EXPLORING THE ROLE OF ADAPTIVE LEADERSHIP IN MANAGING CHANGE AND DRIVING INNOVATION IN EDUCATIONAL ORGANIZATIONS: A CASE STUDY APPROACH

Abstract

This paper focuses on understanding adaptive leadership as a key aspect of change and innovation in educational organizations, specifically regarding its capacity to address challenges and facilitate collective learning. Employing a qualitative case study methodology, the research examines three distinct educational contexts: An example of a specific type of institution is a public university in the process of digitisation, a private school with integrated competency-based learning approach, and vocational training institution emphasising sustainability. Qualitative data was gathered from twenty participants through interviews, focus groups, and document review, allowing observation of leadership practices and their effects. An analysis of literature establishes that adaptive leadership has a positive impact on stakeholder engagement, organization flexibility, and innovativeness and the areas of application include change management and culture resisting change. The paper also underlines that successful implementation of adaptive practices should involve clear cooperation, decision-making, and focus on workers’ development. This discussion raises and clarifies situational and local adaptations from theories to support these findings and show how they fit well within existing literature. The findings of this research benefit educational leaders and policymakers as they prescribe practical solutions to enhance adaptive leadership and foster effective, long-lasting organisational development.