Perceptions of Change Management Among Filipino Leaders in Multinational Educational Institutions: A Multiple Case Study
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Abstract
Perceptions of change management strategies were explored among Filipino educational leaders working in multinational institutions in Thailand and the United Arab Emirates (UAE). The views of three leaders were examined through a multiple case study approach. A participant from Thailand emphasized resilience and strict adherence to policy within a challenging cultural context. Contrastingly, another Thailand participant spoke of the need for empathetic leadership and proactive acceptance of change, while the participant from the UAE viewed change management as a comprehensive framework necessitating leadership as its driving force. The findings revealed that while a leader may focus on maintaining consistency amid policy changes, leaders may also advocate for an adaptive and supportive environment. This research indicated the critical need for culturally sensitive leadership and adaptive strategies in managing change, offering new insights into the interplay between leadership styles and change management in diverse educational settings. Furthermore, the findings challenge existing theories by highlighting the success of varied approaches to change management in different cultural contexts. The importance of empathy and flexibility in effective leadership was also accentuated.
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