Culture as a Catalyst: Managing Organisational Change in Educational Institutions
Abstract
Organisational culture shapes the heartbeat of educational institutions, influencing how leaders guide, staff adapt, and change initiatives succeed. This study explores the role of organisational culture as a catalyst in managing change within primary, secondary, and vocational schools in Gulu, Uganda. Employing a qualitative case study design, data were collected through semi-structured interviews, observations, and document reviews from six purposively selected educational and cultural leaders. The findings reveal that leadership, mentoring, and culturally embedded rituals such as morning devotions and traditional dances serve as powerful mechanisms for transmitting values, shaping behaviour, and enhancing staff adaptation to change. Staff internalise culture through both formal and informal channels, while their responses to change are mediated by trust, teamwork, and cultural alignment. Strategically leveraging these cultural practices enhances resilience, engagement, and institutional adaptability. The study contributes to the literature by highlighting the interplay between indigenous culture and organisational change, providing actionable insights for leaders seeking contextually relevant approaches to managing change in resource-constrained and culturally rich educational environments
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References
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Copyright (c) 2025 Gloria Lamaro, Acayo Agnes, Lakot Christine Canogura, Ocan Joel, Ochen Paul Pax, Tulina Dorcas
This work is licensed under a Creative Commons Attribution 4.0 International License.
