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Change Management and the Impact of Teaching Efficacy and Strategic Agility on Organizational Performance in Malaysian Private Higher Education Institutions

Author

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  • Chua Chek Yea

    (Tun Razak Graduate School, Universiti Tun Abdul Razak, 195A, Jalan Tun Razak, Hampshire Park, 50450, Kuala Lumpur, Malaysia)

  • Gazi Md Nurul Islam

    (Tun Razak Graduate School, Universiti Tun Abdul Razak, 195A, Jalan Tun Razak, Hampshire Park, 50450, Kuala Lumpur, Malaysia)

Abstract

The effect of leadership change management on organizational performance is important for the long-term sustainable management of higher education private organisations. The objective of this study was to assess how the leadership change management, strategic agility, teaching efficacy influence on successful transformation in the private higher education institutions in Malaysia. The study examined the mediating effect of strategic agility on the relationship between leadership change management, teaching efficacy and organizational performance among the private higher education institutions in Malaysia. The results of the study posited a direct correlation between strategic agility and organisational performance. These results of the study found that organizational change management, teaching effectiveness, transformational leadership contributed to the performance of private higher learning institutions (PHLIs) in Malaysia. The findings indicate that strategic agility has a substantial impact on organisational success. The results of the study contribute to add to the body of knowledge in leadership change management strategy in private higher learning institutions in Malaysia. The study provides valuable inputs for the policy makers in formulating higher education policy in Malaysia.

Suggested Citation

  • Chua Chek Yea & Gazi Md Nurul Islam, 2025. "Change Management and the Impact of Teaching Efficacy and Strategic Agility on Organizational Performance in Malaysian Private Higher Education Institutions," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 9(4), pages 3007-3020, April.
    • Handle: RePEc:bcp:journl:v:9:y:2025:issue-4:p:3007-3020
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    References listed on IDEAS

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    1. Birgit Leick, 2019. "Steering through tough times? Insights into strategic change processes of small firms in the context of demographic challenges," International Journal of Globalisation and Small Business, Inderscience Enterprises Ltd, vol. 10(2), pages 163-186.
    2. Katherine A. DeCelles & Paul E. Tesluk & Faye S. Taxman, 2013. "A Field Investigation of Multilevel Cynicism Toward Change," Organization Science, INFORMS, vol. 24(1), pages 154-171, February.
    3. Nori Nur Amalina & Armanu & Christin Susilowati, 2022. "The effect of transformational leadership and organizational justice toward employee performance mediated by job satisfaction: A study of Blitar, Indonesia police," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 11(4), pages 95-105, June.
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