President R.R. Duterte’s brand of management may be described as autocratic and Asian paternalistic. He is a permissive autocrat. He decides unilaterally, but gives his alter egos some leeway to enforce the decision. This style is helpful in times of crisis. But its drawbacks could include the absence of new ideas, preference for subordinates waho are loyal, dissipation of the intelligent and competent workers, and organizational decay, which is a “condition of generalized and systemic ineffectiveness.”
Duterte’s management style is also Asian paternalistic. He makes decisions based on what he thinks is in the best interest of his constituents. Communication is autocratic. He hates criticisms or negative feedback. He hates to be told what to do because he thinks he knows better. A nourishment to this mindset is his victory in the 2016 presidential elections. The model is a father as manager and his children as the obedient staff, with the mother merely taking a supporting role if not virtually absent. The approach is collectivist: “we make decisions as a family and the decision is final. Thus, if you’re not with us, you’re against us.” There’s obviously a downside to this style as first year management students would point out. But it is not easy to shift to another style if the manager himself refuses to see the problems related to his management philosophy.
