Last week, I was invited to speak on leadership challenges in institutions and legacy building at the PRAISE (Program on Awards and Incentives for Service Excellence) event at West Visayas State University.
This commendable Civil Service Commission PRAISE awards recognize government personnel for their creativity, innovation, efficiency, integrity and productivity that contribute to improving government operations.
The invitation was tempting amid the recent string of bad news I’ve covered in my columns, including the deaths of ADMU basketball players, the General Education fiasco and the many challenges facing ordinary Filipinos. These include widespread poverty; political mudslinging that impedes government effectiveness; pervasive graft and corruption and ineffective governance marked by poor leadership and low public trust.
So I focused on the challenges of leadership in higher education institutions (HEI).
HEIs are unique entities in which leadership engages a diverse array of education stakeholders, including students, parents, faculty, staff, alumni, regulatory bodies, local governments, industry partners, courts and the academic community, especially during crises. The recent tragic deaths of ADMU basketball players illustrate the ongoing challenge university officials face in managing these often conflicting demands.
There is a saying that leaders come and go, but institutions and people remain.
This quote has been understood and applied in different ways. It may suggest that the civil service system can withstand poor and ineffective leaders, as they will eventually be replaced. Conversely, capable civil servants are likely to persist and continue providing public services.
But for the lazy, ineffective and corrupt people in government, they can also say, “Si Chairman Popoy de Vera isang term lang yan, papalitan din. Pag-alis niya, nandito pa rin tayo. We can outlast him; we don’t need to change. We don’t need to become better. Hintay-hintay lang, tapos sumipsip na lang tayo sa papalit.” (Chairman Popoy de Vera will only last one term and will be replaced. We will still be here after he leaves. We can outlast him; we don’t need to change. We don’t need to become better. Let’s wait and cozy up to whoever will replace him.)
Clearly, our leaders’ qualities and how we perceive them can either bolster or undermine our institutions, affect service delivery and ultimately shape their legacy.
While it is true that institutions outlast leaders, leaders can weaken, even destroy, institutions by the way they lead.
These are leaders who do nothing but criticize and point fingers at their predecessors. Leaders who shout and curse at staff and employees. Leaders who create a toxic workplace environment. Leaders who centralize all decision-making thereby create inertia. Leaders who engage in corruption.
So I told the WVSU community that the “Taga WEST legacy” – marked by strong service, dedication and excellence – can be achieved only if there are good leaders, strong institutions and a continuation of the good initiatives of earlier leaders.
The common advice to “lead by example” is frequently seen as crucial, even vital, for organizational success. Although we often hear it, we rarely take it seriously or put it into practice.
Leaders who lead by example foster institutional values such as excellence in daily practice, build strong institutions that endure periods of uncertainty and ensure those institutions deliver services effectively.
Many organizations repeatedly see leaders who excel in management, foster a positive employee culture and achieve results, all by leading through example.
Leading by example is a leadership style where leaders’ actions set the tone for employees. By consistently showing the preferred values and behaviors in their daily tasks, they shape the organization’s culture.
Leading by example isn’t micromanaging. It means embodying key organizational values and demonstrating to employees the leaders’ commitment to their success.
Leadership by example is especially helpful in times of crisis; it is also critical for helping organizations navigate change.
The PRAISE awards recognize individuals who have demonstrated loyalty, service, excellence and outstanding achievement. The awardees are the good leaders essential to institution- and legacy-building.
At WVSU, president Bebong Villaruz leads, and I proudly supported his presidential run. His exemplary leadership continues to uphold WVSU’s reputation as one of the country’s top universities.
The group includes CHED regional director Raul Alvarez, who led all state colleges in Region VI to university status. He also advanced educational quality by ensuring 100 percent COPC compliance across all SUCs in the region. Additionally, Regent Jerome Millan advocated for students’ interests during Board of Regents meetings.
The ceremony also recognized administrators, faculty and staff who have dedicated 10, 20, 30 or even 40 years of diligent, outstanding service.
These are the men and women who practice excellence, discipline and innovation and are committed to quality in their work every day, every week and every year.
They have all demonstrated leadership by example.
The awards recognize their outstanding service and encourage everyone at the university to emulate them as role models.
Many problems beset our nation, but there is hope. Amid the despair of our national malaise, there are pockets of excellence in HEIs across the country, including WVSU. There is hope as long as we continue to recognize outstanding administrators, faculty, staff, students and alumni who work together to build institutions.
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Email: popoydevera58@gmail.com