Between Continuity and Change: Support Staff Narratives on Leadership Transition

Abstract

Leadership transitions in higher education are frequent but challenging, and they deeply affect support staff. Amid these recurring leadership transitions, this study employed a phenomenological qualitative design to explore the lived experiences, challenges they face, coping mechanisms they use to overcome difficulties, insights, and learning of the eight support staff members at Davao De Oro State College (DDOSC), New Bataan Branch. Purposive sampling was employed, with participants selected based on at least 4 years of service at the institution. Data were gathered through in-depth interviews and analyzed using thematic analysis. Findings reveal that support staff initially experienced hesitancy, uncertainty, and fear of the unknown, which gradually gave way to adaptation and openness under new leadership. Even with all these challenges, the support staff demonstrated adaptive coping strategies through effective time management, professional discipline, peer collaboration, mentorship, and positive reframing. The institution also played a role by providing training, improving digital resources, and providing sufficient time for adjustment, all of which helped build their resilience. Support staff recognized that change is inevitable and that communication and flexibility are key to navigating change successfully. They recommended practical steps for smoother transitions, such as early, open communication, structured orientations, and collaborative handovers between leaders.