Mediating Effect of Change Management Practices of School Leaders in the Relationship between Adversity Quotient and Organizational Commitment of Teachers

Abstract

Exploring the dynamic relationship among teachers' adversity quotient, organizational commitment, and the pivotal role of school leaders' change management practices offers a comprehensive understanding of how strategic leadership impacts educational environments. This study aimed to explore the mediating effect of school leaders' change management practices on the relationship between teachers' adversity quotient and their organizational commitment in Region XI, Philippines. Employing a random sampling method, 200 public school teachers from this region were surveyed using a non-experimental quantitative approach, which included mediating and descriptive correlation analyses. The findings highlighted a high adversity quotient and organizational commitment among teachers, alongside very high levels of change management practices among school leaders, indicating that these attributes are frequently present. A notable correlation was found between teachers' adversity quotient, their organizational commitment, and school leaders' change management practices. Importantly, the change management practices of school leaders significantly mediated the relationship between teachers' adversity quotient and organizational commitment, underscoring the crucial role of strategic leadership in influencing organizational outcomes. Recommendations include encouraging Department of Education Officials to start or continue resilience and leadership training programs to boost commitment and foster effective change management. Further studies are advised to investigate the long-term effects of such interventions and to develop policies that support teacher well-being and leadership skills, promoting a conducive work environment and higher commitment levels.