In e na ional Jou nal o Social Science and Human Resea ch
ISSN (p in ): 2644-0679, ISSN (online): 2644-0695
Volume 08 Issue 11 No embe 2025
DOI: 10.47191/ijssh / 8-i11-87, Impac ac o - 8.007
Page No: 9226-9240
IJSSHR, Volume 08 Issue 11 No embe 2025 www.ijssh .in Page 9226
Leading Th ough Facili a ion: T ans o ming Collabo a ion, T us , and
Change Readiness in Maldi ian Ins i u ions
Ahmed Zaki1, Aisha h Sa oo a2, Ismail Sajid3, Zubai Hassan4
1,2,3PhD Schola , Islamic Uni e si y o Maldi es
4Assis an P o esso , Islamic Uni e si y o Maldi es
ABSTRACT: In oday’s apidly e ol ing o ganiza ional landscape, acili a ion has eme ged as a c i ical leade ship compe ency
ha mo es beyond adi ional command-and-con ol models owa d pa icipa o y decision-making, sha ed owne ship, and e lec i e
dialogue. This concep ual pape explo es how acili a i e leade ship enhances collabo a ion, us , and o ganiza ional adap abili y
wi hin Maldi ian ins i u ions. D awing on ans o ma ional leade ship, ela ional coo dina ion, and o ganiza ional eadiness o
change heo ies, i syn hesizes ecen li e a u e (2020–2025) o highligh acili a ion’s g owing ele ance ac oss he ci il se ice,
educa ion sec o , local councils, and NGOs. In he Maldi es, leade ship emains shaped by hie a chical adi ions; howe e , ongoing
decen aliza ion and go e nance e o ms p o ide e ile g ound o acili a i e app oaches o lou ish. The pape a gues ha
acili a i e leade ship s eng hens coo dina ion, deepens us , and builds ins i u ional esilience. I concludes ha in eg a ing
acili a ion in o leade ship de elopmen and capaci y-building p og ams can os e a mo e inclusi e, adap i e, and us -based
o ganiza ional cul u e ac oss Maldi ian ins i u ions.
KEYWORDS: Facili a i e Leade ship, Collabo a ion, T us and Change Managemen
1. INTRODUCTION
Leade ship in con empo a y o ganiza ions inc easingly demands adap abili y, pa icipa ion, and collabo a ion. T adi ional
hie a chical models oo ed in au ho i y and con ol; a e no longe su icien in add essing apid echnological, social, and
ins i u ional change. Schola s highligh a pa adigm shi owa d pa icipa o y and p ocess-o ien ed leade ship ha enables a he
han di ec s o he s (McKie & Willis, 2023; Edmondson & Lei, 2022). Facili a i e leade ship ep esen s his e olu ion, emphasizing
dialogue, us , sha ed owne ship, and empowe men (Schmid -Hube e al., 2024). Mo e han a communica ion ool, acili a ion is
a leade ship compe ency ha enables eams o collabo a e e ec i ely, manage con lic cons uc i ely, and sus ain a cul u e o
collec i e lea ning.
Globally, acili a ion has gained ecogni ion as a i al leade ship capabili y ha enhances psychological sa e y, engagemen , and
inno a ion (Rei z e al., 2021; Ca meli & Du on, 2023). Facili a i e leade s se e as ca alys s o collabo a ion; connec ing di e se
pe spec i es and os e ing us h ough anspa ency and empa hy. Wi hin ans o ma ional leade ship and ela ional coo dina ion
amewo ks, acili a ion unc ions as a beha io al b idge linking in e pe sonal ela ionships wi h o ganiza ional ou comes. In his
sense, leade s ac as enable s o collec i e in elligence, guiding ins i u ions o adap and h i e amid unce ain y and change.
In he Maldi ian con ex , he ele ance o acili a i e leade ship is ampli ied by he na ion’s unique cha ac e is ics as a small island
de eloping s a e (SIDS). The Maldi es aces dis inc go e nance challenges, including geog aphic dispe sion, limi ed esou ces,
and he need o obus in e -agency collabo a ion. Leade s ac oss minis ies, schools, and councils mus coo dina e de elopmen
p og ams ha span mul iple islands and sec o s. Facili a i e leade ship is pa icula ly sui ed o his en i onmen , aligning wi h
cul u al adi ions o shu a (consul a ion) and collec i e decision-making. Recen esea ch highligh s a g owing shi om
hie a chical o pa icipa o y models wi hin educa ion and ci il se ice sec o s (Waheeda, 2024; Sudha & Azam, 2023), sugges ing
ha acili a ion could play a ans o ma i e ole in s eng hening ins i u ional e ec i eness and change eadiness.
Despi e global ecogni ion o acili a i e leade ship, i s p ac ice wi hin Maldi ian ins i u ions emains unde explo ed. Cu en
leade ship de elopmen p og ams con inue o p io i ize adminis a i e and manage ial compe encies o e ela ional and acili a i e
skills. As a esul , many o ganiza ions ace challenges ela ed o coo dina ion, inno a ion, and employee engagemen . Add essing
hese gaps equi es a clea e concep ual unde s anding o acili a ion and i s in e connec ed oles in os e ing us , collabo a ion,
and o ganiza ional eadiness o change.
Leading Th ough Facili a ion: T ans o ming Collabo a ion, T us , and Change Readiness in Maldi ian Ins i u ions
IJSSHR, Volume 08 Issue 11 No embe 2025 www.ijssh .in Page 9227
2. PROBLEM STATEMENT
Al hough leade ship de elopmen has gained a en ion in he Maldi es, mos ins i u ional amewo ks con inue o emphasize
hie a chical and di ec i e app oaches. Such models es ic pa icipa ion, s i le inno a ion, and weaken us among employees.
Empi ical s udies in Maldi ian educa ion and public adminis a ion e eal ha leade ship e ec i eness is cons ained by limi ed
collabo a ion and igid communica ion s uc u es (Ismail, 2022; Waheeda, 2024). Cen alized decision-making and en enched
hie a chies o en supp ess pa icipa o y dialogue, c ea ing a disconnec be ween leade ship ision and o ganiza ional p ac ice. The
absence o s uc u ed acili a i e p ocesses u he con ibu es o agmen ed coo dina ion and low eadiness o e o m ini ia i es.
Globally, leade ship esea ch unde sco es acili a ion as a mechanism ha enhances collabo a ion, builds us , and s eng hens
o ganiza ional adap abili y. Edmondson and Lei (2022) highligh ha acili a i e beha io s os e psychological sa e y as he
ounda ion o lea ning and change while McKie and Willis (2023) desc ibe acili a ion as he communica i e p ocess ha
ans o ms leade ship in o collec i e co-c ea ion. Ra e y and Jimmieson (2023) also demons a e i s pi o al ole in p omo ing
o ganiza ional eadiness o change. Despi e his g owing body o e idence, hese amewo ks emain la gely unexamined in
Maldi ian ins i u ions, whe e leade ship cul u e con inues o be shaped by bu eauc a ic con ol.
Exis ing Maldi ian s udies e e encing pa icipa o y o democ a ic leade ship emphasize he impo ance o ela ional and e lec i e
compe encies (Nasi , 2023; Abdulla, 2016). Howe e , no in eg a ed concep ual o empi ical models link acili a i e leade ship wi h
collabo a ion, us , and eadiness o change wi hin he local con ex . This gap limi s he de elopmen o e ec i e leade ship
aining and e o m ini ia i es ac oss minis ies, schools, and NGOs.
The e o e, he cen al p oblem add essed in his s udy is he limi ed heo e ical and p ac ical unde s anding o acili a ion as a
leade ship compe ency wi hin Maldi ian ins i u ions. Explo ing acili a i e leade ship as a pa hway o enhance collabo a ion, build
us , and s eng hen o ganiza ional eadiness will no only en ich leade ship schola ship bu also suppo na ional e o ms ocused
on decen aliza ion, inclusi e go e nance, and ins i u ional capaci y-building.
Al hough global s udies link acili a i e leade ship o collabo a ion and eadiness, he e emains limi ed unde s anding o how hese
dynamics ope a e in small-island go e nance con ex s. No empi ical o concep ual model ye si ua es acili a ion wi hin he
in e dependence o us , collabo a ion, and ins i u ional eadiness in he Maldi es. This pape he e o e con ibu es by syn hesizing
hese dimensions in o a con ex ualized heo e ical model.
3. RESEARCH OBJECTIVES
1. To explo e acili a ion as a co e leade ship compe ency wi hin he amewo k o con empo a y o ganiza ional leade ship
heo ies.
2. To discuss how acili a i e leade ship suppo s collabo a ion and us ac oss eams and ins i u ions.
3. To discuss he concep ual ela ionship be ween acili a i e leade ship and o ganiza ional eadiness o change in Maldi ian
ins i u ions.
4. To highligh he ele ance o acili a i e leade ship o leade ship de elopmen wi hin he Maldi ian public, educa ional,
and non-go e nmen al sec o s.
4. RESEARCH QUESTIONS
In o de o di ec majo in es iga ions, he ollowing esea ch ques ions a e ollowed;
1. How is he e m " acili a i e leade ship" ope a ionalized by leade s in he con ex o con empo a y leade ship in he
Maldi es?
2. How does acili a i e leade ship in luence he quali y and e ec i eness o in e -depa men al o c oss- unc ional
collabo a ion wi hin ins i u ions in he Maldi es?
3. How does acili a i e leade ship s eng hen us wi hin ins i u ions in he con ex o cen alized go e nance?
4. How do employees in ins i u ions pe cei e he ole o hei leade s in acili a ing change and mi iga ing esis ance?
5. STATEMENT OF JUSTIFICATION AND SIGNIFICANCE
This s udy is o g ea signi icance o heo y, p ac ice, and na ional de elopmen in he Maldi es. The s udy will es acili a i e
leade ship heo y and place he esponses in a a he unique SIDS con ex , adding o he global li e a u e o leade ship. Mos
leade ship models a e de i ed om Wes e n, indus ialized se ings. In his espec , he p esen esea ch will be in a posi ion o
p o ide insigh s on how cul u al nuances, such as hose in he Maldi ian socio-poli ical en i onmen , in luence he applica ion and
e ec i eness o acili a i e p ac ices. These may, in u n, allow o mo e nuanced, globally ele an heo y de elopmen (Ho s ede,
2001).
This esea ch will p o ide policymake s, senio ci il se an s, and o ganiza ional heads in he Maldi es wi h an e idence-based
amewo k o leade ship de elopmen . Enhance o ganiza ional capaci y o managing complex ansi ions, such as iscal
decen aliza ion o clima e adap a ion p ojec s. Design a ge ed aining p og ams o de elop acili a i e compe encies among
cu en and eme ging leade s. A he mac o le el, success ul adop ion o acili a i e leade ship se es as a co ne s one o good
Leading Th ough Facili a ion: T ans o ming Collabo a ion, T us , and Change Readiness in Maldi ian Ins i u ions
IJSSHR, Volume 08 Issue 11 No embe 2025 www.ijssh .in Page 9228
go e nance and sus ainable na ional de elopmen . Democ a ic alues a e nu u ed a he g ass oo s le el when decision-making is
inclusi e. Collabo a i e and agile ins i u ions a e mo e capable o ha nessing inno a ion and managing economic change.
Clea ly, he Maldi es has e y ambi ious clima e esilience plans; hei implemen a ion equi es coo dina ion and us ul
collabo a ion.
6. LITERATURE REVIEW
De ini ion o he key concep s;
Concep
Au ho (Yea )
De ini ion
Facili a ion
Schmid -Hube e al.,
(2024) & C oppe (2011)
A leade ship p ocess ha enables indi iduals o g oups
o wo k collabo a i ely owa d sha ed goals h ough
guided dialogue, e lec ion, and pa icipa o y decision-
making.
Facili a i e
Leade ship
Day e al., (2020) and
McKie & Willis (2023)
A ela ional and p ocess-o ien ed leade ship s yle in
which leade s ac as guides, coaches, and enable s
a he han di ec o s. I emphasizes empowe men ,
dialogue, and us o align eams owa d collec i e
success.
Collabo a ion
Yoon & Lee (2022) and
Shaw e al., (2024)
The p ocess o indi iduals o g oups wo king oge he
o achie e a common goal h ough sha ed
esponsibili y, open communica ion, and coo dina ed
ac ion.
T us
Li, Liu & Luo (2024) and
Rei z e al., 2021)
The belie in a leade ’s in eg i y, compe ence, and
ai ness, o ming a ounda ion o open
communica ion, isk- aking, and coope a i e beha io .
In acili a i e con ex s, us is buil h ough
au hen ici y, anspa ency, and consis ency.
Psychological Sa e y
Edmondson & Lei (2022)
The sha ed belie ha indi iduals can exp ess ideas, ask
ques ions, o admi mis akes wi hou ea o nega i e
consequences; an essen ial ou come o acili a i e
leade ship.
O ganiza ional
Readiness o Change
Caci e al., (2025) and
Ra e y & Jimmieson
(2023)
The collec i e psychological and beha io al
p epa edness o membe s o implemen and sus ain
change. I depends on mo i a ion, capabili y,
con idence, and commi men .
Empowe men
Schmid -Hube e al.,
(2024) and O eg e al.,
(2022)
Delega ing au ho i y and os e ing au onomy among
employees o make meaning ul con ibu ions and
decisions. Facili a i e leade s c ea e empowe men by
de eloping compe ence and p o iding eedback.
Rela ional
Coo dina ion
Day e al., (2020)
The mu ual p ocess o communica ing and ela ing o
ask in eg a ion, cha ac e ized by sha ed goals, sha ed
knowledge, and mu ual espec .
Re lec i e P ac ice
Schmid -Hube e al.,
(2024)
The habi o c i ically analyzing expe iences and
ac ions o imp o e p o essional judgmen and lea ning,
enabling sel -awa eness and adap abili y.
Pa icipa o y
Decision-Making
Ha ey e al., (2023) and
Waheeda (2024)
A collec i e app oach o p oblem-sol ing in which
s akeholde s con ibu e o de ining issues, gene a ing
solu ions, and selec ing ac ions. Facili a ion ensu es
equi able pa icipa ion and consensus-building.
6.1 Concep ual Founda ions: Facili a ion and Leade ship
Facili a ion has e ol ed om a se o g oup-managemen echniques in o a co e leade ship compe ency cen al o con empo a y
o ganiza ional e ec i eness. In complex, in e dependen sys ems, leade s a e inc easingly alued o hei abili y o coo dina e
dialogue, build sha ed unde s anding, and guide adap i e lea ning a he han exe ing unila e al con ol (McKie & Willis, 2023;
Leading Th ough Facili a ion: T ans o ming Collabo a ion, T us , and Change Readiness in Maldi ian Ins i u ions
IJSSHR, Volume 08 Issue 11 No embe 2025 www.ijssh .in Page 9229
Edmondson & Lei, 2022). Facili a ion hus ep esen s a shi in leade ship logic om di ec ing ac ion o designing he condi ions
unde which collec i e in elligence can h i e.
Concep ualizing Facili a ion wi hin Leade ship Theo y
Facili a ion is de ined as he p ocess o helping g oups na iga e dialogue, decision-making, and con lic in s uc u ed ye lexible
ways, emphasizing how issues a e add essed a he han p esc ibing ou comes (PON / Ha a d, 2025). Co e acili a i e beha io s
include ac i e lis ening, cons uc i e ques ioning, summa izing sha ed meaning, d awing ou di e se pe spec i es, and c ea ing sa e
spaces o e lec ion (The Sys ems Thinke , 2025). Such p ac ices a e cen al o os e ing psychological sa e y; he sha ed belie
ha eam membe s can exp ess ideas o mis akes wi hou ea (Edmondson & Lei, 2022).
In o ganiza ional leade ship esea ch, acili a ion is no longe iewed as an in e pe sonal so skill bu as a sys emic capaci y ha
enables eams o manage complexi y and ambigui y (Schmid -Hube e al., 2024). Abson e al. (2024) show ha sha ed and
acili a i e leade ship beha io s enhance us wi hin leade ship eams, demons a ing ha acili a ion s eng hens collabo a ion no
only e ically (leade s– ollowe s) bu also la e ally among pee s. This suppo s he idea ha acili a i e leade ship is a collec i e
capabili y, embedded in ela ionships and s uc u es a he han he au ho i y o a single indi idual.
Facili a i e Leade ship as an Enabling P ocess
Facili a i e leade ship ex ends acili a ion in o a con inuous, o ganiza ional p ac ice o enabling a he han di ec ing. Facili a i e
leade s design p ocesses ha p omo e dialogue and e lec i e lea ning; hey ask powe ul ques ions, balance p ocess wi h con en ,
and build sha ed esponsibili y (B and & Rees, 2024; IDEAS/RePEc, 2018). The goal is no consensus o i s own sake bu
collec i e owne ship o decisions and lea ning.
His o ically, educa ional-leade ship esea ch iden i ied acili a ion as a co ne s one o e ec i e school leade ship. Ea ly models o
acili a i e p incipals emphasized h ee domains c ea ing meaning ( ision), guiding g oup p ocesses, and si ua ing ac ions wi hin
ins i u ional con ex s which con inue o in o m cu en amewo ks o collabo a i e school imp o emen (Nasi , 2023; Waheeda,
2024). In co po a e and public-sec o en i onmen s, he same acili a i e p inciples a e now ecognized as d i e s o inno a ion and
eam lea ning (Rei z e al., 2021; Ca meli & Du on, 2023).
Linking Facili a ion o Con empo a y Leade ship Theo ies
F om a heo e ical s andpoin , acili a ion ope a ionalizes key p inciples ac oss mul iple mode n leade ship pa adigms:
o T ans o ma ional Leade ship Theo y (Bass & A olio, 1994) emphasizes ision, inspi a ion, and indi idualized
conside a ion. Facili a ion ansla es hese abs ac elemen s in o beha io al p ocesses—dialogue, empowe men , and
e lec ion— ha ans o m ision in o pa icipa o y ac ion. Mekonnen e al. (2023) demons a e ha ans o ma ional
beha io s signi ican ly p edic o ganiza ional eadiness o change, unde sco ing how acili a ion, as a ans o ma i e
mic o-p ocess, b idges mo i a ion and implemen a ion.
o Dis ibu ed Leade ship Theo y (Spillane, 2006) ames leade ship as sha ed among mul iple ac o s depending on expe ise
and con ex . Facili a ion p o ides he coo dina ion mechanism ha makes dis ibu ed leade ship unc ional, as i s uc u es
pa icipa ion and cla i ies oles wi hin collabo a i e sys ems (Ginsbu g e al., 2024).
o Sha ed Leade ship and Rela ional Leade ship pe spec i es emphasize he in e dependence o ela ionships and collec i e
e icacy. Abson e al. (2024) ound ha sha ed leade ship lou ishes when us and acili a ion a e p esen wi hin eams,
con i ming ha acili a i e beha io s enhance ela ional coo dina ion (Gi ell, 2002).
Thus, acili a i e leade ship can be seen as he beha io al exp ession o hese ela ional and pa icipa o y heo ies, in eg a ing
in e pe sonal communica ion wi h sys emic coo dina ion.
Facili a ion as a Dynamic and Con ex -Responsi e Compe ency
Mode n leade ship con ex s cha ac e ized by hyb id wo k, c oss-sec o al collabo a ion, and con inuous change equi e leade s o
na iga e luid bounda ies. Facili a ion enables leade s o oscilla e be ween di ec i e and pa icipa o y modes as ci cums ances
demand (Leade ship in Implemen a ion o Change, 2021). This lexibili y e lec s wha Schmid -Hube e al. (2024) call a “dynamic
leade ship o ien a ion,” whe e leade s ac as bo h pa icipan s and designe s o collec i e p ocesses.
Ch is ensen (2024) adds ha acili a ion in e ac s wi h ins i u ional design: s a ing condi ions, incen i e s uc u es, and
communica ion no ms ei he enable o cons ain acili a i e beha io s. Hence, acili a ion is no only a pe sonal compe ency bu
also an o ganiza ional capabili y embedded in sys ems and cul u e. In public go e nance se ings such as minis ies o councils in
he Maldi es; his sugges s ha leade ship e o m mus add ess bo h skill de elopmen and ins i u ional edesign o sus ain
acili a i e p ac ices.
Empi ical Suppo o Facili a i e Compe encies
Recen o ganiza ional s udies ein o ce he e ec i eness o acili a i e leade ship ac oss domains. Caci e al. (2025) and Köhle e
al. (2024) link acili a i e communica ion and psychological eadiness o s onge change e icacy. Ginsbu g e al. (2024) show
quali a i ely ha leade s who use in e nal acili a ion empowe on line s a and enhance implemen a ion success, b idging he
gap be ween s a egic in en and ope a ional eali y. Simila ly, Rei z e al. (2021) demons a e ha au hen ici y and mind ulness;
key acili a i e a ibu es p edic highe us and collabo a ion in eams.
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These indings subs an ia e acili a ion as an empi ically g ounded leade ship beha io wi h measu able o ganiza ional ou comes,
complemen ing i s concep ual oo s in pa icipa ion and e lec ion.
Facili a ion as a Me a-Skill o Mode n O ganiza ions
In inc easingly complex ins i u ions, acili a ion unc ions as a me a-skill ha in eg a es emo ional in elligence, communica ion, and
sys ems hinking (Schmid -Hube e al., 2024). I e ames leade ship as an enabling a chi ec u e; a p ocess ha s uc u es
ela ionships, communica ion, and e lec ion o gene a e collec i e insigh . In his sense, acili a ion p o ides he connec i e issue
be ween isiona y in en and collec i e execu ion, ansla ing abs ac leade ship ideals in o angible, collabo a i e ac ion.
Fo small-island con ex s such as he Maldi es, whe e geog aphic dispe sion and in e dependence de ine go e nance, acili a ion
o e s a p agma ic means o sus aining pa icipa ion and cohe ence. Leade s who mas e acili a i e compe encies can b idge cul u al
adi ions o shu a (consul a ion) wi h mode n go e nance demands, ensu ing ha leade ship becomes bo h con ex ually g ounded
and u u e- eady.
Building on his concep ual ounda ion, he nex sec ion explo es how acili a ion di ec ly shapes collabo a ion and us , wo
ela ional ou comes undamen al o ins i u ional e ec i eness.
6.2 Facili a ion, Collabo a ion, and T us
Collabo a ion and us o m he ela ional ounda ion o e ec i e o ganiza ions. In inc easingly in e dependen wo kplaces,
leade ship is less abou unila e al decision-making and mo e abou c ea ing he condi ions unde which collabo a ion can occu
(Ca meli & Du on, 2023). Facili a i e leade ship plays a cen al ole in his p ocess by coo dina ing dialogue, enabling e lec ion,
and aligning di e se s akeholde s owa d sha ed ou comes. Th ough acili a ion, leade s con e s uc u al in e dependence in o
pu pose ul coope a ion buil on psychological sa e y and mu ual espec .
6.2.1 Facili a ion and Rela ional Coo dina ion in Collabo a ion
Collabo a ion ex ends beyond simple coope a ion; i embodies sha ed accoun abili y, collec i e lea ning, and join p oblem-sol ing
(Yoon & Lee, 2022). Acco ding o Rela ional Coo dina ion Theo y, high-pe o ming sys ems depend on he ecip ocal ela ionship
be ween communica ion quali y and ela ionship quali y (Gi ell, 2002; Day e al., 2020). Communica ion ha is imely, accu a e,
and p oblem-sol ing sus ains coo dina ion, while ela ionships cha ac e ized by sha ed goals, sha ed knowledge, and mu ual espec
s eng hen us .
Facili a i e leade ship aligns di ec ly wi h his amewo k. By s uc u ing dialogue, cla i ying sha ed objec i es, and modelling
espec , acili a i e leade s gene a e he ela ional ene gy ha sus ains collabo a ion ac oss eams. Empi ical wo k ein o ces his
link: a 2024 mul isi e s udy in p ima y heal hca e ound ha acili a i e leade ship p edic ed s onge ela ional coo dina ion among
eams (β = 0.19, p < 0.001), e en a e con olling o pa icipa ion cul u e and eam solida i y (Ginsbu g e al., 2024). The inding
con i ms ha acili a ion is no me ely co ela ed wi h eamwo k; i ac s as a causal social p ocess ha binds in e dependen ac o s
h ough us ul communica ion.
In o ganiza ional and public-sec o con ex s, acili a i e leade ship enables bounda y-spanning collabo a ion, whe e di e en
depa men s o s akeholde s co-c ea e solu ions. Ch is ensen (2024) ound ha acili a i e leade ship, combined wi h app op ia e
ins i u ional design, p oduced highe -quali y collabo a ion ou comes in c oss-agency ne wo ks. This insigh is pa icula ly ele an
o Maldi ian ci il-se ice and council sys ems, whe e minis ies and local au ho i ies mus coo dina e unde decen aliza ion
e o ms. Facili a ion p o ides he p ocess discipline needed o align minis ies’ policy objec i es wi h local implemen a ion,
b idging s uc u al silos h ough ela ional coo dina ion.
6.2.2 Facili a ion as a T us -Building Mechanism
T us is he emo ional and cogni i e belie ha o he s will ac wi h in eg i y, compe ence, and ai ness (Li, Liu, & Luo, 2024). In
acili a i e en i onmen s, us is bo h an an eceden and an ou come o e ec i e collabo a ion. Facili a i e leade s build us
h ough au hen ic engagemen , anspa ency, and empa hy; beha io s ha in i e pa icipa ion while educing ea o judgmen (Rei z
e al., 2021).
Resea ch by Abson e al. (2024) demons a ed ha in sha ed-leade ship eams, mu ual us media es he ela ionship be ween
acili a i e beha io s and collec i e pe o mance. Teams led by acili a i e leade s epo ed highe psychological sa e y and
willingness o sha e expe ise. Simila ly, Schmid -Hube e al. (2024) showed ha acili a i e leade s os e us by encou aging
e lec i e dialogue and eedback, which enhance eam adap abili y and lea ning. These indings con e ge on a cen al p emise:
acili a ion ans o ms in e pe sonal us in o an o ganiza ional esou ce ha sus ains engagemen and eadiness o change.
In he Maldi ian con ex whe e o ganiza ional hie a chies emain cul u ally embedded us assumes e en g ea e impo ance.
S udies o school and ci il-se ice leade ship e eal ha employees o en hesi a e o oice opinions o challenge supe io s (Ismail,
2022; Waheeda, 2024). Facili a i e leade ship coun e s his pa e n by ins i u ionalizing lis ening, eedback, and pa icipa o y
dialogue. Leade s who acili a e a he han command signal espec o o he s’ pe spec i es, os e ing e ical and ho izon al us
ha imp o es mo ale and inno a ion.
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6.2.3 Facili a ion, Collec i e Lea ning, and Collabo a ion Quali y
Collabo a ion lou ishes in en i onmen s ha suppo collec i e lea ning he capaci y o g oups o e lec , sha e insigh s, and adap
p ac ices (Ra e y & Jimmieson, 2023). Facili a i e leade ship cul i a es his lea ning o ien a ion by guiding eams h ough
s uc u ed e lec ion and co-analysis. Caci e al. (2025) and Köhle e al. (2024) highligh ha o ganiza ional eadiness o change
is s ongly in luenced by pe cei ed us and communica ion quali y; wo ela ional condi ions c ea ed h ough acili a ion.
Mo eo e , acili a i e leade s ac as lea ning a chi ec s, designing eedback loops ha con e dialogue in o knowledge. Rei z e al.
(2021) linked mind ul and au hen ic acili a ion o s onge o ganiza ional lea ning and esilience. In schools, acili a ion enhances
p o essional lea ning communi ies (PLCs), enabling eache s o co-design pedagogical s a egies and sha e e lec i e p ac ices
(Nasi , 2023). Wi hin NGOs and councils, acili a ion helps communi y g oups ansla e local insigh s in o collec i e ac ion plans.
6.2.4 Facili a ion in Mul i-S akeholde and Ne wo ked Se ings
Mode n go e nance and o ganiza ional ecosys ems ely on mul i-s akeholde ne wo ks; coali ions o minis ies, agencies, p i a e
ac o s, and ci izens. In such sys ems, o e lapping esponsibili ies and compe ing in e es s demand p ocess leade ship mo e han
posi ional au ho i y. Facili a i e leade ship se es as he “social glue” ha aligns di e se ac o s by os e ing dialogue no ms,
nego ia ion skills, and mu ual unde s anding (Ch is ensen, 2024).
A 2023 s udy on c oss-sec o al pa ne ships ound ha acili a i e leade s inc eased us and collabo a ion be ween go e nmen
and communi y ac o s by p omo ing anspa ency and sha ed lea ning sessions (Mekonnen e al., 2023). These insigh s a e di ec ly
applicable o he Maldi es, whe e public-sec o mode niza ion, disas e - isk go e nance, and educa ional e o ms all equi e mul i-
agency coope a ion. Facili a ion can hus ans o m agmen ed bu eauc a ic in e ac ions in o in eg a ed lea ning pa ne ships.
6.2.5 Implica ions o O ganiza ional T us and Cul u e
T us gene a ed h ough acili a i e p ocesses anscends in e pe sonal ela ionships—i becomes embedded in o ganiza ional
cul u e. Once employees expe ience equi able pa icipa ion and ai ea men , hey in e nalize acili a ion as a no m. O e ime,
his de elops in o a cul u e o openness, cons uc i e dissen , and sha ed esponsibili y (Edmondson & Lei, 2022).
Fo Maldi ian ins i u ions s i ing owa d Vision 2030’s pa icipa o y-go e nance goals, such cul u al ans o ma ion is i al.
Facili a i e leade ship helps eplace compliance-based cul u es wi h us -based collabo a ion, allowing o ganiza ions o espond o
change wi h agili y. In educa ional ins i u ions, his shi mani es s as eache empowe men and school-le el inno a ion. In councils
and NGOs, i mani es s as ci izen engagemen and co-go e nance.
Ac oss heo e ical and empi ical adi ions, acili a i e leade ship eme ges as bo h a ca alys o collabo a ion and a gene a o o
us . Th ough he mechanisms o ela ional coo dina ion, e lec i e dialogue, and psychological sa e y, acili a ion con e s
in e dependence in o syne gy. In he Maldi ian con ex , whe e ins i u ional success depends on coo dina ion ac oss dispe sed islands
and di e se agencies, acili a i e leade ship o e s a cul u ally cong uen model o collec i e ac ion. By embedding acili a ion in o
leade ship de elopmen and go e nance e o m, o ganiza ions can ins i u ionalize collabo a ion and us as endu ing capabili ies
a he han empo a y ou comes.
6.3 Facili a i e Leade ship and O ganiza ional Readiness o Change
Facili a i e leade ship enhances a key dimension o o ganiza ional esilience; eadiness o change, de ined as he sha ed
psychological and beha io al capaci y o membe s o emb ace, enac , and sus ain ans o ma ion. Con empo a y s udies
concep ualize eadiness no me ely as a s a ic a i ude bu as a collec i e o ches a ion o mo i a ion, con idence, and con ex ual
suppo ha de e mines he success o any e o m p ocess (Weine , 2009; Caci e al., 2025).
6.3.1 Concep ualizing Readiness: Psychological and S uc u al O ches a ion
O ganiza ional Readiness o Change (ORC) encompasses h ee in e dependen sub-dimensions; commi men (willingness o
change), e icacy (belie in capabili y), and con ex ual suppo ( esou ces and clima e) (Caci e al., 2025). A ecen sys ema ic e iew
spanning 2015–2024 con i med ha hese dimensions ope a e syne gis ically: change succeeds when leade s cul i a e bo h
emo ional eadiness and s uc u al enable s. Ye he p edic i e alue o eadiness emains inconsis en ac oss sec o s, la gely due o
a ia ions in leade ship s yle and o ganiza ional cul u e.
To e ine his cons uc , Köhle e al. (2024) p opose a ypology iden i ying la en eadiness p o iles; En husias s, P agma is s, and
Skep ics; dis inguished by alence (pe cei ed bene i ), a ec (collec i e emo ion), and beha io al engagemen . This ypology
unde sco es ha eadiness is no homogeneous bu con ex -sensi i e, equi ing adap i e leade ship in e en ions o shi a i udes
and ene gy owa d change.
Facili a i e leade ship di ec ly in luences hese eadiness dimensions h ough mul iple mechanisms:
• Valence (Pe cei ed Value): By engaging employees in sense-making and pa icipa o y planning, acili a i e leade s help
s a in e nalize he pu pose and bene i s o change, inc easing pe cei ed wo h.
• E icacy (Capabili y): Th ough e lec i e dialogue, capaci y-building, and coaching, acili a i e leade s enhance
indi iduals’ and eams’ con idence o ac e ec i ely.
• Beha io al Engagemen : Facili a ion s uc u es owne ship as an encou aging ini ia i e, expe imen a ion, and sha ed
accoun abili y h oughou he change p ocess.
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Empi ical suppo o hese mechanisms is g owing. Ginsbu g e al. (2024), s udying implemen a ion ac oss heal hca e sys ems,
ound ha leade s who adop ed acili a i e beha io s empowe ed on line eams and con e ed esis ance in o cons uc i e
pa icipa ion. Thei quali a i e e idence sugges s ha when leade s ac as hinking pa ne s a he han di ec o s, e o m e o s
sus ain momen um and mo ale.
Complemen a y s udies echo his dynamic. Resea ch in A ican public o ganiza ions demons a ed ha ans o ma ional and
acili a i e leade ship s yles os e ed eadiness when coupled wi h suppo i e cul u es (Mekonnen e al., 2023). Simila ly, a 2024
s udy by Ch is ensen highligh ed ha acili a i e leade ship in e ac s wi h ins i u ional design: us , cla i y o oles, and p ocess
anspa ency ampli y change commi men ac oss depa men s. These indings con i m ha acili a ion canno ope a e in isola ion—
i h i es wi hin clima es o us , jus ice, and sha ed esponsibili y.
E hical-leade ship esea ch u he suppo s his logic. A me a-analysis by O eg e al. (2022) and ollow-up s udies in 2023 ound
ha e hical leade s p omo e eadiness indi ec ly by shaping jus and suppo i e clima es. E hical and acili a i e leade s sha e
beha io al commonali ies; empa hy, dialogue, and inclusion which build psychological sa e y and hus eadiness o ans o ma ion.
In he Maldi ian con ex , such insigh s a e pa icula ly salien . Hie a chical s uc u es and cen alized au ho i y o en limi
employees’ con idence o pa icipa e in change. Facili a i e leade ship p o ides a cul u ally aligned emedy: by ins i u ionalizing
consul a ion (shu a) and e lec ion, leade s can inc ease bo h commi men and e icacy in e o m p og ams; i al unde he na ion’s
decen aliza ion and Vision 2030 ini ia i es.
6.3.2 Empi ical B idges: F om Facili a ion o Readiness and Pe o mance
Di ec quan i a i e e idence linking acili a i e leade ship o ORC emains eme gen , ye adjacen indings ac oss leade ship and
change li e a u e p o ide c edible suppo o he heo e ical pa hway. S udies show ha us and ela ional coo dina ion, bo h
acili a ed by pa icipa o y leade ship, a e obus p edic o s o eadiness. Fo ins ance, O ganiza ional T us and Readiness (2025)
epo ed ha employees’ us in leade ship explained o e 40% o a iance in change commi men and pe o mance ou comes in
se ice o ganiza ions.
I acili a ion s eng hens us ; as demons a ed by Abson e al. (2024) and Schmid -Hube e al. (2024); hen acili a i e leade ship
indi ec ly boos s eadiness h ough his ela ional channel. Fu he mo e, he ela ional coo dina ion indings summa ized in Sec ion
4.2 ein o ce ha acili a ion enhances communica ion quali y, which, in u n, p edic s collec i e e icacy, a co e elemen o
eadiness.
A 2024 c oss-sec o al s udy by Caci e al. con i med ha o ganiza ions wi h high ela ional coo dina ion and leade accessibili y
epo ed supe io eadiness sco es and smoo he implemen a ion. Simila ly, Köhle e al. (2024) ound ha employees pe cei ing
pa icipa o y leade ship clima es we e 27% mo e likely o belong o he “En husias ” eadiness class. These esul s empi ically
ancho acili a ion as a b idge be ween in e pe sonal us and collec i e change commi men .
Syn hesizing ac oss s udies yields a concep ual pa hway:
Facili a i e Leade ship → Rela ional T us & Coo dina ion → Collec i e E icacy → O ganiza ional Readiness o Change.
This sequen ial mechanism aligns wi h Sel -De e mina ion Theo y, which holds ha en i onmen s suppo ing au onomy and
ela edness enhance in insic mo i a ion p ecisely he condi ions c ea ed by acili a i e leade s. In p ac ical e ms, when employees
eel hea d, compe en , and connec ed, eadiness becomes a sha ed o ganiza ional s a e a he han a manage ial di ec i e.
In Maldi ian minis ies, schools, and NGOs, his pa hway sugges s ha building acili a i e compe encies among leade s could
signi ican ly imp o e e o m up ake, c oss-agency collabo a ion, and long- e m policy sus ainabili y. Facili a ion hus becomes bo h
a psychological and s uc u al le e o na ional mode niza ion and esilience.
6.4 In eg a ing Maldi ian Con ex and Global Insigh s
The inal sub-sec ion syn hesizes he en iched li e a u e wi h Maldi ian eali ies. The goal is o ensu e ha global heo y and
e idence a e meaning ully adap ed o small-island ins i u ional se ings.
6.4.1 Maldi ian E idence in Leade ship, T us , and Change
While di ec s udies on acili a ion in Maldi ian ins i u ions a e absen , se e al ele an wo ks o e indi ec suppo :
o Pa icipa o y and Democ a ic Leade ship T ends: S udies o Maldi ian highe educa ion and ci il se ice
(Waheeda, 2024; Sudha & Azam, 2023) documen a shi owa d mo e inclusi e leade ship s yles, which align
wi h acili a i e beha io s.
o Teache Collabo a ion / P o essional Lea ning Communi ies: Resea ch in Maldi ian schools (Ismail, 2022; Nasi ,
2023) shows a posi i e co ela ion be ween collabo a i e school cul u es and eache pe o mance. These
collabo a i e cul u es o en ope a e h ough acili a i e s uc u es.
o Leade ship & T us in Ins i u ions: In es iga ions in o school clima e, leade ship communica ion, and ins i u ional
us (Abdulla, 2016; Majid e al., 2018) show ha anspa en communica ion and pa icipa o y decision-making
lead o highe ins i u ional sa is ac ion and us .
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Because exis ing Maldi ian leade ship p og ams emphasize manage ial and adminis a i e skills, he e’s a gap in ela ional,
acili a i e aining. In eg a ing acili a ion as a compe ency could ill his gap, imp o ing coo dina ion ac oss agmen ed islands,
enhancing us among s a and communi ies, and boos ing change eadiness.
6.4.2 Cul u al Fi and Ins i u ional Design Condi ions
No all leade ship models ans e seamlessly ac oss con ex s; adap i e ansla ion is c ucial. Two condi ions a e pa icula ly
impo an o acili a i e leade ship in he Maldi ian con ex :
Cul u al No ms and he Shu a T adi ion: Maldi ian cul u e places high alue on shu a (consul a ion). Facili a ion aligns
na u ally wi h his cul u al p ac ice; i ep esen s no an impo ed model, bu a con empo a y ope a ionaliza ion o
consul a ion and collec i e decision-making. This cul u al cong uence enhances he legi imacy and ecep i i y o
acili a i e app oaches in go e nance and ins i u ional se ings.
Ins i u ional Design and S uc u al Suppo : Facili a ion lou ishes wi hin enabling sys ems ha p o ide pa icipa o y
decision o ums, anspa en eedback mechanisms, and delega ed au ho i y s uc u es. As Ch is ensen (2024) emphasizes,
acili a i e leade ship achie es maximum e ec i eness when complemen ed by ins i u ional design elemen s such as clea
ules, incen i e sys ems, and accoun abili y amewo ks.
The e o e, while acili a ion-d i en leade ship holds signi ican p omise, i mus be ins i u ionalized h ough go e nance e o ms,
eedback manda es, and capaci y-building s uc u es o achie e las ing impac .
6.4.3 Policy T ansla ion o Small-Island Sys ems
Small-island sys ems such as he Maldi es ace scale- ela ed limi a ions ha ampli y coo dina ion challenges and cons ain
ins i u ional each (Asia Founda ion, 2025). Facili a i e leade ship mi iga es hese challenges by p omo ing dis ibu ed p oblem-
sol ing, empowe ing local decision-make s, and le e aging social capi al ac oss dispe sed island communi ies. I s emphasis on
pa icipa o y dialogue aligns wi h bo h he Vision 2030 agenda and he Na ional Resilience F amewo k, making i a p ac ical and
scalable app oach o mul i-le el go e nance in geog aphically agmen ed con ex s.
Thus, acili a i e leade ship p o ides a cul u ally cong uen and s uc u ally adap able pa hway o he Maldi es o s eng hen
decen alized go e nance, ins i u ional us , and pa icipa o y e o m ac oss minis ies, councils, educa ional ins i u ions, and ci il
o ganiza ions.
6.5 Theo e ical F amewo k
This concep ual s udy d aws upon h ee complemen a y heo e ical pe spec i es; T ans o ma ional Leade ship Theo y, Rela ional
Coo dina ion Theo y, and O ganiza ional Readiness o Change Theo y; o explain how acili a ion unc ions as a leade ship
compe ency ha in luences collabo a ion, us , and adap abili y wi hin o ganiza ions. Toge he , hese heo ies o m an in eg a i e
amewo k connec ing leade ship beha io wi h o ganiza ional ou comes, pa icula ly in he con ex o Maldi ian ins i u ions.
6.5.1 T ans o ma ional Leade ship Theo y (Bass & A olio, 1994)
T ans o ma ional leade ship emphasizes ision, inspi a ion, and indi idualized suppo o mo i a e ollowe s owa d highe
pe o mance. Facili a i e leade ship ex ends his amewo k by ansla ing inspi a ional ision in o pa icipa o y ac ion. Ra he han
elying on au ho i y, acili a i e leade s empowe employees h ough dialogue, e lec ion, and sha ed p oblem-sol ing—c ea ing
psychological owne ship and in insic mo i a ion (McKie & Willis, 2023; Schmid -Hube e al., 2024). In he Maldi ian con ex ,
whe e hie a chical sys ems o en limi inno a ion and pa icipa ion, acili a ion ede ines leade ship as a sha ed p ocess o lea ning
and empowe men . I encou ages ci il se an s, educa o s, and council leade s o co-c ea e solu ions and build mu ual accoun abili y
(Sudha & Azam, 2023; Waheeda, 2024).
6.5.2 Rela ional Coo dina ion Theo y (Gi ell, 2002)
Rela ional Coo dina ion Theo y posi s ha pe o mance in in e dependen wo k sys ems depends on high-quali y communica ion
and ela ionships buil on sha ed goals, sha ed knowledge, and mu ual espec . Facili a i e leade ship s eng hens hese ela ional
dynamics by os e ing open dialogue, us , and c oss-bounda y communica ion (Day e al., 2020). This pe spec i e explains how
acili a ion enhances coo dina ion in mul i-le el o geog aphically dispe sed sys ems such as hose common in he Maldi es—whe e
collabo a ion depends on us -based communica ion be ween minis ies, schools, NGOs, and local councils. Facili a ion, he e o e,
ac s as a ela ional b idge connec ing di e se s akeholde s, enabling mo e cohe en and inclusi e go e nance.
6.5.3 O ganiza ional Readiness o Change (Weine , 2009)
The O ganiza ional Readiness o Change amewo k de ines eadiness as he sha ed commi men and collec i e con idence o
implemen change success ully. Facili a ion nu u es eadiness h ough pa icipa o y planning, e lec i e dialogue, and sha ed
owne ship, which s eng hen commi men and belie in he o ganiza ion’s capaci y o change (Ra e y & Jimmieson, 2023; Caci
e al., 2025). Facili a i e leade s c ea e psychological sa e y and us —key p ecu so s o change accep ance—by engaging
employees and communi ies in decision-making. In Maldi ian public and educa ional ins i u ions, his p ocess helps align na ional
e o m objec i es wi h ins i u ional and communi y-le el eadiness, ensu ing ha change ini ia i es a e sus ainable and con ex ually
g ounded.
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6.5.4 In eg a ed Theo e ical View
Toge he , hese amewo ks demons a e ha acili a i e leade ship b idges he gap be ween leade ship ision and o ganiza ional
ac ion. I mo i a es and empowe s indi iduals (T ans o ma ional Leade ship), cul i a es us and collabo a ion (Rela ional
Coo dina ion), and s eng hens adap abili y and esilience (O ganiza ional Readiness o Change). This syn hesis posi ions
acili a ion as a holis ic leade ship compe ency essen ial o pa icipa o y, us -based, and adap i e o ganiza ions; pa icula ly
wi hin decen alized and collabo a i e go e nance sys ems such as hose e ol ing in he Maldi es.
6.6 In eg a ed Theo e ical F amewo k o Facili a i e Leade ship
Figu e 1: In eg a ed Theo e ical F amewo k o Facili a i e Leade ship
Sou ce: Adap ed om Bass & A olio (1994); Gi ell (2002); Weine (2009); McKie & Willis (2023); Schmid -Hube e al.
(2024); Caci e al. (2025).
The In eg a ed Theo e ical F amewo k in Figu e 1 combines h ee ounda ional heo ies such as T ans o ma ional Leade ship
Theo y, Rela ional Coo dina ion Theo y, and O ganiza ional Readiness o Change (ORC) o concep ualize acili a i e leade ship
as a co e mechanism ha enables collabo a ion, us , and adap abili y ac oss ins i u ions.
1. T ans o ma ional Leade ship Theo y (Bass & A olio, 1994)
This heo y p o ides he mo i a ional base. I highligh s how leade s inspi e and empowe o he s h ough sha ed ision,
indi idualized conside a ion, and in ellec ual s imula ion. Facili a ion ex ends hese p inciples by ansla ing inspi a ional
ision in o p ac ical, pa icipa o y ac ion.
2. Facili a i e Leade ship (McKie & Willis, 2023; Schmid -Hube e al., 2024)
A he cen e o he amewo k, acili a ion unc ions as he beha io al b idge connec ing mo i a ion wi h collec i e
execu ion. I ope a ionalizes leade ship h ough dialogue, e lec ion, and co-c ea ion, empowe ing eams o ake sha ed
owne ship o ou comes and building psychological sa e y.
3. Rela ional Coo dina ion Theo y (Gi ell, 2002)
This heo y explains how e ec i e collabo a ion depends on high-quali y communica ion and ela ionships g ounded in
sha ed goals, sha ed knowledge, and mu ual espec . Facili a i e leade ship ein o ces hese ela ional dynamics, especially
ac oss in e dependen eams o decen alized ins i u ions such as minis ies and local councils.
4. O ganiza ional Readiness o Change (Weine , 2009; Caci e al., 2025)
Readiness eme ges when membe s collec i ely belie e in hei abili y and commi men o implemen change. Facili a i e
leade ship cul i a es his eadiness by encou aging pa icipa ion, e lec ion, and us , ensu ing ha change is unde s ood,
emb aced, and sus ained.
5. Ins i u ional Adap abili y and E ec i eness (Maldi ian Con ex )
The ou come o hese in e connec ed p ocesses is an adap able, us -based ins i u ional cul u e as an essen ial o small
island con ex s like he Maldi es, whe e collabo a ion ac oss minis ies, councils, schools, and NGOs is i al. Facili a ion
suppo s decen alized go e nance by p omo ing sha ed accoun abili y, inclusi e pa icipa ion, and sus ainable leade ship.
The amewo k posi ions acili a ion as he dynamic p ocess ha connec s leade ship inspi a ion (T ans o ma ional Theo y) wi h
collabo a ion (Rela ional Coo dina ion) and change capabili y (O ganiza ional Readiness), leading o ins i u ional e ec i eness in
he Maldi ian go e nance and educa ion con ex .
