Leadership isn't just about delegation—it's about how the leader treats those who do the work. Ethical norms, legal standards, and administrative principles all form the manner in which organizations operate, but none of them work without the human factor. The Appreciation-Respect-Reward (ARR) Leadership Model acknowledges this fact. It moves away from the old command-and-control approach and instead generates motivation through sincere recognition, equity, and encouragement. Power in itself cannot motivate individuals, but coupled with respect and appreciation, it generates the enthusiasm and dedication desired in any organization (Northouse, 2021).
Respect and appreciation are not mere politeness; they are based on law and basic labor principles. For example, the Philippine Constitution (1987) ensures protection of workers and the pursuit of full employment, stating that human beings ought to be considered as more than their productivity. True appreciation is more than official notification—it views human beings as persons first, which promotes interior motivation and builds morale (Cosio, 1981; Reyes, 2020). When leaders apply appreciation in an authentic manner, they foster loyalty that no policy by itself can demand.
Respect, the second of ARR's pillars, is both organizational and moral necessity. As Kant (1785/1996) put forward, people need to be treated as ends in themselves, never as a means to an end. This principle works strongly in leadership: where respect is embedded, it reconfigures work culture. Employees own their jobs not because they must, but because they feel respected. Respect makes motivation self-reinforcing, building the bridge between authority and true collaboration (Frederickson, 1997).
Lastly, equitable reward offers the concrete reward that balances respect and appreciation. Though too frequently viewed as mere pay raises or incentives, compensation has more profound ethical foundations. Rawls (1971) contended that inequality is acceptable only if it aids the most disadvantaged. On that basis, wages and benefits aren't merely financial issues—they are moral ones. Leaders and institutions that promote fairness exhibit justice in action, gaining trust even during periods of shortage. Eventually, ARR reconciles law, philosophy, and practice. Leaders who reflect appreciation, respect, and fairness don't only increase productivity—they motivate trust, commitment, and the desire to contribute, not because they have to, but because they want to.
References:
Cosio, A. (1981). Labor law and relations. Rex Book Store.
Frederickson, H. G. (1997). The spirit of public administration. Jossey-Bass.
Kant, I. (1996). Groundwork of the metaphysics of morals (M. J. Gregor, Trans.). Cambridge University Press. (Original work published 1785)
Northouse, P. G. (2021). Leadership: Theory and practice (9th ed.). Sage Publications.
Philippine Constitution. (1987). The 1987 Constitution of the Republic of the Philippines. https://www.officialgazette.gov.ph/constitutions/1987-constitution/
Rawls, J. (1971). A theory of justice. Harvard University Press.
Reyes, L. B. (2020). The Revised Penal Code: Book one. Rex Book Store.
DOI 10.5281/zenodo.17513565
