT COMPETENCE

SERVAIIT LEADERSHIP AMONG DEANS OF COLLEGES

OF

NURSING IN REGION III

^AS

CORRELATE Of,'MANAGEMENT COMPETENCE

A

Dissertation Presented to

the Faculty of the College

of

Education Tarlac State

University

Tarl.-c

City

In Partial

Fulfillment

of the Requirements for the Degree Doctor of Education

'Major

_in Educational Management

By

AL

D.

_a W6{N. ^{RM, MAN}

March2007

ABSTRACT

Title: SERVAI\T LEADERSHIP AMONG DEANS OF COLLEGES OF NURSING IN REGION III AS CORRELATE OF MANAGEMENT COMPETENCE

Researcher: AL

D.

BIAG

Institution: TARLACSTATE UNIVERSITY Degree: DOCTOR

OF'

EDUCATION

MAJoT:

EDUCATIONAL MANAGEMENT

The uniqueness

of

school as an organization requires a special

kind of

leadership.

It

needs

a

leader

who is comrnitted and not just _a

bystander

or simply holder of

a

position. Since school

caters

to the

needs

of different

stakeholders,

its

leader must promote diversity, recognizing that differences can actually strengthen the group. Servant leadership is the epitome of these characteristics.

As suc[ it

is important

to

determine the servant leadership traits and practices

of

the school leader in this case, the deans of the colleges of nursing to know

if

^he or she is a servant leader. Since servant leadership

is a

dispositiona-l cons'truct,

it is

interestirrg to

elicit

empirically the core factors that measure the servant leadership construct. Thus, this

study is

designed

to

evaluate

the

servant leadership characteristics

of the

deans

of

colleges of nursing in ^Region III and to ^determine if these servant

leadership characteristics are correlateci

with

their management competence.

Specifically. this study sought to answer the

following

questions:

1.

To what extent do the nursing deans

exhibit

the servant leadership characteristics in the

following

dimensions:

xl

l.

l.

servant-first orientation;

1, .2. rcceptive-responsive caring;

1.3. other-centered service; and

1.4. instructive-transformative relating?

2. ^How

is the management competence of the deans

of

colleges of nursing

in

Region

III

characteri zed us to :

2. I . information/communication;

2.2. decision-making/action-taking _; 2.3. planning/organizing;

2. 4 . ev ahtatin g/contro I ;

2.5.

motivation;

and

2.6. selection/placement/development?

3. ^Fiow do the nursing deans'

servant leadership characteristics

relate to

their management competence?

4.

^What leadership development plan can be proposed?

To

achieve

the objectives

set

for the

study,

the

descriptive correlational research design was

utilized.

The dimensions servant-first orientation, receptive-responsive caring, other-centered service, and instructive-transformative relating

of

servant leadership were

obtained using the instrument Servant Leadership Inventory. The

Management Competence Survey was the other instrument that was used to determine the inanagement

competence of the deans with respect to the areas of management such

as

information/communication, decision-making/action-taking,

planning/organizing,

xii

evaluating/control,

motivation, and

selection/placement/development.

The

data elicited from both instruments were correlated using the parametric iest Pearson's

r.

The respondents were taken from the total enumeration of the desired samples.

Of

the 50 deans representing the entire number

of

colleges

of

nursing

in

Central

Lrnon,

45 deans became part

of

the

final

sample. The colleges

of

nursing they represent came from the six provinces and three chartered cities in Region

III.

And frnally, to

suggest recommendations based

on

the

findings of

the study, the

objectives formulated by the

researcher

were attained

a-s

validated by the following

results:

1. To what extent do the nursing deans exhibit the servant leadership characteristics in the

following

dimensions

of servant-first orientation,

receptive-responsive

caring,

other- centered-service, and instructive-transformative relating?

The majority of the

deans

had

average

level of

servant-first orientation; above average

to

superior levels ofreceptive-responsive caring and other-centered service; and average level of instructive-transformative relating.

2.

How

is the management competence

of

the deans

of

colleges

of

nursing

in

Region

III characterized as to: information/communication;

decision-making/action-taking;

planning/orgarizing;

evaluating/control;

motivation; and

^selection/

placemenVdevelopment?

In

terms

of their

management competence, rnost

of

the deans were found

to

have

an empowering competence in all the six ^arezrs of management

namely:

information/communication; decision-making/action-taking;

planning/organtzng;

evaluating/control; motivation; and selection/placement/development.

xlrl

3.

How

do their servant leadership relate to management competence?

There are statistically significant linear relationships found between

the dimensions

of

servant-first orientation and other-centered service

with

the competence

of the deans in the

management

areas of information/communication and

decision- making/action-taking. Howevero on the whole, the deans' servant leadership as described in the

four

dimensions is not statistically related to their management competence.

Conclusions

On the basis

of

the foregoing findings, the researcher

cane

out rvith the

following

coi^olusions:

1.

The

deans

exhibit

a moderate sense

of

servant-first orientation.

Their

leadership can sometimes manifest the traits

of

a servant leader,

in

a

limited way, particularly

humble,

loving,

ethical, and unconditional service.

2. The

deans

exhibit a high

sense

of

receptive-responsive

caring. They

as leaders are

almost

always receptive and responsive

in giving quality

care

to the

people

they

deal

with.

They are very much aware of the needs and concems of the people they care

for.

3.

The

deans ardently

exhibit

other-centered service

by oftenly prioritizing

the needs

of

others and channelling their efforts to benefit a

greater

majority. They have a

high concern for the

lowly

and commitment to serve the needy.

4. The deans

exhibit

a moderate sense

of

instructive-transformative relating. Their human relations can sometimes impart values and virtues

which, in

effect, create a transforming

effect on

people.

To a

certain extent, they empower subordinates and develop leaders,