The Role of Crisis Leadership, Emotional Intelligence, and Adversity Quotient on the Organizational Agility of Private Higher Education Institutions

Abstract

Crises present profound challenges to the survival of private higher education institutions (HEIs). Evaluating their leadership approaches and agility is crucial to sustaining their competitiveness and relevance in advancing access to quality education. This study explored the interrelationships between crisis leadership, emotional intelligence, and adversity quotient in shaping the organizational agility of forty-one (41) private higher education institutions in Region XI. It employed descriptive and correlational designs and analyzed data from 413 academic leaders through total enumeration. Findings showed that academic leaders exhibited high levels of crisis leadership, emotional intelligence, and adversity quotient, especially in their ability to demonstrate compassion and care, maintain self-awareness, and endure through challenges. Private HEIs demonstrated a high level of organizational agility, particularly in their capacity to make timely and sound decisions during difficult situations. Crisis leadership, emotional intelligence, and adversity quotient were found to significantly contribute to organizational agility. Hence, the ability of academic leaders to exhibit strong crisis leadership, emotional intelligence, and resilience is vital for private higher education institutions (HEIs) to overcome and recover from crises effectively.