Authors : Rogelio M. Jamero, Jr.

Volume/Issue : Volume 11 - 2026, Issue 2 - February

Google Scholar : https://tinyurl.com/375c8sc3

Scribd : https://tinyurl.com/43bxk4ry

DOI : https://doi.org/10.38124/ijisrt/26feb730

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Abstract : This phenomenological study explored the lived experiences of employees who voluntarily stepped down from high-ranking positions to lower roles within the same organization. The study aimed to understand the motivations behind voluntary demotion, how individuals perceived their transition, and the implications for administrators and human resource managers. Using a qualitative phenomenological design, data were gathered through in-depth interviews with faculty members from higher education institutions in Koronadal City who had served at least two years in leadership roles before stepping down. Thematic analysis revealed that burnout and workload stress, a toxic work environment, a lack of administrative support, professional misalignment, and the pursuit of personal goals were the primary factors influencing their decisions. After transitioning, participants reported improved work-life balance, reduced stress, enhanced job fulfillment, and renewed focus on teaching and personal growth. However, some experienced reduced decision-making authority, diminished influence, and perceived loss of prestige. Despite these challenges, most participants viewed voluntary demotion as a strategic and necessary decision to preserve well-being and achieve professional alignment. The findings highlight the importance of transparent communication, structured transition support, and employee-centered leadership practices in fostering sustainable and healthy organizational environments.

Keywords : Voluntary Demotion, Burnout, Work-Life Balance, Phenomenology, Leadership Transition, Employee Well-Being.

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