Applying adaptive leadership to successful change initiatives in academia

Abstract

PurposeTo propose Heifetz's adaptive leadership model as the primary process for initiating change in today's more business‐oriented academic environment in which colleges and universities are required to compete to attract students and are facing greater scrutiny and accountability from outside constituencies.Design/methodology/approachTwo case studies are presented that underscore some of the challenges facing today's academic institutions. Heiftez's adaptive leadership model is applied to each case.FindingsLeadership is more than an individual acting in a position. It is a process in which change initiatives must emanate from key stakeholders, all of whom are engaged in that process. The two cases presented in the paper serve to illustrate the greater potential for successful change initiatives offered by the adaptive leadership model.Research limitations/implicationsThe research examines two specific case studies in which adaptive leadership dimensions are used to examine the success or failure of a change initiative. The study needs to be expanded to other situations to more fully explore the merits of this model. Other case studies are being examined.Practical implicationsThe leadership model applied in this study can be used in any organization, academic or non‐academic, which is confronting change initiatives that require both immediate action and commitment from myriad stakeholders.Originality/valueTo date, no other studies have employed adaptive leadership as a process to address the demands of the more business‐oriented, academic environment.