Transformational Leadership In Private Higher Education Institutions (HEIS): The Role Of Program Administrators In Driving Institutional Excellence In Sorsogon Province
DOI:
https://doi.org/10.5281/zenodo.19953507Keywords:
Transformational Leadership, Institutional Excellence, Program Administrators, Private Higher Education Institutions (HEIs), Sorsogon Province, Transformational Synergy Leadership Theory (TSLT), Academic Performance.Abstract
Within higher education’s shifting environment, program administrators play a vital role in upholding institutional achievement. Utilizing a descriptive-inferential design, 95 program administrators in private Higher Education Institutions (HEIs) in Sorsogon Province were assessed on their profiles and leadership practices of the 4I’s of transformational leadership. Institutional excellence through academic performance was measured. Significant differences in transformational leadership between two districts, as well as problems encountered in transformational leadership implementation, were also analyzed. Findings reveal that administrators demonstrate transformational behaviors, with Idealized Influence (AWM = 3.70) being the strongest attribute. While institutional excellence reached a high extent, particularly in faculty teaching effectiveness (AWM = 3.39) and licensure exam performance (AWM = 3.29), a notable gap in vision execution exists. A statistically significant difference (p = 0.0027) was found between the 1st and 2nd Districts, highlighting varying levels of mentorship and support. The study introduces the Transformational Synergy Leadership Theory (TSLT) to integrate a multifaceted framework to foster a resilient culture of innovation and long-term institutional excellence. In conclusion, although transformational leadership behaviors are demonstrated by program leaders, there is still an existing need for a continuous shift from a traditional to a transformational leadership program framework, ensuring a continuous pursuit of institutional excellence.
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