How the administrators' perception of organizational effectiveness could be influenced by their change style and negotiating potential was ascertained in this study. Conducted in January 1999, this descriptive-correlational research had for is participants the 75 randomly selected administrators of CHED-supervised institutions in Iloilo. The data were obtained through the use of three (3) standardized tests--the Change Style Test (Wonder and Donovan, 1993), the Negotiator Scale (Dubrin,1985). Statistical tools used were means, standard deviations, the t-test for independent samples, the One-Way Analysis of Variance, the Stepwise Multiple Regression Analysis, and the Peason's r. Significance level for inferential tests was set at .05 alpha. It was found that the CHED- supervised institutions in the province of Iloilo were perceived by their administrators to be "highly effective". "Refocuser" was the most dominant change style employed by the administrators, with a few who employed the "reasoner" style. They had "moderate" negotiating potential . The administrators differed significantly in their perception of organizational effectiveness grouped according to gender and type of school managed and in their change style grouped according to size of enrollment. Gender, position in school, educational background, administrative experience, type of school managed, and size of enrollment were significant predictors of the administrators' perception of organizational effectiveness. Not one of the administrators and school-related factors were found to significantly predict the administrators' change style and negotiating potential. The administrators' change style, negotiating potential, and perception of organizational effectiveness were not significantly correlated.