An adaptive organisational leadership framework through systems thinking

Abstract

Purpose The purpose of this study is to present an adaptive organisational leadership framework using systems thinking (ST) to address challenges within volatility, uncertainty, complexity and ambiguity (VUCA) environments. The framework is intended to guide leaders in improving organisational adaptability and resilience. Design/methodology/approach A systematic literature review was conducted alongside qualitative interviews with 16 experienced leaders from various sectors. A semi-structured interview format ensured robust validation of the proposed framework. The synthesis of primary and secondary data identified critical elements for effective adaptive leadership in a VUCA context. Findings The adaptive leadership framework consists of three core components: the leader, the followers and the organisational context. ST, future thinking, mental models and adaptive change management form the structural basis of the framework. Interviews with industry experts highlighted mental models’ critical role in adaptive change, highlighting their importance for decision-making. The findings demonstrate the framework’s potential for enhancing strategic responses to complex challenges. Practical implications The framework provides practical guidance for contemporary leaders, helping them to foster a culture of adaptability within their organisations to manage complex situations better. Originality/value This research introduces a novel framework integrating adaptive leadership qualities with ST principles. A systemigram illustrates how interconnected elements empower leaders to navigate dynamic environments effectively. The framework addresses current leadership model gaps by promoting resilience and agility.

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