Leadership and Public Sector Reform in the Philippines

Abstract

In this chapter the authors discuss that despite public sector reform being a primary concern of successive national leaders of the Philippines, ‘massive – and sometimes impressive – reorganization plans have not met their declared objectives’. They note that intractable and stubborn problems of Weberian bureaucracy, such as excessive rules and regulations, overlapping structures and procedures, inefficient procedures, lack of coordination, excessive partisan politics and corruption, remain. They examine how leadership can play a pivotal and key role in addressing these problems. Specifically, they argue that reforms should be multi-dimensional, going beyond reorganization and shifting organizational boxes and encompassing changes in behaviour, perspectives and attitudes. Using a concept of ‘phronetic leadership’, they examine three cases of national, local and civil society leaders, as well as a survey of university leaders. They conclude that leaders can make a difference by developing capacities of themselves and of others, and pushing the boundaries of continuous improvement. However, to be sustainable, public sector reforms have to be complemented by reforms of institutions, structures and procedures and anchored in behaviour, values and a common vision that is communicated well and owned by all.

Citation

Brillantes, A. and Perante-Calina, L. (2018), "Leadership and Public Sector Reform in the Philippines", Berman, E. and Prasojo, E. (Ed.) Leadership and Public Sector Reform in Asia (Public Policy and Governance, Vol. 30), Emerald Publishing Limited, Leeds, pp. 151-178. https://doi.org/10.1108/S2053-769720180000030007