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2025
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| Accesso online: | https://doi.org/10.5281/zenodo.15829709 |
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| _version_ | 1866901567874007040 |
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| author | KUMAR, NEEJA T. CATACUTAN, AILEEN B. |
| author_facet | KUMAR, NEEJA T. CATACUTAN, AILEEN B. |
| contents | <p><strong><span>ABSTRACT</span></strong></p> <p><span> </span></p> <p><span>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. </span><span>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. </span></p> <p><strong><em><span> </span></em></strong></p> <p><strong><em><span>Keywords: </span></em></strong><em><span>Crisis management, Private institutions, Building resilience, Adaptive Leadership, Digital infrastructure, Risk Assessment</span></em><strong><em><span> </span></em></strong></p> |
| format | Recurso digital |
| id | zenodo_https___doi_org_10_5281_zenodo_15829709 |
| institution | Zenodo |
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| publishDate | 2025 |
| publisher | Zenodo |
| record_format | zenodo |
| spellingShingle | CRISIS MANAGEMENT IN PRIVATE HIGHER INSTITUTIONS: EXPLORING LEADERSHIP PRACTICES FOR BUILDING RESILIENCE KUMAR, NEEJA T. CATACUTAN, AILEEN B. <p><strong><span>ABSTRACT</span></strong></p> <p><span> </span></p> <p><span>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. </span><span>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. </span></p> <p><strong><em><span> </span></em></strong></p> <p><strong><em><span>Keywords: </span></em></strong><em><span>Crisis management, Private institutions, Building resilience, Adaptive Leadership, Digital infrastructure, Risk Assessment</span></em><strong><em><span> </span></em></strong></p> |
| title | CRISIS MANAGEMENT IN PRIVATE HIGHER INSTITUTIONS: EXPLORING LEADERSHIP PRACTICES FOR BUILDING RESILIENCE |
| url | https://doi.org/10.5281/zenodo.15829709 |