¹Leovigildo Lito D. Mallillin, Phd,²Giovanni Carlo L. Atendido, Ms, Rgc, Lpt,³Rex L. Llonora,⁴Patrick Andre C. Mencias,⁵Paul Anthony L. Tecson,⁶, Michi Rey B. Tayamora,⁷Leylani Herico-Samson

^1,6,7Faculty, Institute of Education-Department of Undergraduate Studies Far Eastern University, Manila, Philippines

²Faculty, Institute of Arts and Sciences-Department of Psychology Far Eastern University, Manila, Philippines

³Faculty, Institute of Arts and Sciences-Department of International Studies, Far Eastern University, Manila, Philippines

⁴Faculty, Institute of Arts and Sciences-Department of Language and Literature, Far Eastern University, Manila, Philippines

⁵Faculty, Institute of Arts and Sciences, Department of Interdisciplinary Studies Far Eastern University, Manila, Philippines

The paper investigates the educational leadership management practices as a perspective to educational transformation.
The descriptive correlation research design is utilized in the study to quantify and measure the profile of the respondents, contribution of effective style educational leadership management and practices, and educational transformation perspective of the educational management practices of the respondents. Likewise, purposive quota sampling employs in the study to define the criteria for the sample size. The study comprised fifty (50) respondents only.
Results show that the contribution of effective style educational leadership management and practices of the respondents involves democratic leaders where they yield with a high morale environment to generate and motivate creative solutions of effective leadership style in school organization, show that instructional leadership involves on planning practice, coordination, evaluation, and teaching improvement learning, show that authoritative leaders ensure that the systems are in order, and quick in the decision process and control the organization, show that coaching leadership involves behavior, attitude, work performance, evaluation, process of the work, and the policies in the school organization, and show that transformational leaderships is an essential element in the organization to be imposed for good, better, and best because all employees in the school organization are determinant for the process. Hence, educational transformation perspective of the educational management practices of the respondents explores career, advocacy, and policy in pursuing equity in education, contributes to the school system in the organization, reveals significant effect on positive and negative effects of the transformational leadership process, maintains school culture and identity for the diverse and challenging condition strength of school organization and setting, and supports the innovation of learning in the school organization and supports advanced flexible learning technology.

Educational leadership management practices, educational transformation, democratic leadership style instructional leadership style, authoritative leadership style, coaching leadership style, transformational leadership style, educational equity, educator motivation morale improvement, student experiences, strengthening school culture, and innovation skills in leadership

1) Amirrudin, M., Nasution, K., & Supahar, S. (2021). Effect of variability on Cronbach alpha reliability in research practice. Jurnal Matematika, Statistika dan Komputasi, 17(2), 223-230.

2) Assey, E. S., Malingumu, W., & Babyegeya, E. (2022). THE PERCEPTIONS OF SECONDARY SCHOOL COMMUNITIES IN TABORA REGION ON THE FELT EFFECT OF DEMOCRATIC LEADERSHIP STYLE ON CURRICULUM IMPLEMENTATION. European Journal of Research and Reflection in Educational Sciences, 10(1).

3) Buleshkaj, O., & Koren, A. (2022). Educational leadership for the national curriculum implementation: the case of Kosovo. International Journal of Management in Education, 16(3), 259-275.

4) Da’as, R. A. (2022). From Simple to Complex: The Relationship Between Educational Leaders’ Cognitive Complexity and Leadership-Style Profiles. Leadership and Policy in Schools, 1-18.

5) Gurr, D., Drysdale, L., & Goode, H. (2022). An open systems model of successful school leadership. Journal of Educational Administration.

6) Harris, A. and Jones, M., 2021. Exploring the leadership knowledge base: evidence, implications, and challenges for educational leadership in Wales. School Leadership & Management, 41(1-2), pp.41-53.

7) Lazcano, C., Guerrero, P., & Volante, P. (2022). Influence of instructional leadership on teacher retention. International Journal of Leadership in Education, 1-19.

8) Lubis, M. S. A., Fatmawati, E., Pratiwi, E. Y. R., Sabtohadi, J., & Damayanto, A. (2022). Understanding Curriculum Transformation Towards Educational Innovation in The Era of All-Digital Technology. Nazhruna: Jurnal Pendidikan Islam, 5(2), 526-542.

9) Lubis, W., Sagala, S., Saragih, A. H., & Sagala, G. H. (2021). Measuring valuable antecedents of instructional leadership in educational organisations. International Journal of Management in Education, 15(1), 41-57.

10) Luedi, M. M. (2022). Leadership in 2022: A perspective. Best Practice & Research Clinical Anaesthesiology.

11) Mallillin, L. L. D. (2017). Human resource management in selected higher education institutions (HEI): Towards enhancing employees’ work. International Journal of Advanced Research in Management and Social Sciences, 6(1), 58-74.

12) Mallillin, L. L. D. (2021). Job Satisfaction and Favorable Outcome on Teachers’ Work Performance: The Noblest Profession.

13) Mallillin, L. L. D. (2022). Teaching and learning intervention in the educational setting: adapting the teacher theory model. International Journal of Educational Innovation and Research, 1(2), 99-121.

14) Mallillin, L. L. D., & Mallillin, J. B. (2019). Competency skills and performance level of faculties in the higher education institution (HEI). European Journal of Education Studies.

15) Mallillin, L. L. D., Mallillin, J. B., Ampongan, Y. D., Lipayon, I. C., Mejica, M. M., & Burabo, J. Z. (2023). Instructional design for effective classroom Pedagogy of teaching. Eureka: Journal of Educational Research, 1(2), 41-52.

16) Mallillin, L. L. D., Atendido, G. C. L., & Tecson, P. A. L. Mental and Emotional Well-Being Awareness: Towards a Healthy Behaviour and Expectation.

17) Mallillin, L. L. D., Mendoza, L. C., Mallillin, J. B., Felix, R. C., & Lipayon, I. C. (2020). Implementation and readiness of online learning pedagogy: a transition to COVID 19 pandemic. European Journal of Open Education and E-learning Studies, 5(2).

18) McGinity, R., Heffernan, A., & Courtney, S. J. (2022). Mapping trends in educational-leadership research: A longitudinal examination of knowledge production, approaches and locations. Educational Management Administration & Leadership, 17411432211030758.

19) Mõttus, R. (2021). What does a correlation say about me? A tutorial on translating correlational research findings to their implications for individual people. PsyArXiv. August, 16.

20) Muliati, L., Asbari, M., Nadeak, M., Novitasari, D., & Purwanto, A. (2022). Elementary School Teachers Performance: How The Role of Transformational Leadership, Competency, and Self-Efficacy?. International Journal of Social and Management Studies, 3(1), 158-166.

21) Norizan, N. S., Ismail, I., & Hamzah, M. I. (2021). Validity and Reliability of Measurements for Perceived Organizational Support and Turnover Intention Among Employees in the Services Sector. International Journal of Academic Research in Business and Social Sciences, 11(6), 400-409.

22) Philip, J., & Gavrilova Aguilar, M. (2022). Student perceptions of leadership skills necessary for digital transformation. Journal of Education for Business, 97(2), 86-98.

23) Plotner, A. J., & Walters, C. B. (2022). Perceptions of District-and School-Level Special Education Leaders on Guardianship and Adult Decision-Making Support. Journal of Disability Policy Studies, 32(4), 290-300.

24) Rizaq, A. D. B. E. (2022). Primary school principal perspective to strengthen Indonesian national identity. In Innovation on Education and Social Sciences (pp. 96-104). Routledge.

25) Shaturaev, J. and Bekimbetova, G., 2021. THE DIFFERENCE BETWEEN EDUCATIONAL MANAGEMENT AND EDUCATIONAL LEADERSHIP AND THE IMPORTANCE OF EDUCATIONAL RESPONSIBILITY. InterConf.

26) Wang, J., Gu, Y., Luo, Y., Huang, Y., & Liao, L. (2022). The mechanism of the influence of coaching leadership behavior on subordinate’s sense of gain at work. Leadership & Organization Development Journal, (ahead-of-print).

27) Wen, H., Yang, J., & Zhao, N. (2022). Toward educational equity in China: The relationships between language performance and socioeconomic status at the individual, school, and district levels. Asian Journal of Social Psychology, 25(1), 75-87.

VOLUME 06 ISSUE 03 MARCH 2023

There is an Open Access article, distributed under the term of the Creative Commons Attribution – Non Commercial 4.0 International (CC BY-NC 4.0) (https://creativecommons.org/licenses/by-nc/4.0/), which permits remixing, adapting and building upon the work for non-commercial use, provided the original work is properly cited.