This study explored the lived experiences and institutional challenges faced by Fire Marshals in the Bureau of Fire Protection (BFP) in Zamboanga del Sur and Zamboanga Sibugay. Using a descriptive phenomenological approach, ten Fire Marshals were interviewed to capture their struggles and coping strategies amidst persistent shortages of manpower, equipment, and funds. Guided by Fiedler’s Contingency Management Theory, Scott’s Institutional Theory, and Bandura’s Self-Efficacy Theory, the research revealed fourteen emergent themes, including resource challenges, leadership adjustments, workload impacts, professional transformation, and collective support systems. Findings showed that while institutional barriers such as delayed procurement, insufficient budget allocation, and overlapping responsibilities negatively affected operations, Fire Marshals demonstrated resilience, adaptability, and innovation in leadership. They coped through improvisation, teamwork, stakeholder coordination, and role restructuring, which enhanced their leadership growth and public service commitment. The study concludes that Fire Marshals embody resilience within structurally constrained institutions, where leadership is tested but strengthened by adversity. Recommendations include strengthening leadership training, increasing LGU and DILG support, integrating wellness programs, and linking fire safety with livelihood initiatives. These results highlight the urgent need for systemic reforms while recognizing the human dimension of leadership in fire protection services.
