University leadership and governance reform in the context of system transformation: A mixed-methods study on structural dynamics and organizational culture in Vietnam

Abstract

Vietnam’s higher education system has undergone major changes in recent years, particularly through policies promoting university autonomy and institutional accountability. However, the practical effects of these reforms remain uneven across public universities. This study examines how autonomy, internal culture, and leadership capacity influence university performance in this context. A sequential explanatory mixed-methods design was used. In the quantitative phase, survey data were collected from 450 faculty members, administrators, and senior leaders at 10 public universities. In the qualitative phase, interviews were conducted with 20 university leaders and managers, together with an analysis of relevant policy documents. The findings show that structural autonomy, organizational culture, and leadership capability all have significant positive effects on organizational performance. Among these factors, organizational culture has the strongest influence and also shapes how autonomy affects performance. The qualitative results further indicate that financial autonomy remains limited, internal authority is still fragmented, and hierarchical working habits continue to restrict faculty participation in governance. These findings suggest that university autonomy in Vietnam cannot be effective if it is understood only as a legal or administrative reform. For autonomy to produce meaningful institutional improvement, it must be supported by clearer financial regulations, more coherent internal governance structures, stronger leadership capacity, and a more participatory academic culture.