Authors : Ailene Q. Supian; Noel Florencondia

Volume/Issue : Volume 10 - 2025, Issue 5 - May

Google Scholar : https://tinyurl.com/ysk2nds6

DOI : https://doi.org/10.38124/ijisrt/25may691

Note : A published paper may take 4-5 working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and ResearchGate.

Abstract : This study explores strategic approaches to leadership and decision-making within engineering education institutions, focusing on how these practices influence faculty management and institutional performance. Using a qualitative research design, semi-structured interviews were conducted with academic leaders, department heads, and senior faculty members across three engineering institutions in the Philippines. Findings revealed five key themes: participatory leadership, evidence-informed decision-making, collaborative culture, strategic alignment, and leadership development pathways. The research highlights the importance of inclusive leadership models, ongoing professional development, and data-driven strategies in enhancing academic outcomes and institutional resilience. As Bass and Riggio (2006) argue, transformational leadership is central to driving innovation and motivation in complex academic environments. Moreover, Kezar and Eckel (2004) emphasize that leadership in higher education must be adaptive, strategic, and collaborative to respond effectively to institutional challenges.

Keywords : Leadership in Engineering Education, Decision-Making, Faculty Management, Institutional Strategy, Qualitative Research, Academic Leadership.

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