Leadership on the frontlines

THERE are many good examples of Filipino leaders — at the local level.

The Ateneo School of Government’s book “Frontline Leadership: Stories of 5 Local Chief Executives,” tells some of their tales.

Incumbent Naga City Mayor Jesse Robredo, former San Fernando mayor Mary Jane Ortega, former Bulacan governor Josie dela Cruz, former Surigao del Norte governor Lyndon Barbers, and an anonymous former Visayas governor, MP, all have different leadership styles, yet their brand of management proved to be effective in running their city and provinces.

Naga City, for example, has seen increasing prosperity under Robredo’s watch. “Although to attribute everything to Robredo is an exaggeration, the mayor’s managerial skills and fiscal acumen have indeed been pivotal to Naga’s economic boom,” says the book.

Robredo is known for his people skills, which even his critics concede. “(H)is ability to deal with all sorts of people makes him a formidable political force,” says the book.

One of Robredo’s innovations is the Naga City People’s Council, a federation of Naga-based non-governmental organizations. The council acts as a check to local government.

In addition, the city’s systems, business licensing procedures and other possible transactions have been uploaded to its official website in order to promote greater transparency.

Robredo has also cultivated a thrifty image. He says that his style of leadership is collective in nature. “All the triumphs that we have achieved in all aspects of governance — fiscal, social services, education, health, infrastructure, and civil works as well as tourism and the environment — are certainly not the work of of only one man. It is a product of our collective effort with every stakeholder as a key player.”

Unlike Robredo, Ortega is a part of a political dynasty. She, however, sees this as a big advantage. “While the family provides the necessary political machinery and her talent for communication provides the political tool, Ortega’s performance has been one of the major factors that have kept her in office for almost a decade,” says the book.

Ortega has been criticized for being too confrontational. Yet her management has resulted in a slew of awards for both her and San Fernando. Under her term, the city was named first in the Asian Institute of Management’s Competitive Cities in the small cities category.

“Mayor Ortega’s leadership results from a confluence of the traditional and the managerial. She is a member of a political dynasty, but her stay in power is also due to her performance as a public manager,” adds the book.

Dela Cruz, meanwhile, is credited for bureaucratic reforms and innovative programs on education, health, social services, and economic development. She says that she uses humility and consensus-building in problem-solving.

While dela Cruz has effective programs, these are directly attributable to her, often by means of large billboards scattered throughout Bulacan.

Barbers, for his part, is said to be a strict disciplinarian with his staff. His system of governance is often described as systematic and strategic.

The last local executive, MP, is described as having people-oriented leadership, with an emphasis on the human face. The book says that the hallmarks of her leadership practices as governor are the following: a “hands-on style of leadership and management, sense of shared accountability, consultative attitude, a service orientation, a projected presence, and concern for generating resources.”

To be sure, these local executives are not perfect. Robredo has over 70 cases at the Ombudsman. Most of these have been dismissed, however, either for lack of merit or lack of probable cause.

Observers also say that because Robredo has performed so well, it would be difficult to find someone who could match or surpass his achievements. Robredo can no longer seek reelection in 2010.

Ortega has been criticized for being too frank and for being part of a political dynasty.

While dela Cruz has acquired a reputation as a reformist, some also say that she is becoming a traditional politician, especially by choosing her brother as her successor. There are also allegations that she has allowed relatives to land lucrative government contracts, and that she and her staff traveled abroad on official time and at taxpayers’ expense far too often.

Barbers is also part of a political dynasty. He is perceived by some as being too strict, and his family has been accused of playing both sides of the field.

MP, also a member of a political dynasty, is said to be too accommodating.

The fact that a majority of the leaders profiled are members of political dynasties shows the influence of families in the way Filipino politicians exercise leadership, according to the book.

Despite their failings, it is clear that these five leaders have been able to carry out reforms in their cities and provinces. The book says that they exemplify a centrifugal view of leadership, and that this “allows them to look beyond themselves in the course of carrying out their tasks and responsibilities.”

This also enables them to have a firm faith in the ability of others to lead the community better and to deliver results more efficiently, given the necessary tools. While many of the local executives still subscribe to traditional practices such as visiting weddings and funerals, the innovations each of them has made have allowed them to effect change.