Home⇛Asia Pacific Journal of Management and Sustainable Development⇛vol. 13 no. 1 Part 1 (2025)

Organizational Climate, Leadership Styles, and Employee Engagement for Selected Lo-cal Colleges: Basis for An Improved Organi-zational Performance Framework

Mario Carmelo Pesa

Discipline: management studies

 

Abstract:

In the evolving landscape of higher education, local colleges and universities face increasing pressures to refine their management practices to achieve better educational outcomes and institutional success. This study examines the relationships between organizational climate, leadership styles, and employee engagement, focusing on their combined impact on management effectiveness within educational institutions in the CALABARZON region. Specifically, the study explores the organizational climate through dimensions such as collaboration, teamwork, communication, transparency, and adaptability, essential to fostering a positive working environment. Leadership styles—autocratic, democratic, transformational, and transactional—are also evaluated for their influence on employee motivation and performance. Employee engagement is measured through key indicators like vigor, absorption, and dedication, all of which are critical to sustaining high levels of productivity and morale. The research also aims to identify key predictors of employee engagement, which can serve as actionable insights for administrators. The findings contribute to the creation of a management effectiveness framework tailored to the specific needs of academic institutions in the CALABARZON region. By adopting this framework, institutional leaders can enhance employee engagement, foster a more collaborative and innovative organizational climate, and implement leadership strategies that support both employee well-being and institutional success. Ultimately, the research provides practical recommendations for refining management strategies to improve overall institutional effectiveness and sustainability.



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