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1 EFFECTIVE LEADERSHIP CAPACITY OF SANGGUNIANG KABATAAN

2 CHAIRPERSONS IN CLARIN MISAMIS OCCIDENTAL: BASIS FOR
3 ENHANCEMENT
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11 A Research Proposal Presented to the Faculty of the
12 Institute of Criminal Justice Education
13 Tangub City Global College
14 Maloro, Tangub City
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22 In Partial Fulfillment
23 of the Requirements for the Degree
24 BACHELOR OF SCIENCE IN INDUSTRIAL SECURITY MANAGEMENT
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32 Abrien Polpol
33 Kimberly Jean Dalion
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43 May 2024
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47 Chapter 1

48 THE PROBLEM AND ITS SCOPE

49 Background of the Study

50 Almost three decades have passed since the institutionalization of the Sangguniang

51 Kabataan (commonly abbreviated as SK) through the Local Government Code of 1991.

52 The SK functions as the Philippines’ version of a village youth council, with each barangay

53 electing 8 officials (1 Chairman and 7 Kagawads or Council members) aged 18 to 24. These

54 representatives serve to advocate for their constituents and participate in policy planning

55 and program development within their jurisdiction. The overarching objective of the

56 Sangguniang Kabataan is to involve youth in nation-building and local governance

57 processes, while also promoting their well-being through effective and responsive

58 mechanisms and programs (Republic of the Philippines, 2015). However, SK Chairpersons

59 face difficulties in leadership which leaves unnoticed.

60 According to Awasthi & Walumbwa (2022), leadership in governance is paramount

61 as it sets the tone, direction, and effectiveness of public administration. In any form of

62 governance, whether it's at the local, national, or international level, leadership is important

63 in shaping policies, driving development agendas, and ensuring efficient service delivery

64 (Munteanu & Newcomer, 2020). Good leadership fosters trust, inspires confidence, and

65 promotes unity among stakeholders says Budiningsih & TD (2022). Effective leaders in

66 governance possess qualities such as integrity, vision, empathy, and decisiveness

67 (Nwanekezie, 2020).
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68 As elucidated by Rey & Espiritu (2023), the SK represents the aspirations,

69 concerns, and interests of the youth, who constitute that they should have proper training

70 and guidance of higher officials to have better strategies in leadership. A strong and

71 responsible leadership within the SK can empower young people, encourage civic

72 engagement, and harness their potential as agents of positive change (Palangdao et al.

73 2023). Based on the initial interview with the youth, many complain about SK

74 Chairpersons not knowing how to lead people. They neglect the youth who look up to them

75 and provide improper attention to community issues. They do not care about the

76 community, and the youth need good leadership for the welfare of the community.

77 This study aims to determine the capacity of SK Chairpersons for effective

78 leadership in Clarin, Misamis Occidental. The result of this study will be a basis for

79 conducting the effective leadership capacity of Sangguniang Kabataan, fostering better

80 youth representation and governance across communities. Understanding the leadership

81 dynamics within the SK in Clarin, Misamis Occidental can serve as a blueprint for

82 strengthening youth engagement in local decision-making processes nationwide. By

83 assessing the effectiveness of SK Chairpersons, this study contributes to the ongoing

84 discourse on empowering young leaders and promoting sustainable community

85 development. Furthermore, it provides valuable insights for policymakers and stakeholders

86 seeking to optimize youth participation in governance structures.

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90 Theoretical Framework

91 The study is anchored to the Social Learning theory and community empowerment

92 theory which help contribute to the viewpoints and Nwanekezie (2020) on Effective

93 Leadership Strategies namely: Collaboration, Good Budgetary Strategy, Accountability,

94 Transparency/Honesty, and Responsibility/Integrity.

95 Social learning theory proposes that individuals learn through observation and

96 modeling of the behavior of others in their social environment (Bandura, 1977). This theory

97 suggests that behavior is shaped by the interaction between an individual's environment,

98 behavior, and personal factors. In this study, social learning theory can be applied to

99 explain how SK officials learn from their environment, implement unique programs, and

100 prove their way of leadership. SK officials may observe successful drug prevention

101 programs implemented in other communities and model their programs after them. They

102 may also draw on their personal experiences and beliefs to shape their character as

103 leaders. Moreover, social learning theory suggests that behavior is also influenced by

104 reinforcement and punishment (Bandura, 1977). In the case of Sangguniang Kabataan,

105 positive reinforcement can come from the successful, effective leadership and the positive

106 impact they have on the community. This can encourage SK officials to continue

107 implementing programs and to seek out new and innovative approaches. Another theory is

108 the community empowerment theory. This theory posits that sustainable development can

109 be achieved through the active participation of community members in decision-making

110 processes and the development of their solutions to community problems (Zimmerman,

111 1995).
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112 Community empowerment theory can be applied to explain how SK officials

113 involve community members in the development and implementation of drug prevention

114 programs. SK officials may work with community members to identify the root causes of

115 drug use and to develop programs that are tailored to the needs and characteristics of their

116 community. This approach can promote community ownership of the programs and

117 increase their effectiveness. Moreover, community empowerment theory suggests that the

118 development and implementation of community-led programs can lead to increased

119 community cohesion and social capital (Zimmerman, 1995). This can help to build

120 resilience and strengthen the social fabric of the community, which can, in turn, contribute

121 to the prevention of drug use among youth.

122 In the study of Nwanekezie (2020), collaboration, good budgetary strategy,

123 accountability, transparency/honesty, and responsibility/integrity are tools and instruments

124 for effective leadership.

125 Collaboration is an aspect that assumes a important and indispensable role in the

126 sustenance and progression of the organization (Sterelny, 2021). Ozdemir & Gupta (2021)

127 highlights that it underscores the imperative for leaders to adeptly engage in collaborative

128 ideation, facilitating the amalgamation of diverse perspectives to drive innovation and

129 organizational modernization. Such concerted efforts hold promise in revitalizing the

130 organizational ethos, fostering collective enthusiasm as stakeholders contribute

131 transformative insights (Ahmad et al. 2023). Dolla & Laishram (2022), concluded these

132 conceptualizations not only serve to rejuvenate the organizational paradigm but also hold

133 potential for problem-solving endeavors.

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134 Good budgetary strategy stands as a cornerstone for organizational efficacy,

135 wielded by adept leaders for meticulous planning and oversight of financial resources

136 (Billups, 2024). It serves as a blueprint delineating future courses of action in quantifiable

137 financial terms across a specified timeframe as concluded by Haqi (2023). Not merely a

138 static document, it functions as a dynamic compass guiding the organization's fiscal

139 trajectory throughout the fiscal year (Gupta et al. 2022).

140 Accountability is a characteristic that sets apart exemplary leaders from their

141 counterparts (Gaussoin-Radcliffe, 2022). Prioritizing accountability and steadfastly

142 avoiding any semblance of fraud, regardless of its allure, is paramount (Taylor et al. 2022).

143 As articulated by Ogbu (2019), accountability entails an individual's readiness to

144 acknowledge their actions, assume responsibility for them, and transparently disclose the

145 outcomes, while seeking assistance when necessary. Drawing from Ninalowo's insights in

146 Ogbu's work, it is advocated that all government officials should be prepared to answer to

147 the public for their actions and substantiate them against moral and ethical benchmarks.

148 Hence, leaders are admonished to maintain meticulous and transparent records of all

149 organizational transactions, both internal and external, and willingly subject themselves to

150 scrutiny (Ford et al. 2020). Any resistance to auditing or investigation may suggest either

151 incompetence for the role or the presence of undisclosed improprieties, as suggested by the

152 Ogbu (2019).

153 Transparency and honesty should serve as the hallmark of every leader, as they

154 yield substantial rewards (Kozodoy, 2020). Agyemang (2021) elucidates that a leader must

155 refrain from withholding pertinent truths regarding organizational matters requiring

156 elucidation. The unvarnished truth, however challenging, has the potential to safeguard the
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157 organization, whereas eventual discovery of compromise may tarnish its reputation and

158 credibility (Mabwe, 2022). As noted by Ololube in Igwe (2019), a leader's commitment to

159 honesty fosters an environment where personnel can collaboratively address issues and

160 challenges in a constructive manner.

161 Responsibility and integrity constitute integral facets of a leader's character,

162 encompassing the willingness to accept accountability and refrain from evading tasks

163 (Siahaan et al. 2023). This reluctance often stems from inadequate preparation and a lack

164 of job knowledge. As per Ololube in Igwe (2019), integrity manifests as consistency

165 between words and actions, epitomizing a leader's unwavering commitment to ethical

166 conduct irrespective of circumstances. A proficient leader must be proficient not only in

167 rhetoric but also in action, adeptly managing managerial functions, planning, organizing,

168 and coordinating both human and material resources within the organization (Newstead et

169 al. 2021). Active involvement in activities empowers leaders to take charge, providing

170 guidance and support to subordinates. They should be willing to invest their time and

171 talents, prioritizing organizational development over personal gain (Hossain, 2023).

172 According to Kalogeratos et al. (2023), successful leaders prioritize sacrificial

173 commitment, striving for the achievement of organizational objectives, staff motivation,

174 streamlined communication, and harmonious decision-making processes. Kalogeratos

175 additionally concluded that it is posited that a leader’s adept at employing these principles

176 will effectively steer their organizations towards goal attainment.

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182 Capacity of SK Chairpersons

in Terms
183 Of;

184 1.1 Collaboration, SK Chairpersons in Clarin,

Misamis Occidental
1.2 Good Budgetary
185
Strategy,

186 1.3 Accountability,

1.4 Transparency/Honesty,
187 and

1.5 Responsibility/Integrity
188

189

190 Figure 1. Schematic Diagram of the Study

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196
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197 Statement of the Problem

198 This study aims to investigate the capacity for effective leadership of Sangguniang

199 Kabataan chairpersons in Clarin, Misamis Occidental.

200 Specifically, it seeks to answer the following questions;

201 1. What is the level of capacity on effective leadership among SK Chairpersons in

202 Clarin, Misamis Occidental in terms of:

203 1.1 Collaboration;

204 1.2 Good budgetary strategy;

205 1.3 Accountability;

206 1.4 Transparency and Honesty;

207 1.5 Responsibility and Integrity;

208 2. Which among the variables is least manifested by the SK Chairpersons?

209 3. Based on the results, what should be imposed to promote effective leadership

210 toward youths in the community as aspiring leaders?

211 Significance of the Study

212 The following are the beneficiaries of the research:

213 SK Chairpersons. They will benefit from this study on their capacity, enabling

214 them to fulfill their roles effectively and promote good governance.

215
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216 Local Government Unit (LGU). They can utilize the study findings to inform

217 policy and capacity-building initiatives aimed at strengthening youth

218 governance structures.

219 Youth. They are constituents that stand to benefit from improved representation

220 and advocacy efforts by empowered SK Chairpersons knowledgeable in

221 legal matters affecting their welfare and interests.

222 Community Members. They will benefit from effective SK leadership, which

223 contributes to the formulation and implementation of youth-oriented

224 programs and policies addressing local needs.

225 Student. They can benefit from the study's findings by gaining insights into the

226 practical application of legal principles within grassroots governance

227 structures, thus enriching their understanding of local governance dynamics

228 and youth empowerment initiatives.

229 Future Researcher. They can benefit from the study's findings by gaining a

230 foundational understanding of the challenges and strategies involved in

231 enhancing the legal capacity of Sangguniang Kabataan (SK) Chairpersons,

232 thereby informing their investigations into youth governance, legal

233 empowerment, and grassroots leadership initiatives.

234 Scope and Limitation of the Study

235 The scope of this study encompasses the exploration of the capacity for effective

236 leadership of Sangguniang Kabataan (SK) Chairpersons in Clarin, Misamis Occidental.

237 The study will delve into various aspects relevant to the responsibilities and functions of
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238 SK Chairpersons, including but not limited to compliance with local ordinances,

239 understanding of legal frameworks governing youth governance, and adherence to

240 statutory requirements. However, the study's limitation lies in its geographic focus solely

241 on barangays in Clarin, Misamis Occidental, which may restrict the generalizability of

242 findings to other regions with potentially different socio-political contexts and legal

243 frameworks governing SK operations.

244 Research Methods

245 This section presents the research design, setting, respondents, instruments,

246 validity, data gathering procedure, and data analysis.

247 Research Design. This is a descriptive type of research utilizing a quantitative

248 research design. According to Kamper (2020), descriptive research often

249 involves methods such as surveys, observational studies, content analysis,

250 and case studies. In this study, the proponents will utilize surveys.

251 Quantitative research is the process of producing results through the

252 measurement and analysis of variables. It involves using and analyzing

253 numerical data using special statistical techniques to find answers to who,

254 how much, what, where, when how much and how. It also explains how to

255 collect numerical data to describe a problem or situation (Stockemer et. al.,

256 2019).

257 Research Setting. The study will take place in 29 barangays within the

258 Municipality of Clarin, Misamis Occidental, where the participants are

259 situated.
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260 Research Respondents. The research respondents of this study will be the seven

261 (7) SK Councilors of the randomly selected ten (10) Barangays in Clarin,

262 Misamis Occidental. Five (5) barangays from the upland and five (5)

263 barangays from the lowlands will be randomly selected. The proponents

264 will use the cluster random sampling technique in selecting the participants

265 in this study. Cluster sampling is a sampling used in research to select a

266 representative sample from a larger population. It involves dividing the

267 population into smaller, more manageable groups

268 called clusters, and then randomly selecting entire clusters to be

269 included in the study.

270 Research Instrument. The research instrument in this study will be the researcher-

271 made questionnaire in which the contents are appropriate to the given

272 variables in this study. Ary (2018) stated that the most common research

273 instruments used in qualitative research are observation, interview, and

274 document analysis. To investigate the strategies for effective leadership

275 capacity of Sangguniang Kabataan Chairperson in Clarin, Misamis

276 Occidental, the questionnaire will be composed of 25 statements for each

277 variable. Further, this questionnaire will undergo validity testing using

278 Cronbach Alpha and the researcher will use a four-point Likert scale.

279 Instrument’s Validity. The survey-guide questionnaire will be submitted first to

280 the research adviser, editor, and statistician for checking and corrections

281 before using it in gathering the data. After the suggestions and

282 recommendations for the improvement of the instrument, it will then be

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283 disseminated to the research participants to gather necessary information

284 related to the purpose of this study.

285 Data Gathering Procedure. The data-gathering procedure for this study will be

286 observed as a step-by-step process. In the data gathering, the researchers

287 will approach barangay officials, submitting a formal request letter to the

288 residents within the barangay who will serve as respondents. Once the

289 request is approved, the researchers will collaborate with other officials or

290 personnel to facilitate the study. With official consent in place, the research

291 questionnaires will be administered face-to-face. Before the questionnaire

292 distribution, a letter articulating the study's objectives, the respondents'

293 rights, confidentiality assurances, and a request for consent will be

294 presented alongside their questionnaire sheets. Following the respondents'

295 consent, the researchers will monitor and provide adequate time for the

296 completion of the questionnaires. Upon retrieval, the researchers will

297 scrutinize for unanswered items.

298 Data Analysis. In the statistical treatment, the gathered data will be objectively

299 analyzed and summarized using frequency count, percentage, and weighted

300 mean. Frequency count and percentage will be used in summarizing and

301 describing the profile of the participants. The weighted mean will be used

302 to determine the average response of the respondent on the level of effective

303 leadership capacity of the SK Chairpersons. The summarized data will be

304 presented in tabular form. In interpreting the computed mean, the following

305 interpretations will be used:

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306

Numerical Hypothetical
Description Implication
Value Mean Range
4 3.26 – 4.00 Strongly Agree Very High
3 2.51 – 3.25 Agree High
2 1.76 – 2.50 Disagree Low
1 1.00 – 1.75 Strongly Disagree Very Low
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308 Verbal Interpretation

309 4-The respondents strongly agree with the indicators of the capacity for effective leadership

310 of Sangguniang Kabataan which implies that the level of effective leadership capacity of

311 the SK Chairpersons is very high.

312 3-The respondents agree with the indicators of the capacity for effective leadership of

313 Sangguniang Kabataan which implies that the level of effective leadership capacity of

314 the SK Chairpersons is high.

315 2-The respondents disagree with the indicators of the capacity for effective leadership of

316 Sangguniang Kabataan which implies that the level of effective leadership capacity of

317 the SK Chairpersons is low.

318 1-The respondents strongly disagree with the indicators of the capacity for effective

319 leadership of Sangguniang Kabataan which implies that the level of effective leadership

320 capacity of the SK Chairpersons is very low.

321 Ethical Consideration

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322 The participants’ confidentiality will not be revealed to anybody. Before the start of

323 the dissemination of the questionnaire, a written informed consent form will be given to

324 the participants. It will also emphasize that the data gathered from the questionnaires will

325 only be used for academic purposes. The proponents assured the respondents that the

326 information gathered in the instrument would be strictly confidential, and the anonymity

327 of their identities will be constantly maintained.

328 Trustworthiness of the Research

329 This study will be conducted with honesty and utmost reliability. To observe the

330 credibility of the interpretation, the proponents will consult experts and professionals on

331 the data gathered.

332 Definition of Terms

333 This section provides concise definitions of terms pertinent to the investigation,

334 offering readers a solid foundation for comprehending the context and scope of the

335 research.

336 Sangguniang Kabataan (SK). A youth council in the Philippines tasked with

337 representing the interests and welfare of young people at the barangay level.

338 Legal Capacity. The ability of individuals or entities to exercise rights and

339 obligations under the law, particularly in the context of governance and

340 decision-making processes.

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341 Effective Leadership. The skillful and ethical guidance of individuals or groups

342 towards the achievement of goals and objectives, characterized by

343 influence, vision, and adaptability.

344 Barangay. The smallest administrative division in the Philippines, typically

345 consisting of several neighborhoods or villages, and governed by elected

346 officials.

347 Governance. The process of decision-making and implementation of policies and

348 practices to manage and regulate affairs within an organization or

349 community.

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440 Sterelny, K. (2021). The Pleistocene social contract: Culture and cooperation in human

441 evolution. Oxford University Press.

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446
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447 EFFECTIVE LEADERSHIP CAPACITY OF SANGGUNIANG KABATAAN

448 CHAIRPERSONS IN CLARIN MISAMIS OCCIDENTAL: BASIS FOR
449 ENHANCEMENT

450 Questionnaire

451 Thank you for participating in this survey towards enhancing the capacity of SK
452 Chairpersons in Clarin, Misamis Occidental, to promote effective leadership within
453 barangays. Your valuable insights will contribute to developing strategies to empower SK
454 Chairpersons in navigating legal challenges and fulfilling their roles more effectively.
455

456 Directions: This survey aims to gather your opinions and experiences regarding the
457 capacity of SK Chairpersons and strategies for improving their leadership effectiveness
458 within barangays in Clarin, Misamis Occidental. Please answer the following questions
459 thoughtfully and honestly. Your responses will be kept confidential and will only be used
460 for research purposes. Thank you for your participation.

461
462 4 – Strongly Agree 3 – Agree 2 – Disagree 1 – Strongly Disagree

463

Indicators 4 3 2 1
I. Collaboration
1. SK Chairpersons actively seek input and feedback from
community members and stakeholders when making
decisions.

2. SK Chairpersons work together with other barangay

officials to develop and implement initiatives for
community development.
3. SK Chairpersons facilitate partnerships and collaborations
between the barangay and external organizations for mutual
benefit.
4. SK Chairpersons encourage participation and involvement
of community members in barangay activities and decision-
making processes.
5. SK Chairpersons prioritize teamwork and cooperation
among barangay officials and community members to
achieve common goals.
II. Good Budgetary Strategy
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1. SK Chairpersons create and adhere to a well-defined

budget plan that aligns with the needs and priorities of the
barangay.
2. SK Chairpersons effectively allocate resources to different
barangay projects and programs based on their importance
and impact.
3. SK Chairpersons implement measures to ensure financial
transparency and accountability in the management of
barangay funds.
4. SK Chairpersons explore alternative funding sources and
revenue streams to supplement barangay budget and
enhance service delivery.
5. SK Chairpersons regularly review and adjust the barangay
budget to adapt to changing needs and circumstances.
III. Accountability
1. SK Chairpersons take ownership of their decisions and
actions, whether they yield positive or negative outcomes.
2. SK Chairpersons regularly communicate with constituents
about the progress and status of barangay projects and
initiatives.
3. SK Chairpersons establish clear performance metrics and
standards for barangay officials and hold them accountable
for their responsibilities.
4. SK Chairpersons willingly accept feedback and criticism
from community members and stakeholders and use it to
improve their performance.
5. SK Chairpersons demonstrate a commitment to
transparency and openness in all aspects of barangay
governance.
[Link]/Honesty
1. SK Chairpersons provide accurate and timely information
to community members about barangay activities,
decisions, and expenditures.
2. SK Chairpersons maintain open lines of communication
with constituents and encourage them to voice their
concerns and opinions.
3. SK Chairpersons uphold ethical standards of conduct and
avoid conflicts of interest in their dealings as barangay
leaders.
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4. SK Chairpersons ensure that all barangay transactions and

processes are conducted in a fair, transparent, and honest
manner.
5. SK Chairpersons are truthful and forthcoming in their
interactions with community members, stakeholders, and
government agencies.
V. Responsibility/Integrity
1. SK Chairpersons demonstrate a strong sense of duty and
responsibility towards the welfare and development of the
barangay.
2. SK Chairpersons adhere to high moral and ethical principles
in their actions and decision-making processes.
3. SK Chairpersons act in the best interests of the barangay,
even when faced with personal or political pressures.
4. SK Chairpersons fulfill their obligations and commitments
to constituents and stakeholders with honesty and integrity.
5. SK Chairpersons serve as role models for ethical behavior
and integrity in the barangay community.
464