According to Chris Schnabel (2016), our young leaders today or what we called millennial

leaders are often very specific when it comes to what they want to accomplish. For example,
some want to learn corporate communications and once they accomplish that, they tend to lose
interest. So you have to figure out how to develop them further.

According to Greg Navarro, managing partner and chief executive officer of professional service
firm Navarro Amper & Co, (2015). He said that while young Filipino professionals are relatively
confident about their leadership skills, the results in general suggests that there should be closer
coordination between businesses and academe in preparing graduates for employment.

According to Bet H Roffey, (2005). The gendered political economy of the Philippines, a
function of the countrys historical development and contemporary economic considerations,
shapes the context in which Filipino businesswomen operate. There have traditionally been
gender differences in the power roles and boundaries between Filipino men and women
(Licuanan, 1991; Roces, 1996), and in economic participation patterns (Eviota, 1992; Illo, 1991).
Confirming previous studies by Alvarez and Alvarez (1972) and Jocano (1990), Licuanan reports
that in Philippines family businesses, the common practice . is for the most senior position to
be given to men, while women take lesser titles .. despite the fact that it is the woman who
actually runs the firm (Licuanan, 1999: 25). The Tagalog term malakas (powerful or influential)
is usually associated with Filipino males who exercise direct power. Roces (1996; 1998)
suggests that Filipino women wield substantial unofficial power as a culturally acceptable form
of power, and therefore their economic power may be greater than that of women in Western
countries. Eviota (1992: 128), however, has argued that only when [Filipino] women are

independent entrepreneurs do they become decision-makers and this is because they have greater
control of the production processes.

While the businesswomen and entrepreneurs who

participated in the research have direct power and influence through their official positions as
business leaders, they exercise this power within the wider context of gender roles and dynamics
in the Philippines . While maintaining anonymity, the dynamics identified are presented with
reference to direct quotes from female and male managers and employees. Direct quotes are
italicised. Effective strategic leadership criteria in the Philippines include vision, innovation,
understanding of the external industry environment drive or commitment and focus on clear
goals. Industry peers associate effective strategic management with control, discipline,
efficient use of resources and well-organised.

The head of a large family corporation

described the only senior woman executive as the voice of reason that keeps us [the senior
executive triumvirate) from flying off in too many direction.

Indications of the blend of

Filipino social characteristics with the countrys Hispanic legacy appeared in research
participants preferences for both strategic leaders and strategic managers to possess culturally
embedded qualities of compassionate involvement and concern (Franco, 1986; Jocano, 1990),
and to assume ethical responsibilities associated with the imperatives of delicadeza (moral
responsibilities associated with power and influence: Jocano, 1990; Roces, 1990). Cultural norms
of familism and collectivism, dynamics of kinship groups and alliances, gender role expectations
and images, and such values and interpersonal considerations as pakikisama (smooth
interpersonal relations), maintaining amor propio (self-esteem) and avoiding hiya (shame),
utang na loob (reciprocal obligations) and expectations of the Filipino leader as gabay (guide),
informed national and community levels of meaning of effective Filipina business leadership

According to Mario Antonio G. Lopez, (2008) Much of what we know of leadership has come
from Western and Japanese sources with a smattering of European sources. American and
Japanese models of leadership constitute Filipino ideas of what is good leadership. Most Filipino
managers, management professionals and students of leadership and management, whether in
enterprise, government or community can talk at length about Jack Welch, Andy Grove, Collin
Powell, Morita Akio, Matsushita Konosukeokay, Lee Kuan Yew. They are, however, hard
pressed to mention outstanding Filipino leaders in the last 50 years of the 20 th century and then
never without citing their failures, which tarnishes the picture. According to him, This is sad
because more than ever, there is need to showcase Filipinos and Filipinas who have shown and
are showing the way to effective and extraordinary leadership. In these times when many of us
have become cynical about the quality of leadership and of leaders in the country in all sectors,
our youth need to know there is good leadership and there are good leaders in the country (in
contrast to the ineffective leadership and bad leaders that we read or hear about, even experience,
daily). We want them to be able to put human faces to what good leadership is.

According to Constatino,(1967). The Filipino concept of leadership can only be relevant and
responsive to Filipino needs if it flows from the historical roots of our society, it draws from our
core values as a people and it is used to bring out the greatness of our nation.). It is an educative
force in that seeks to discover the wishes of the people to reshape their desires if this is not in
their long term interest and blazes new paths. It involves the people in the restructuring of the
Philippine society, it recognizes that leadership is a process and not an end and a genuine leader

sets in motion forces which can cause the end of his leadership, it has deep confidence in the
people and never underestimates their wisdom, it acknowledges unity with the people as the true
foundation of leadership.

According to Hector Teodoro Miranda (2005). Another series of definitions that add more colors
on how the Filipino youth defines the meaning of work, the need to earn for a living, gliding
through our different reasons and personal & social motivations for establishing ourselves in the
eyes of our kapwa. Career Anxiety can come-in anytime and it is that unwanted pressure in
the career development of the Filipino youth that caused his career crisis. Filipinos are highly
social beings. Our circle of significant others stretches out so wide to cover the whole clan, not to
mention our circle of friends, and acquaintances. With all our dealings, we play a lot of social
roles that are attached to sets of responsibilities. Maintaining and establishing a career would be
difficult if one would try to salvage all his roles and tasks. Crisis comes in when the Filipino
youth cant seem to prioritize his roles because of the pressures caused by social expectations.