Carmeling Pichay Crisologo:Leadership of the Most Influential …. Theresa F. Pe… · University, a survivor when her husband was assassinated, and a living legacy of women power

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International Conference on Magsaysay Awardees:

Good Governance and Transformative Leadership in Asia, 31 May 2016

Carmeling Pichay Crisologo:Leadership of the Most Influential Woman

in Ilocos Sur Politics

Ma. Theresa F. Pescador, Director, University Planning Information System

Management office, UNP, Philippines.

Abstract

The study revolves around the leadership of the first woman governor of the Philippines

and the most influential woman in Ilocos Sur politics. It aims to inform readers about the

to fame, success and influence in the Province of Ilocos Sur. People may learn on her

personality traits, events in her life, work management and ethics, knowledge of her

ideals, aspirations, value system, leadership style and determination to rule can help

readers to excel, improve work techniques or be inspired to become true leaders. The

descriptive method of research is used in the study. The study reveals that her unflinching

influence is responsible in the appointment and removal of top administrators of a

University, a survivor when her husband was assassinated, and a living legacy of women

power in Ilocos Sur. An authoritarian leader, she wants things to be done on time with no

excuses. She criticizes women for not wearing appropriate dresses in church, in school,

and in social gatherings. Her enthusiasm in playing the Chinese game “madjong” is

viewed not only as her stress-reliever but also as her secret for longevity and sharp

memory. At 93, she still commands power whenever she wants things done for the good

of the people.

Keywords: Carmeling Pichay Crisologo/ Women Leadership / Ilocos Sur Politics/

Philippines

Introduction

At one point in life, one encounters someone who greatly influences his perspective of

life and of the world. Someone who has high standards, strong determination, and firm

decisions. Someone who inspires, motivates and teaches him to dream, to set a vision for

himself and instils the confidence to achieve that dream. Such is the researcher’s belief of

a true and great leader.

Today, a great number of leaders can be found in the government, in business, in

education and in every corner of the society. A leader steers his organization or

institution into the attainment of their goals and objectives, sets priorities and mobilizes

his people to become productive. He widens their perspectives and continuously inspires

them to reach for their dreams.

A leader’s source of power comes from his expertise and reference, the capability to

make other people do what they want, legitimate authority or the ability to make

decisions and actions on their own as mentioned at Wiley.com [15]. When a leader has

the capacity to direct people to do what he/she wants shows that the leader has the

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influence over them. Furthermore, Hennessey [5] mentioned that influence is a derivative

of power, and it can be controlled more easily and with greater effect. This is not about

simple charisma. It is about the kind of leader who can sit down, engage and get

personally involved, who can take the authority of the position and use it to work with

others to get things done, fast and easy.

The subject of this study, Carmeling Pichay Crisologo, is a very influential woman

leader. Aside from being raised in a family of politicians, she is the wife of a

congressman and she successfully succeeded in being elected as Governor of Ilocos Sur.

This was her main source of power to command people including money, business, and

private armies. She ruled the province with a vision of a “unique Ilocos Sur through

symbols” to improve the life of the people. In order to get things done, she needed to

wrangle disparate interests and use influence to literally cajole people into her camp.

According to an interviewee, once she gets the job done the campaign is not over; she

continuous to a different group, different people. Another interviewee shared that the

Crisologos’ actually started political dynasty in Ilocos Sur.

It is frustrating to discover that her name has not been included in the list of women

governors of the Philippines. Students see her as special guest during programs in the

university wondering probably about the significance of her presence. People say there

are politicians who believe in her wisdom and hence, seek her for advice. This motivated

the researcher to discover how Carmeling, one if not the most influential women in the

province of Ilocos Sur, led her constituents.

Objective of the Study

This study revolved around the leadership of the first woman governor of Ilocos Sur and

one if not the most influential women in Ilocos Sur politics. It aimed to inform readers of

her rise to fame and of success and influence in the province of Ilocos Sur. There had

been a dearth of literature about her, despite her many contributions and sacrifices as a

woman leader. If people would ask anything about Carmeling, people would know only

bits of information about her and so would give information about her husband’s

assassination or her son’s cause of imprisonment. This has been the observations and tell-

tale of people in the province. The main objective of this study is to provide the people of

Ilocos Sur, and the whole Filipino people, readings about Carmeling as a great and

influential woman leader, as a visionary, a generous friend and benefactor, a strict but

loving mother to everyone, a sister to the community and a righteous follower of the

Catholic faith.

Methodology

The researcher utilized the descriptive method of research which is qualitative in nature.

The interviewees were the subject herself, a priest, a teacher, two staff, seven former

colleagues in the university, and three acquaintances/friends. The researcher made use of

purposive sampling in choosing the interviewees. An outlined theme and predetermined

questions were made before the conduct of the interview. Based from the result of

interviews, common answers from interviewees were used as basis to set the parameters

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that formed the main focus of discussing facts about the subject. The old Crisologo

family files and files at the UNP Museum were also used as a source of information.

The research revolved around the leadership style of Carmeling Pichay Crisologo in

relation to her accomplishment in Ilocos Sur politics.

A Leadership Style Survey Questionnaire was adopted from the updated work of Clark

(3).

Results and Discussions

Who is Carmeling Pichay Crisologo?

Carmeling Moreno Pichay was born on June 5, 1923, at Intramuros, Manila. She is the

youngest daughter of the late Don Rafael Pichay and Doña Felisa Moreno. She was born

to a wealthy and religious family.

Carmeling finished her elementary and secondary education at St. Scholastica’s College

in Manila and graduated from the Philippine Women’s University with the degree of

Bachelor of Science in Business Administration in 1961. She then attended graduate

school at the University of the Philippines and completed in 1977 her Master in Public

Administration. A relative describes Carmeling as always focused and driven whose

passion is to lead even within the family. She was always persistent and competitive.

As a young beautiful woman, Carmeling was a lover of the arts. Her passions are acting

the major role of a Princess in Ilokano plays (komedya) shown in different towns of

Ilocos Sur, collecting ivory religious statues dressed in gold threads and adorned with

precious gems, and intricately made jewelries like tambourines. She meticulously

chooses her collections. She is very particular to details not only in the arts but also in her

personal belongings like dresses, shoes, bags, and even her hairdo. As mentioned by her

personal assistant, Carmeling is “dressed up to the nines” which means that from head to

foot, she exudes a unique fashion style. She is organized and neat, a confirmed

Obsessive-Compulsive (OC) by her friends and personal staff. Her hobby is playing the

Chinese game “Madjong” with her friends almost every day and on some occasions until

the wee hours in the morning. However, one of her close friends said that she never plays

the game during the Lenten season – for 40 days – as her form of penitence. Her

enthusiasm in playing the game is her stress-reliever and her secret for long life and sharp

memory.

Marriage to Floro Singson Crisologo

Carmeling Pichay was married to Floro Singson Crisologo on December 8, 1941 at

Cervantes Ilocos Sur. The backdrop of World War II prevented them from having a

pompous and grandiose wedding celebration. Their union was blessed with seven

children namely Teresa, Vincent, Socorro, Piat, Jose, Carmelita and Benedicto.

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As a wife of a congressman, she was a target of opposition groups. There were two

attempts to her life while she was pregnant and serving as the wife of a congressman. Her

child was given the nickname of “Bullet” because of the incident. The ambush happened

on May 10, 1961 at Bacsil, San Juan, Ilocos Sur and Narvacan, Ilocos Sur. Despite these

incidents, she continued to pursue her dream to serve the province as she is already

influenced by her husband. She was successfully elected as the first woman governor of

the province in 1964.

The husband and wife team as political leaders to initiated and completed the

construction of bridges in the Ilocos Region, public hospitals, and municipal town halls,

and established relevant livelihood projects. They established the FACOMA, a

corporation that bought the tobacco planted by farmers. Some people have accused her

family of monopolizing the tobacco industry in the province when they put up the

tobacco re-drying plant. Most of her allies became rich because of the tobacco business.

However, some interviewees said that it was also during this period when the people

were in great fear because opposition groups were formed. The Crisologos’ desire to

perpetuate their power to rule the province prompted them to form a private army which

the local folks called as “saka-saka” (Ilocano, literally “bare-footed”). Many killings were

done but no one dared to speak-up or stand as witness. No one even dared to stay out of

their houses after sunset.

A personal blog posted at withonespast.wordpress.com [1] says that Ilocos Sur’s violent

political wars reached its peak on a Sunday in October 1970, when Carmelings’ husband,

Congressman Floro S. Crisologo was inside the St. Paul’s Metropolitan Cathedral, was

shot in the head by a still unidentified gunman. As a strong and courageous woman that

she is known, she was able to accept the assassination of her husband and publicly

announced in a national tabloid that her bereaved family will not take any action to exact

revenge whoever shot her husband. An interviewee perceived that this was maybe

because she knew that a more powerful person ordered the killing of her husband. The

murder of her husband during that bloody period in Philippine politics remains unsolved

up to this day.

The 1970’s were dark periods for the province as armed men terrorized the province as

cited by Jaramillo [ ]. The event that followed the murder of her husband was swift. Two

villages in Bantay town – Ora East and Ora Centro-- were razed by fire. Witnesses

pointed to his son, Vincent, popularly known as Bingbong, as the culprit. At the end of

the trial, Crisologo was meted out a "double-life" sentence for arson and sent to the New

Bilibid Prisons in Muntinlupa in 1976. In 1981, President Ferdinand Marcos gave him

back his liberty.

These are two of the most difficult trials of Carmeling as a wife and a mother. Despite

these, she continued to serve and influence the people of Ilocos Sur even though it was

the start of her downfall from power.

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Leading Ilocos Sur and Leading UNP

She was in her early 20’s when she knew that someday she will be committed to serve

the people of Ilocos Sur. Her civic and religious works and accomplishments started to be

recognized in 1960 as appointed member of Censors for Moving Pictures by former

President Diosdado Macapagal, as president of some organizations in Vigan and in the

province such as the Ilocos Sur Nationalista Party, Ilocos Sur Development Bank, Ilocos

Sur Girls Scout, Ilocos Sur Anti-Tuberculosis Association, Vigan Parish Council, Vigan

Catholic Women’s League, and Mother Butlers’ Mission Guild, and as Technical

Assistant in the House of Representative to name a few. These showed her interest and

commitment to public service.

Forbes.com [11] article on the qualities of a great leader states that showing or proving

commitment to serve will not only earn the respect of people, but will also instill

hardworking energy among them. Likewise, it is important to keep promises, not only his

commitment to serve, to become a great leader.

Her commitment has earned her respect from her constituents in Ilocos Sur and her staff.

Most of the interviewees say that Carmeling means what she says and says what she

means. Her words are rules. She believes that she is a person of authority. However, as a

woman leader with a heart, she is compassionate and gives due respect to her staff, a

leader who goes down to their level by undertaking by herself programs she wants to

implement and directly supervising them.

Rohn, as cited by WHG Staff [14], puts forth in his quote, an authoritative and a

compassionate leader go hand in hand when leading people and getting the best results.

This leadership quality motivated most of Carmeling’s staff to be loyal to her through the

years. Some of her staff have dedicated themselves in her service and have served her for

life. Some are still with her and have been continuously serving her in the past forty

years.

During her term as the governor, she streamlined the provincial offices and organized

various programs and projects to carry out her vision and goals for the province. It was

her obsession to see Ilocos Sur to be self-sufficient in food and the people are in good

health.

The Provincial Economic Development Council (PEDCO), organized by Carmeling, was

a step forward in the economic development of the province. Among the projects

undertaken were: increased production of corn, rice, vegetables, meat, poultry and fish,

improved health and sanitation through the construction of water-sealed toilets, blind

drainage and compost pits; beautified public plazas and buildings; assisted cottage

industries and constructed and/or repaired roads, bridges, buildings and irrigation

systems. Her efforts were not left unnoticed because she was awarded by Malacañang

Palace for her initiative and leadership in actively promoting Home Garden Movement on

a nationwide basis that contributed to the President of the Philippines’ intensive efforts

toward greater food sufficiency.

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She promoted and fostered high standards for her staff and closely supervised them. An

article written by Nayab et al. [8], states that authoritarian leaders distrust their

subordinate’s ability so they closely supervise and control people under them. They

anticipate problems. Carmeling’s staff are required to always have paper clips in their

pockets, pens and pocket dictionaries. She wanted her staff to consult the dictionary if

they cannot decipher her handwriting. The clerks were often on their toes when she is

around or when she calls one of them to encode her letters. She requires no erasures in

the documents she signs. When her signature is required, the staff must have a pen with

him. Most of the respondents said that they are very thankful for their experience

working with her because they would not have been what they are today if not because of

the learnings they had with her. Most of the interviewees, who were her former staff are

now occupying top level positions in different government agencies.

Carmeling’s aspirations have always been to improve the quality of life in every

community particularly focusing in giving assistance to mothers and reaching out to

marginalized families. One of her most recognized achievements, is the mothers’ class

that she personally organized and implemented which aimed to empower mothers of

Ilocos Sur. Mothers who were enrolled in the special class were required to attend the

livelihood trainings on sewing and baking. Carmeling provided them with free sewing

machines and initial capital to start up a small business. She also organized the Catholic

Women’s League and the Mother Butlers’ Guild which until now are active religious

organizations providing assistance and active services at the Archdiocese of Nueva

Segovia. As described by Sulpizio [9], impact leaders recognizes the importance of

partnership and collaboration on projects because it establishes connection.

She relentlessly led and campaigned funds for the Philippine National Red Cross for six

years. The thrust of the organization inspired her to reach out to generous benefactors.

She initiated the program “Operation Salun-at” where she brought the Department of

Health to far flung communities and would stay there for two nights, to provide medical

check-up, medicines, and other needs. Her efforts, helping her constituents in the

province on their immediate medical needs, earned for her the Doña Aragon Medal

Award from the Philippine National Red Cross in 1970. As a woman leader she believes

in the saying “Be prepared” which is a girl scouts motto. This may be the reason why

until today, Carmeling is still the principal benefactor of the Girl Scout of the Philippines.

The interviewees believe that GSP is the organization closest to her heart.

Carmeling is very supportive to the University of Northern Philippines established

through Republic Act 4449 authored by her husband. She dedicated her heart and soul to

the growth and development of this university. The establishment of the University

provided low cost but quality tertiary education to the youth of Ilocos Sur and even of

nearby provinces. The university supplied the province as well as nearby provinces with

the manpower professionals along different fields.

After her term as Governor in 1971, she entered the academe where she sits as a member

of the Board of Regents for almost 21 years. She closely monitored the internal policies

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of the university and its governance. She occupied positions as Vice President for

External Affairs, Dean of the College of Business Administration, and is recognized as

the founder of the College of Nursing. She is likewise recognized as the Mother of UNP

because of her dedication, commitment and concern in the overall welfare of the

University up to this day.

She had personal scholars in the University. During her stay in the academe, most of the

respondents said that she was very strict and a perfectionist top level administrator. Being

a meticulous person, she did not like to see erasures on typewritten communications and

emphasized letter formats and margins. She wore the prescribed uniforms and even

exhibited the proper hair style. When work was not done properly, she gets angry and

utters demeaning words. She had very low tolerance on mistakes. She would personally

investigate rumors, then validates and later confronts concerned employees. If she finds

out that top officials are not doing the right thing in the University, she would use her

influence, power, charisma, to remove them from office and position somebody she likes.

She has a record of removing from office two presidents of the University and position

three presidents whom she thinks better deserves the position.

It has become a part of the tradition during the yearly Founder’s Day Celebration of the

University to provide relevant extension activities to external communities. Carmeling is

always invited to attend this activity where she is asked to speak words of inspiration and

hope to the people. Her financial support in the conduct of skills training to out of school

youth, farmers, and mothers is something that makes her happy.

Leadership Style

Leadership style is the manner and approach of providing direction, implementing plans,

and motivating people. The first major study of leadership styles was performed in 1939

by Lewin [6] who led a group of researchers to identify different styles of leadership.

This early study has remained influential that it was able to establish three major

leadership styles: authoritarian or autocratic, participative or democratic, and delegative

or laissez-fair.

Based on the result of the Leadership Survey, Carmeling as a woman leader, is

authoritarian. Her authoritarian leadership style obtain the highest score of 44 points

while participative leadership style obtain a score of 29 and delegative leadership style

obtain a score of 25. The result is validated by the interviewees who said that she wants

things to be done on time with no excuses. She dictates what she wants people to do. The

result of the survey is attested by her staff for 20 years that Carmeling always has the

final say in matters along politics, domestic issues, and other concerns. Her personal

assistant said that Carmeling is a boss, who most often, does not consider suggestions

made by people under her and that major decisions are usually made by her. She can

courageously speak what she wants and what she wants done immediately. This is in

consonance to the characteristics of an authoritarian leader by Nayab et al [8], that

autocratic leaders adopt one-way communication and issues threats when want works

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done. They do not consult their subordinates or give them a chance to share their

opinions, no matter the potential benefit of such inputs.

Winston Churchill, as mentioned by Tracy [10], said that courage is rightly considered

the foremost of the virtues of a leader, for upon it, all other virtues depend. There is no

certainty in life or in politics, every commitment a true leader makes and every action a

leader takes entails a lot of risk. Carmeling believes she possesses the courage to lead

because she willingly took all the risks in the achievement of her dreams and ambitions

for Ilocos Sur and UNP with no assurance of success. As a woman leader, she was able to

withstand all the trials during her husband’s assassination and his son’s imprisonment.

Furthermore, Economy [4] mentioned in his article entitled ”The Leadership Guy”, that

courage is something that can be developed and also considered something blessed as a

virtue, because not all people are naturally fearless but practicing fearlessness can make

them achieve their role as an amazing leader. Carmeling was perceived as an amazing

leader in the academe. Though some personnel fear her presence, she exuded the aura of

a powerful woman with a heart. She is known to criticize women not properly dressed in

school that is why some women employees hide when they see her coming or change

direction when they can see her approaching for fear that Carmeling will look sternly at

them. She can either criticize them in front of their faces or stammer demeaning words or

look at the ladies from the eyes to the tip of their toes. An interviewee mentioned that an

incident happened recently with Carmeling and a commentator in church. The

commentator redundantly announced an activity during the mass. Carmeling, meticulous

as she is, approached the commentator after the mass and frankly gave her observations.

Work Ethics

Carmeling is an obsessive-compulsive type of person. Neat and meticulous. She is true to

her words. She dictates what she wants done because she is confident that she can attain

it no matter what. Most of her constituents may fear her, but the people closest to her

heart say she is most caring and is concerned for others’ needs. Some interviewees

personally experienced her care and concern.

She values and rewards people who are open and shares their honest opinion. In her

office, nobody dares to lie to her because if they are found out lying, she would

immediately terminate them. Trust is very important to her. She is accountable in all her

decisions. She does not make promises which she cannot fulfill and she wants others to

do the same for her.

Work Values

Most of the interviewees, who worked for her, speak of these common values about

Carmeling:

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1. Temperament

“A temper of a lion” as the interviewees say. She speaks demeaning words

to a person in front of other people, but with reasons.

2. Openness, Honesty and Integrity

She would always tell people what she wants them to hear. However, she

would not be afraid to raise unpleasant issues. By doing so she can

challenge everyone to be different and stand.

3. Innovation and Creativity

Carmeling always dares to be different, and creates something unique in

her goals. A priest interviewee mentioned that her ideas are unique and it

is mostly for the good of everyone. However, most of the time, things are

done as she wants because of fear.

4. Courage

She led Ilocos Sur with much courage: courage to try new things; courage

to make mistakes; and the courage to believe in oneself, courage to face all

the trials and courage to accept her downfall.

Building and Changing Ilocos Sur

Great leaders have great vision. They dream what they can already see into the future.

They have a clear and exciting idea of where they are going and how they are going to

implement and accomplish. Raplh Lauren, as cited by Bechervaise [2] says, “A leader has

the vision and conviction that a dream can be achieved. He inspires the power and energy

to get it done.”

Carmeling wants a “unique Ilocos Sur through symbols”. She wants symbols identified

with Ilocos Sur so that when people see them, they immediately see the identity of the

province. From one end to the other end of Ilocos Sur spanning 130.7 km (a two and a

half drive by car), she wanted bougainvillea, to become the provincial flower and this be

planted along the national road. This project is one integral part of her personality that

shows how meticulous she is.

A teacher interviewee said that, Carmeling initiated the wearing of a common uniform

among the elementary and high school teachers of the province and she chose the color

pink, cool to the eyes of the children. Today, the wearing of the uniform for teachers is

being adopted by the Department of Education in the province and in the entire country.

One of Philippine governments’ thrust as stated in the 2017-2022 Roadmap 2 is to

provide quality education. In 1963 as the Governor, she really wanted to establish an

educational system that provides quality education. To show how committed she was to

establish and achieve quality education, Carmeling, said the interviewee, personally

conducted regular written and oral examinations for teachers. This exercise caused some

of the teachers to hate her. In front of an audience, she would frankly speak to the

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teachers to go back to school and learn more because what they know is not enough to

attain quality education. No teacher faltered to her because the consequences were far

harder.

She introduced the singing of the Ilocos Hymn. She would shame the teachers when they

cannot pronounce properly the lyrics of the song. Furthermore, she stood by her decision,

despite the opposition of everyone around her, to preserve the “Kalesa” (horse-driven

carriage) as a means of transportation in Vigan, At present, the “kutchero” (handlers of

Kalesa) are making enough money, as tourists flux in the province, because riding the

“kalesa” is the best mode of transportation in visiting the different historic spots of

Vigan.

On the economic side, the main source of living of the farmers is planting tobacco.

Tobacco is considered as one of the main crops because it is fitting to the weather

condition of the place. Many believe that tobacco uplifted the life of the people.

However, there are some who have accused the Crisologos’ monopoly of the tobacco and

did not uplift the lives of the farmers but of their allies. An interviewee said that,

Congressman Floro Crisologo, who saw this development, conceptualized and drafted a

resolution to promote the tobacco industry, but unfortunately due to his death, he was not

able to submit the paper to the House of Representatives. It was kept and filed on old

shelves.

Today, Carmeling believes that she still has the power to command and dictate as long as

it is for the good of the people of Ilocos Sur. Molinaro [7] stated that relevant leaders

have staying power because they still take creative risks and continue to be curious about

the world. Most of the interviewees believe that she still has the power even in the church

because her children are into politics, hotel business, own vast tracks of land and a

reckoning name in the University of Northern Philippines, which is considered as the

center of education in the north.

Conclusions and Recommendations

Conclusions

Based from the interviews and readings, the following conclusions are drawn:

1. Carmeling is an educated woman, an actress, a collector of arts and antiques, a

fashionable and meticulous woman and enjoys playing “madjong”. Carmelings’

marriage to Floro was the start of a political dynasty in the Province of Ilocos Sur.

Their desire to perpetuate their power to rule the province prompted them to form

the “saka-saka”.

2. Carmeling was obsessed to make the province self-sufficient in food and the

people are in good health.

3. As a recognized administrator in the academe, Carmeling was dedicated towards

developing the University as an excellent provider of quality education.

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4. Carmelings’ leadership style is definitely authoritarian that may have contributed

in inculcating discipline to her constituents.

5. Carmeling is an obsessive-compulsive type of person.

6. Carmelings’ work values are: “temper of a lion, openness, honesty, and integrity,

innovation and creativity and courage may have contributed in the development

of Ilocos Sur.

7. Carmeling is an influential woman in politics and in the church during her term as

governor and up to this day because her name is still recognized in the university,

her children are into politics, the family has a network of businesses and she still

has the “landlord image” in the province of Ilocos Sur.

Recommendations

Based on the findings and conclusions arrived at, the researcher recommends the

following:

1. People may choose leaders that have a strong character, competence and charisma

to face all forms of challenges in Leadership and Management. Leaders must be

advocates of “leading by example”, religious and righteous.

2. The anti-dynasty bill pending in the House of Representative needs to be

approved to discourage political leaders, coming from the same family to rule so

that there is check and balance in management and governance.

3. Leaders should spearhead programs, activities or projects that include relevant

livelihood projects derived from the result of conducted “Needs Assessment

Survey”, skills and technology transfer programs derived from research and the

utilization of transferred technology in order to uplift the life of the people.

4. Leaders should formulate and implement plan of action aligned to its vision,

mission, goals and objectives as a roadmap to achieve quality education.

5. Best leaders can operate out of the participative style and use delegative style and

authoritarian style of leadership as needed. When a leader who has a new staff or

temporary work force, a leader would probably need to operate out of the

authoritarian style most of the time. On the other hand, a leader who has staff of

professionals that know more than she is, would probably operate out of the

delegative style.

6. Fairness, freedom to encourage, allow subordinates to grow in knowledge, skills

and scope of responsibility, ability to keep commitment, participative-consultative

form of management, adherence to performance system that rewards employees

could be good ethical practices of leaders.

7. Leaders must practice values that define their character and live them visibly

every day at work. Some work values that they must also possess are:

respectfulness, accuracy, dedication, excellence, accountability, empowerment,

efficiency, loyalty, compassion, discipline/order, generosity, persistency, and

optimism,

8. Influential leaders must also have the willingness to invigorate change in the

economy, pursues the good of the nation over political ambition, embrace and

promote spirituality.

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9. True leaders may sustain their influence, even when they are no longer in power,

when there is “service above self”.

10. Future studies on Carmeling may be conducted by comparing her governance and

management with other women leaders in Ilocos Sur.

Reference

(1) Arnái, A. (2012). Carmeling Crisologo Vigan Cathedral and the Murder of Floro

Crisologo. Retrieved April 5, 2016 from https://withonespast.Wordpress.com/

tag/carmeling-crisologo/

(2) Bechervaise, C. (2013). 5 Reasons Why Vision Is Important In Leadership.

Retrieved April 5, 2016 from https://takeitpersonelly.com/2013/10/14/5-

reasons-why-vision-is-important-in-leadership/

(3) Clark, D. R. (2004). Concepts of Leadership. Retrieved April 6, 2016

from http://nwli nk.com/~donclark/leader/leadcon.html (4) Economy, P. (2016, March 25). Five Essential Qualities of a Great Leader. Inc.

Retrieved from http://www.inc.com/peter-economy/the-5-essential-qualities-

of-a-great-leader.html

(5) Hennesey R. (2016, November 11). How Leaders, in Politics and Business, Use

Influence Instead of Power. Entrepreneur. Retrieved from

https://www.entrepreneu r.com/article/252751

(6) Lewin, K., Llippit, R. & White, R.K. (1939) Changing Minds: How we change

what others think, feel, believe and do. Lewin’s Leadership Style 10(271-301).

Retrieved from http://changingminds.org/disciplines/leadership/styles/

lewin_style.htm

(7) Molinaro, V. (2013). How Relevant Leaders Have Staying Power. Retrieved April

5, 2016 from http://theleadershipcontract.com/sting-inspires-how-relevant-

leaders-have-staying-power/

(8) Nayab, N. and Scheid, J. A (2011). Critique of the Autocratic Leadership Style.

Retrieved April 6, 2016 from http://www.brighthubpm.com/ resource-

management/75715-a-critique-of-the-autocratic-leadership-style/

(9) Sulpizio, L. (2015). Be a Woman of Impact with These 8 Qualities of Women Leaders.

Retrieved April 6, 2016 from http://www.huffingtonpost.com/lorri-

sulpizio/be-a-woman-of-impact-with-these-8-qualities-of-women-

leaders_b_7228944 .html

(10) Tracy, B. (n.d.). The 7 Leadership Qualities of Great Leaders [Web Blog].

Retrieved from http://www.briantracy.Com/blog/leadership-success/the-

seven-leadership -qualities-of-great-leaders-strategic-planning/

(11) Prives, T. (2012). Top 10 Qualities of a Great Leader. Retrieved April 6, 2016 from

http://www.forbes.com/sites/tanyaprive/2012/12/19/top-10-qualities-that -

make-a-great leader/#262dafa135 64

(12) R.A. 7171. (1992). An Act to Promote the Development of the Farmer in the

Virginia Tobacco Producing Provinces. Retrieved April 6, 2016 from

http://www.nta.da.gov.ph/images/laws/Republic%20Act%207171.pdf

https://withonespast/

https://takeitpersonelly.com/author/crbechervaise/

http://www.inc.com/peter-economy/the-5-essential-qualities-

http://changingminds.org/disciplines/leadership/styles/

http://theleadershipcontract.com/author/vince-molinaro/

http://theleadershipcontract.com/sting-inspires-how-relevant-

http://www.huffingtonpost.com/lorri-%20%20%20%20%20%20%20%20%20%20%20sulpizio/be-a-woman-of-impact-with-these-8-qualities-of-women-%20%20%20%20%20%20%20%20%20%20%20leaders_b_



http://www.briantracy.com/blog/leadership-success/the-

776

The 4th



(13) R.A. 7171 (n.d.): Progress of the Province and Towns. Retrieved April 6, 2016

from https://aichannel.wordpress.com/2010/11/08/r-a-7171-progress-of-the-

province-and-towns/

(14) WHG Staff (n.d.). Leadership: Is it Better to be Authoritative or Compassionate

[Web Blog message]? Retrieved from

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or-compassionate/

(15) How do leaders gain and use power? (n.d.) from http://www.wiley.com/

college/man/schermerhorn38755X/student/ch13/chreview_s_13b.html

Informants

1. Monsignor Vicente Avila, 72 years old, Parish Priest of the St. Pauls’

Metropolitan Cathedral, Vigan City, Ilocos Sur

2. Dr. Gilbert R. Arce, 47 years old, University of Northern Philippines (UNP)

President

3. Dr. Rolando Ragasa, 60 years old, Director, PASUC Zonal Center, UNP

4. Wilfreda Pipo, 62 years old, Budget Officer, UNP

5. Carlope Quadra, 62 years old, Administrative Officer IV

6. Norma Naval, 56 years old, Head, Property and Supply Management, UNP

7. Myrna Anicoche, 56 years old, Chief Administrative Officer, UNP

8. Lito Rivada, 69 years old, Retired Cashier, UNP

9. Andring Avila, 76 years old, Personal Assistant in the last 40 years

10. Jane Leones, 56 years old, Head, Human Resources Management

11. Gloria Avila, 74 years old, Retired Elementary School Teacher

12. Yolanda Herrera, 78 years old, Retired Business Woman

13. Pacita Bautista, 76 years old, Retired Business Woman

https://aichannel.wordpress.com/2010/11/08/r-a-7171-progress-of-the-

http://www/

Documents

Carmeling Pichay Crisologo:Leadership of the Most Influential …. Theresa F. Pe… · University, a survivor when her husband was assassinated, and a living legacy of women power