Organizational Resiliency of Academic and Non-Academic Leaders in Selected Private and Public Universities: A Continuous Improvement
Christian Bernard T. Ramos
christiantramos.21@gmail.com
Centro Escolar University – Manila, Philippines
DOI: https://doi.org/10.54476/ioer-imrj/848693
ABSTRACT
The Philippines has seen significant changes as a result of the implementation of the K-12 education system, which has brought about a series of robust reforms. Leaders of higher education institutions face ongoing difficulties from both internal and external sources. The objective of this research was to investigate and evaluate the resilience capabilities of academic and non-academic leaders in higher education institutions, namely in private and public colleges located in the City of Malolos, Bulacan using a descriptive survey approach. This research has the potential to assist leaders in higher educational institutions in safeguarding themselves against future disruptions or achieving a more expedient recovery. The variables used in this study were self-assurance, personal vision, flexibility and adaptability, organization, problem-solving ability, resourcefulness, rapidity, and proactivity. Research was done to empirically investigate the impact of several dimensions of resilience on the organizational leadership of leaders in higher education institutions. The findings suggested that there were no statistically significant disparities in the robustness of organizational leadership between private and public colleges. Based on the data conducted to compare the resilience of academic and non-academic leaders in organizational leadership was revealed to be not statistically significant, indicating that there is no significant difference between the two groups at a significant level.
Keywords: resilience, resilience quotient, academic leaders, non-academic leaders, public universities, private universities, continuous improvement