Crisis Management in Private Higher Institutions: Exploring Leadership Practices for Building Resilience
DOI:
https://doi.org/10.5281/zenodo.15829810Keywords:
Crisis management, Private institutions, Building resilience, Adaptive Leadership, Digital infrastructure, Risk AssessmentAbstract
Private higher education institutions in the Philippines have faced numerous crises around the world—natural disasters, pandemic, and even internal crises. These disruptions have revealed weaknesses and questioned the sustainability of private higher education institutions, particularly in crisis-prone areas like Kalibo, Aklan. This study seeks to reveal the leadership practices demonstrated by educational leaders for building resilience in the context of crisis management in their institutions. Qualitative research method was used in the study, particularly the case study method to gather an in-depth analysis of the individual cases of these private institutions. A semi-structured interview guide was utilized to gather data. Braun and Clarke’s (2006) thematic analysis was used to analyze these data and identify potential themes. Three core themes emerged—(1) Crisis to Opportunities, which identifies the type of crises that educational institutions have experienced composing of natural disasters, health crisis, and manpower crisis, and the opportunities that emerged with it; (2) Crisis Increases Dynamism, which elaborates the educational leader’s dynamic problem-solving strategies as response to crisis including crisis management structures, risk assessments, resource management, stakeholder management, and innovative education; (3) Crisis Begets Resilience, which emphasizes the leadership styles of educational leaders that evolved during crisis—adaptive, transformational, and collaborative. The resulting output—the ‘Resilient Leader’ Framework aims to provide institutions guidance for building a more crises-resilient institutional community. This study adds to a broader discussion educational leadership and emphasizes the importance of strategic foresight, adaptability, and inclusiveness in navigating the ever-evolving landscape of private higher education institutions.
References
Afebia, C. A. (2016). Assessment of Turnover Intentions and Employee Commitment among Teachers of the Ghana Education Service in the Bolgatanga Municipality (Doctoral dissertation, University of Ghana).
Ahmed, Z., Sabir, S., Khosa, M., Ahmad, I., and Bilal, M. (2016). “Impact of employee turnover on organizational effectiveness in tele communication sector of Pakistan,” IOSR Journal of Business and Management (IOSR-JBM), vol. 18, no. 11, pp. 128-136.
Akyüz, Ü., & Usta, M. E. (2023). Financial and managerial problems experienced in the private education sector during the crisis process in Turkey. International Journal of Psychology and Educational Studies, 10(4), 1039–1057. https://doi.org/10.52380/ijpes.2023.10.4.1301
Alifuddin, M., & Widodo, W. (2021). Mitigating turnover intention among private school teachers. Journal of Education and Learning (EduLearn), 15(3), 443–449. https://doi.org/10.11591/edulearn.v15i3.20069
Avolio, B.J., & Bass, B. M. (1995). Individual Consideration Viewed At Multiple Levels Of Analysis : A Multi-Level Framework For Examining The Diffusion Of Leadership, 6(2), 199–218.
Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.
Bass, B. M. (1995). Theory Of Transformational Leadership Redux.
Bass, B. M. (1999). Two Decades of Research and Development in Transformational Leadership, 0643(October), 8–32. https://doi.org/10.1080/135943299398410
Bass, B. M. (2006). Transformational Leadership.
Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership: Thousand Oaks, California: SAGE Publications, Inc.
Bass, B. M., & Bass, B. M. (2000). Organizational Studies The Future of Leadership in Learning Organizations. https://doi.org/10.1177/107179190000700302 8. Bass, F. J. Y. and B. M. (1990). Transformational Leadership
Bass, B. M., Avolio, B. J., & Goodheim, L. (1987). Journal of Management. https://doi.org/10.1177/014920638701300102
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Psychology Press.
Baytiyeh H. (n.d). Developing effective earthquake risk reduction strategies: the potential role of academic institutions in Lebanon. Prospects. 2015;45:245–258. doi: 10.1007/s11125-015-9344-3.
Beardwell, J.; Clark, I. An Introduction to Human Resource Management. In Human Resource Management: A Contempory Approach, 6th ed.; Beardwell, J., Claydon, T., Eds.; Pearson: London, UK, 2010.
Bowers, M. R., Hall, J. R., & Srinivasan, M. M. (2017). Organizational culture and leadership style: The missing combination for selecting the right leader for effective crisis management. Business Horizons, 60(4), 551-563. doi:https://doi.org/10.1016/j.bushor.2017.04.001
Braun V., Clarke V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77–101. https://doi.org/10.1191/1478088706qp063oa
Bryson, J. M. (2004). What to do when stakeholders matter: Stakeholder identification and analysis techniques. Public Management Review, 6(1), 21–53. https://doi.org/10.1080/14719030410001675722
Bryson, J. M., Crosby, B. C., & Stone, M. M. (2006). The design and implementation of cross-sector collaborations: Propositions from the literature. Public Administration Review, 66, 44–55.
Buchanan, K. L., Rupprecht, L. E., Kaelberer, M. M., Sahasrabudhe, A., Klein, M. E., Villalobos, J. A., Liu, W. W., Yang, A., Gelman, J., Park, S., Anikeeva, P., & Bohórquez, D. V. (2022). The preference for sugar over sweetener depends on a gut sensor cell. Nature Neuroscience, 25, 191-200. https://doi.org/10.1038/s41593-021-00936-1
Cahapay, M. B. (2022). The Phenomenon of Leading without Guidebook: Educational Leadership Practices of Philippine School Principals in Virulent COVID-19 Times. International Journal of Educational Leadership and Management. 10 (1), doi: 10.17583/ijelm.2022.7666
Çetin, M., Karabay, M. E., & Efe, M. N. (2012). The Effects of Leadership Styles and the Communication Competency of Bank Managers on the Employee's Job Satisfaction: The Case of Turkish Banks. Procedia - Social and Behavioral Sciences, 58, 227-235.
Chatzipanagiotou, P., & Katsarou, E. (2023). Crisis Management, School Leadership in Disruptive Times and the Recovery of Schools in the Post COVID-19 Era: A Systematic Literature review. Education Sciences, 13(2), 118. https://doi.org/10.3390/educsci13020118
Multiproject. (2024, January 9). Contingency funds: What are they and how much should you set aside? Multiproject. https://multiproject.org/learningcentre/contingency-funds-what-are-they-and-how-much-should-you-set-aside/#:~:text=In%20the%20face% 20of%20 unexpected%20challenges%20or%20crises%2C,additional%20approvals% 2C%20minimizing%20the%20impact%20on%20project%20timelines.
Corrales-Estrada, A. M., Gómez-Santos, L. L., Bernal-Torres, C. A., & Rodriguez-López, J. E. (2021). Sustainability and Resilience Organizational Capabilities to Enhance Business Continuity Management: A literature review. Sustainability, 13(15), 8196. https://doi.org/10.3390/su13158196
Dayagbil, F. T. (2023). Anticipation, coping and adaptation practices for teaching and learning continuity of higher education institutions. International Journal of Education and Practice, 11(1), 106–119. https://doi.org/10.18488/61.v11i1.3267
Debnath, B. (2024). A Fight to Survive in Crisis: A qualitative search of the secondary school leadership practices during the pandemic. European Journal of Educational Management, volume–7–2024(volume–7–issue–3–september–2024), 139–154. https://doi.org/10.12973/eujem.7.3.139
Duchek, S. (2020). Organizational resilience: a capability-based conceptualization. Business Research.
Dust, S. B., Resick, C. J., & Mawritz, M. B. (2014). Transformational leadership, psychological empowerment, and the moderating role of mechanistic–organic contexts. Journal of Organizational Behavior, 35(3), 413-433.
Eisenhardt, K. M. (1989). Building Theories from Case Study Research. Academy of Management Review, 14(4), 532-550.
Glenn, K. (2024). Leading With Vision – The Key To Transformational Leadership. Brainz Magazine. https://www.brainzmagazine.com/post/leading-with-vision-the-key-to-transformational-leadership
Göransson, B., Maharajh, R., & Schmoch, U. (2009). New activities of universities in transfer and extension: multiple requirements and manifold solutions. Science and public policy, 36(2), 157-164.
Harwati, L. N. (2013). Crisis management: Determining specific strategies and leadership style for effective outcomes. ASIAN JOURNAL OF MANAGEMENT SCIENCES AND EDUCATION, 2(2), 1-12.
Hasan, A., & Rjoub, H. (2017). The Role of Effective Leadership Styles in Crisis Management: A Study of Erbil, Iraq. International Journal of Economics, Commerce & Management, V(4), 107-121.
Hassan, M. & Jagirani T. S. (2019). “Employee turnover in public sector banks of Pakistan,” Market Forces College of Management Sciences, vol. 14, pp. 119-137.
Heifetz, R., Grashow, A., & Linsky, M. (2009). The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World. Harvard Business Press.
Jain, P. (2015). The Role Of Transformational Leadership In Organizational Commitment Issn: 2349- 5677, 2(5), 1–11.
Kirkbride, P., & Kirkbride, P. (2006). Developing transformational leaders : the full range leadership model in action. https://doi.org/10.1108/00197850610646016
Kyereh, M. O., Addai-Amoah, A. K. & Owusu-Addo, A. (2023). Human resources management practices and the effectiveness of school management: Lessons for leadership. Educational Research: Theory and Practice, 34(3), 73-85.
Lai, M. & Chen Y. (2012). “Self-efficacy, effort, job performance, job satisfaction, and turnover intention: The effect of personal characteristics on organization performance,” International Journal of Innovation, Management and Technology, vol. 3, no. 4, pp. 387-391.
Leithwood, K., Harris, A., & Hopkins, D. (2020). Seven strong claims about successful school leadership revisited. School Leadership & Management, 40(1), 5–22. https://doi.org/10.1080/13632434.2019.1596077
Li, J., Xue, E., Wei, Y. et al. How popularising higher education affects economic growth and poverty alleviation: empirical evidence from 38 countries. Humanit Soc Sci Commun 11, 520 (2024). https://doi.org/10.1057/s41599-024-03013-5
Lin, C., & Huang C. (2020). “Employee turnover intentions and job performance from a planned change: The effects of an organizational learning culture and job satisfaction,” International Journal of Manpower, vol. 42, no. 3, pp. 409-423, 2020, doi: 10.1108/IJM-08-2018-0281.
Liu, Y., & Fang, F. (2022). Translanguaging Theory and Practice: How Stakeholders Perceive Translanguaging as a Practical Theory of Language. RELC Journal. 53. 391-399. 10.1177/0033688220939222.
Mirkamali, S. M., Thani, F. N., & Alami, F. (2011). Examining the role of transformational leadership and job satisfaction in the organizational learning of an automotive manufacturing company. Procedia-Social and Behavioral Sciences, 29, 139-148.
Munir, R. I. S., Rahman, R. A., Malik, A. M. A., & Ma’amor, H. (2012). Relationship between Transformational Leadership and Employees’ Job Satisfaction among the Academic Staff. Procedia - Social and Behavioral Sciences, 65, 885-890.
Northouse, P. G. (2019). Leadership: Theory and practice (8th ed.). SAGE Publications.
Olaniran, S. O., & Maphalala, M. C. (2020). Rethinking Technological Learning Spaces for Effective Teaching and Learning in Higher Education Institutions: A Perspective from South Africa. International Journal of Education and Practice, 8(4), 695–704. https://doi.org/10.18488/journal.61.2020.84.695.704
Rais, R. (2007). Specifika krizového managementu [Crisis Management Specification]. Brno: KEY Publishing
Roblico, D., Kilag, O. K., Groenewald, E., Cordova Jr, N., Fajardo, C., & Feliciano, M. D. (2023). Crisis in educational settings: An evidence-based approach to postvention in schools. Journal of Education and Crisis Management, 2994-9521.Sarkar, M., & Ray, A. (2015). Transformational leadership style as a predictor of crisis management skill: a study on correctional officers of west Bengal. Journal of Contemporary Psychological Research, 2(2), 29-40.
Park, K., Ki S., & Kim, J. (2021). “Hospital nurses’ experience of bullying in the workplace and burnout, organizational commitment, turnover intention and nursing productivity,” Journal of Korean Clinical Nursing Research, vol. 19, no. 2, pp. 169-180, 2013.
Sarros, J. C., & Santora, J. C. (1995). The transformational-transactional leadership model in practice, 383–393.
Sharma, P., Nagar, P., & Pathak, S. (2012). Impact of Transformational Leadership on Creative Flexibility of Engineers in India. Procedia-Social and Behavioral Sciences, 57, 555-559.
Srithongrung, A. (2011). The causal relationships among transformational leadership, organizational commitment, and employee effectiveness. International Journal of Public Administration, 34(6), 376-388.
Saunders, M., Lewis, P., & Thornhill, A. (2009). Understanding research philosophies and approaches. Research Methods for Business Students. 4. 106-135.
Shimada, G. (2022). The Impact of Climate-Change-Related Disasters on Africa’s Economic Growth, Agriculture, and Conflicts: Can Humanitarian Aid and Food Assistance Offset the Damage? International Journal of Environmental Research and Public Health, 19(1), 467. https://doi.org/10.3390/ijerph19010467
Spillane, J. P. (2005). Distributed leadership. The Educational Forum, 69(2), 143–150. https://doi.org/10.1080/00131720508984678
Skaalvik, M., & Skaalvik, S. (2017). Motivation and burnout in teachers: A review of the current research literature. Educational Research Review, 21, 101–117.
Thanitbenjasith, P., & Kamkankaew, P. (2023). Preparing for Tomorrow’s Challenges: Integrating Future Thinking into Crisis Management in Thai Higher Education. International Journal of Sociologies and Anthropologies Science Reviews, 3(5), 215–230. https://doi.org/10.60027/ijsasr.2023.3353
The School Services Sourcebook. (2024). In Oxford University Press eBooks. https://doi.org/10.1093/oso/9780197603413.001.0001Zhang, Z., Jia, M., & Gu, L. (2012). Transformational leadership in crisis situations: evidence from the People's Republic of China. The International Journal of Human Resource Management, 23(19), 4085-4109.
Towler, A. (2020). Transformational leadership. CQ Net - Management Skills for Everyone! https://www.ckju.net/en/dossier/qualities-transformational-leaders-and-what-distinguishes-them-transactional-leaders
Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318. https://doi.org/10.1016/j.leaqua.2007.04.002
Un D.E.S.A., (2022). Strengthening Disaster Risk Reduction and Resilience for Climate Action through Risk- Informed Governance.
Urick, A., Carpenter, B. W., & Eckert, J. (2021). Confronting COVID: crisis leadership, turbulence, and self-care. Frontiers in Education, 6, Article 642861. https://doi.org/10.3389/feduc.2021.642861
Van Beek, I., Hu, Q., Schaufeli, W. B., Taris, T. W., & Schreurs, B. H. (2012). For fun, love, or money: What drives workaholic, engaged, and burned‐out employees at work?. Applied Psychology, 61(1), 30-55.
Vargas, C. (2021, June 23). Investing in teachers is investing in our common future. Global Partnership for Education. https://www.globalpartnership.org/blog/investing-teachers-investing-our-common-future
Zhang, W., Wang, Y., Yang, L., & Wang, C. (2020). Suspending Classes without Stopping Learning: China’s Education Emergency Management Policy in the COVID-19 Outbreak. Journal of Risk and Financial Management, 13, Article No. 55. https://doi. org/10.3390/jrfm13030055
Downloads
Published
Issue
Section
License
Copyright (c) 2025 NEEJA T. KUMAR, AILEEN B. CATACUTAN (Author)
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
