This study explored the relationship between management Control Systems (MCS), Leadership Decision-Making Styles, and Organizational Performance in Selected State Universities and Colleges (SUCs) in the National Capital Region. (NCR). A total of 591 respondents-comprising top administrators, middle managers, faculty and non-academic staff-participated in a validated survey using 5-point Likert scale.
Results showed that MCS was rated very satisfactory, with significant differences across respondent groups in areas such as financial control, quality assurance, and corrective actions. Leadership decision-making styles - analytical, directive, conceptual, and behavioral-were also evident, though perceptions varied depending on organizational roles.
Statistical analysis revealed strong correlations between leadership styles and the effectiveness of MCS. Institutions with better alignment between leadership behavior and internal controls demonstrated stronger organizational performance, particularly in licensure examination results, research productivity and program accreditation. However, gaps were noted in graduate employment and extension services.
A targeted intervention program was proposed to enhance MCS, align leadership with institutional goals, and improve performance.
The findings emphasize the need for data-driven leadership and effective management controls to support improved governance and educational outcomes in SUCS.
Overall, the study highlights the importance of effective leadership and well-structured control systems in improving governance, decision-making, and outcomes in SUCs.