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This study aimed to explore the management styles of women managers and its effects on their job performance with the following objectives: to identify the management style of women managers in as determined by the subordinates and the women managers themselves; to know the level of performance of women managers as rated by the subordinates and the women managers themselves; to find significant differences in the ratings given by the two groups of respondents namely the women managers and subordinates; to know if there is a significant relationship between the level of performance of women managers and their management styles; and to formulate management strategies that may be proposed to enhance performance of women managers as a prime mover for the ASEAN Economic Community (AEC). To pursue the objectives of this study, a questionnaire was distributed to women managers and their subordinates. Moreover, descriptive statistics such as frequency and percentage was used for the profile of women managers. Weighted mean was also used to determine the level of performance of women managers as assessed by their subordinates and to identify the most used management style. T-test and Pearson R was also utilized for computing statistical data. This study intended to propose management strategies to enhance the job performance of women managers and their subordinates. It is hopeful that these management strategies be adapted by women managers in Daet, Camarines Norte, the Philippines, and the members of the ASEAN (Association of Southeast Asian Nations), which may be of help to their organizational successes. The following conclusions were obtained from the findings of the study: 1) The management style of the women managers as seen by majority of their subordinates is of the Autocratic style while the management style the women managers see themselves as possessing is the Laissez-Faire style of management. 2) The level of performance of women managers as rated by their subordinates is in the satisfactory evaluation level while as the women managers get to rate themselves in terms of their performance, they had given a straight Good result in the evaluation scale. 3) There is a significant difference on the ratings of women managers and their subordinates on the management styles of the women managers. There is also a significant difference on the ratings of women managers and their subordinates on the job performance of the women managers. 4) There is no significant relationship between the level of performance of women managers and their management styles. 5) The management strategies proposed by the researcher may substantiate and enhance the job performance of women managers in the Bicol Region, the Philippines and the ASEAN (Association of Southeast Asian Nations) Economic Community, into which our country is a member, and their subordinates, by being able to seek solutions to problems, foster group collaboration and camaraderie, implement strategic decisions and initiate organizational changes. Also, the focus of the proposed management strategies of the researcher that may be implemented to SME’s (Small Medium Enterprise) which is considered as the lifeblood of the economy of the member-nations of the ASEAN Economic Community.

Management Styles of Women Managers: Its Effect on Job Performance as Prime Mover to the ASEAN Economic Community (AEC) Integration