<![CDATA[Organizational change is an essential process for educational institutions in responding to technological developments, demands for quality improvement, changes in educational paradigms, professional development needs, and evolving policies and regulations. This study analyzes change management in educational institutions by examining the Kurt Lewin change model, factors that support or hinder organizational change, resistance to change, and the role of transformational leadership. The study employed a qualitative approach through library research using descriptive-analytical methods. The data consisted of 20 scientific journal articles published between 2021 and 2026 that were relevant to organizational change management, educational organizations, the Kurt Lewin model, resistance to change, and transformational leadership. Data were collected using a literature review matrix and analyzed by selecting relevant studies, extracting important findings, categorizing the findings into themes, comparing the results, and developing an integrated synthesis. The findings indicate that the Kurt Lewin model, consisting of unfreezing, change, and refreezing, can be used as a framework for managing organizational change in a structured and sustainable manner. Technological developments, quality improvement demands, professional development, policy changes, and organizational adaptability were identified as major drivers of change. In contrast, limited human resources and infrastructure, inadequate training and organizational support, and resistance among members may hinder the implementation process. Transformational leadership contributes to change by strengthening a shared vision, communication, motivation, trust, participation, and organizational capacity. Therefore, sustainable change in educational institutions requires the integration of change processes, organizational readiness, resistance management, and effective leadership.]]>
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