Abstract
Organizational Development (OD) Interventions rely on the leadership styles of the university leaders. This underscores the innovative mind and efficiency of making the aims and objectives of the organization a reality, especially if there are changes. When there are changes in the administration, emerging challenges are identified that can compromise an organization's operations. This gap gained limited attention in the literature, which makes the researcher interested. This study assessed the leadership styles and competencies needed to implement organizational development (OD) interventions at Cebu Technological University, located in Cebu, Philippines. These are correlated to determine a significant relationship between variables. This study used a descriptive-correlational research design. One hundred nine (109) respondents participated in the study through a simple random sampling. The results identified that Transformational Leadership has a significant relationship with Communication Skills (p-value of 0.000), Visionary Thinking (p-value of 0.001), Emotional Intelligence (p-value of 0.001), and Decision-Making and Problem Solving (p-value of 0.004). Situational Leadership has a significant relationship with Visionary Thinking (p-value of 0.003), Emotional Intelligence (p-value of 0.040), and Decision-Making and Problem Solving (p-value of 0.024). Adaptive Leadership has no significant relationship to any of the Leadership Competencies. This means that in implementing Organizational Development (OD) interventions, leaders must be transformative, and able to assess the situation in facing unique challenges. This study recommends a management plan that can capture the sustainability of leading and managing the university, especially when there are changes.
