The Relationship between Trauma-Informed Leadership and Resistance to Organizational Changes in Vietnam’s Higher Education Sector in the Aftermath of Covid-19

The COVID-19 pandemic exposed deep structural and psychological challenges in higher education, demanding leadership approaches that balance empathy with institutional resilience. This study explores how trauma-informed leadership mitigates resistance to change in Vietnam’s post-pandemic universities. Using qualitative data from three institutions, it examines how principles of safety, trust, empowerment, and cultural sensitivity shaped adaptation processes. Findings show that trauma-informed leadership reduced resistance by fostering psychological safety, transparent communication, and shared ownership of change. Leaders localized trauma-informed practices to align with Vietnamese collectivist and hierarchical values, reframing empathy and care as collective responsibilities. Despite resource limitations, these approaches strengthened engagement and resilience across university communities. The study extends the global literature by demonstrating trauma-informed leadership’s adaptability beyond Western contexts, highlighting its reliance on contextual sensitivity, emotional intelligence, and consistent communication to transform crisis recovery into sustainable organizational learning.

Trauma-informed leadership, organizational change, psychological safety

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