MANAGERIAL CAPACITIES AND EXECUTIVE SUCCESSION IN THE LIGHT OF PAULO FREIRE’S TRANSFORMATIVE EDUCATION: IMPLICATIONS TO TRANSFORMATIVE MANAGEMENT

The dissertation studied the direct relation of transformative education of Paulo Freire to transformative management in the context of managerial capacities and executive succession of Local Colleges and Universities where transformation is essentially needed. This paper focused on the implications of transformative education to transformative management with an end-goal of providing concrete ideal actions for transforming LCUs. To reflect on the managerial capacities and executive succession of LCUs, the dissertation used hermeneutic phenomenology. The process of phenomenological method employed in the research started from epoche to horizontalization. The process of epoche was used to reduce prejudices. The Delphi Method was employed through in-person interviews and focus group discussions (FGDs) using two different panels of experts for each of the first and second iterations in order to gather opinions, comments on statements, and expressed ideas until the experts achieve a consensus on the issues of the textural themes. The structural syntheses were employed by fusing the data from the horizontalization process through the themes of conscientization, radicalization, praxis, problem-posing method and dialogue. The research advocated transformation in managerial capacities and executive succession to be achieved through continuous innovations of LCU programs and plans, preserving personal and professional integrity through continuous academic upgrading, prioritizing excellence and commitment, challenging the culture of political patronage, and emphasizing on local, national, and international affiliations. The result of the study showed the need to have balance views on LCU presidents who are either insider or outsider.