Student dropouts led to a squandering of the education budget. The education system and society are significantly affected, particularly in terms of potential development. To ensure vocational students graduate and secure satisfactory employment in line with the field of study. Implementing a comprehensive system that encompasses promoting, supporting, preventing, and resolving various student issues is essential. This system includes close, meticulous care and support, timely and appropriate interventions, enhancement of life skills, guidance, and holistic student development. This research found that the risk factors in the teaching and learning process account for 90.78 percent of the reasons scholarship students drop out of the education system; there are instances of absenteeism, inappropriate behavior, and a dislike for the teacher and the subject they are teaching. Additionally, the care and support system for vocational students at risk of dropping out consists of four components: Component 1: living care; Component 2: dropout protection; Component 3: counseling and advising; and Component 4: transfer to support. The empirical evaluation of the care and support system for students concluded that the overall assessment was highly suitable. The information should be utilized for planning and policymaking in educational institutions.

This qualitative study examines how leadership and organizational dynamics cultivate lecturers’ readiness for change in higher education. Drawing on transformational leadership theory, it explores the interconnected influence of leadership style, organizational culture, and perceived organizational support on 20 English-language lecturers in an Israeli college that has recently faced multiple overlapping changes: the national transition to CEFR-aligned instruction, the shift to online teaching during the COVID-19 pandemic, and the institutional and emotional disruptions caused by wartime conditions. Interview transcripts were analyzed using a thematic content-analysis approach. Findings reveal that lecturers’ openness to reform was strengthened by leadership characterized by competence, emotional intelligence, and accessibility; by a communicative and developmental organizational culture; and by perceived institutional care and support. Together, these dimensions fostered a sense of secure attachment to the organization-an underexplored relational mechanism linking leadership and readiness for change. The study contributes to leadership theory by proposing that Attachment Theory offers a valuable interpretive lens for understanding how relational trust and emotional security may support adaptive capacity in educational institutions. Implications are discussed for leaders seeking to sustain reform during crisis and instability through relational, emotionally attuned leadership practices.  

Entrepreneurship education in higher education requires strategies that connect theory with practice. Although Project-Based Learning (PBL) is widely used, less is known about the educational value of interactive guides that support students throughout business-plan development. This study examined a Genially-based instructional guide, supplemented with YouTube multimedia, within a PBL intervention in the Business Innovation and Creativity course at Universidad Veracruzana. A quantitatively driven embedded mixed-methods, one-group pre–post design was used with 28 undergraduate students. Data came from course assessment records and pre- and post-intervention questionnaires. Quantitative analysis compared group-level response patterns across 23 conceptually aligned dichotomous items on self-reported entrepreneurship and business-planning knowledge, while open-ended responses explored students’ perceptions of the learning experience. Descriptive statistics and thematic analysis were conducted, and both strands were integrated during interpretation. Post-intervention affirmative-response percentages were higher for several conceptually aligned topics, although the response patterns varied across items and the anonymous responses could not be matched at the individual level. Students also rated the guide as highly useful (M = 9.81/10) and described it as providing organization, clarity, and step-by-step support. These findings suggest that the guide had potential educational value as a pedagogical scaffold in this course. However, because the study used a small, one-group design without linked responses or a comparison group, the results should be interpreted as context-specific descriptive evidence rather than as proof of causal effects on entrepreneurial competencies.

School calendar decisions in rural districts are shaped by staffing challenges, financial pressures, and community needs, yet research on the four-day school week (4DSW) has focused primarily on student achievement. This cross-sectional study used parallel surveys of Missouri principals—94 in 4DSW districts and 70 in five-day school week (5DSW) districts, to examine principals’ self-reported perceptions of schedule-related motivations, professional time use, and stakeholder satisfaction. In Missouri, 192 of the state’s 516 public school districts—about 37%, almost all of them rural, operated on a four-day calendar in 2026–2027, up from 34 in 2018–2019. Mann–Whitney U analyses indicated that principals in 4DSW districts more often rated teacher recruitment and retention, operating costs, and family scheduling as important considerations, whereas principals in 5DSW districts placed greater emphasis on student recruitment and academic performance; several of these differences were attenuated after correction for multiple comparisons. Principals in 4DSW districts also reported more weekly time devoted to professional development, planning, and mentoring, with the fifth day frequently used for adult collaboration. No statistically significant differences were detected between groups in the proportion of principals reporting any weekly time for services to English Learners, gifted and talented students, or students receiving special education. Principals in 4DSW districts reported consistently high perceived satisfaction with the schedule. Because the design is cross-sectional and all measures reflect principal reports, the findings describe associations rather than effects of the calendar. The results suggest that rural districts often view the 4DSW through a broader organizational and workforce lens than achievement-focused research typically reflects.