Communication, Leadership Style, Job Security, and Employee Engagement: A Structural Model on Adaptability of Organizational Change in Higher Education Institutions

In response to the fast transformations shaping higher education, employee adaptability has emerged as a critical determinant of institutional resilience and performance. This study examined the impact of key organizational factors, including communication, leadership styles, job security, and employee engagement, on employee adaptability to organizational change at Mindanao State University–Marawi Campus. Recognizing adaptability as essential to institutional resilience, the research aligned with Sustainable Development Goals (SDGs 4, 8, 9, 10, and 16) and employed a descriptive-correlational and causal-comparative design, utilizing stratified random sampling to survey 553 academic, semi-academic, and administrative personnel. Data analysis was conducted using Pearson correlation, multiple regression, and Structural Equation Modeling (SEM). Results indicated that job security and engagement significantly predicted adaptability, with self-efficacy, teamwork, transactional leadership, and motivation emerging as key contributors. Among five structural models tested, only Model 5 satisfied all fit indices, leading to the development of the SPM Adaptability Model (Soraya Panondi Manamparan's Model of Adaptive Organizational Change). The model emphasizes the interconnected roles of transparent communication, inclusive leadership, psychological safety, and employee motivation in facilitating successful change implementation. These findings provide both theoretical and practical insights for higher education institutions, offering a validated framework to strengthen adaptability, foster inclusive governance, and cultivate a future-ready workforce amid continuous organizational transformation.