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Adaptive Leadership in Higher Education: A Comparative Study of Academic Leaders in Indonesian and Uzbek Universities
Abstract
This study examines adaptive leadership practices among academic leaders in higher education institutions (HEIs) in Indonesia and Uzbekistan. Drawing on a comparative qualitative research design, data were collected through in-depth interviews and a bilingual open-ended survey involving a total of 88 academic leaders from Universitas Pendidikan Indonesia (UPI), Tashkent State University of Economics (TSUE), and Tashkent State University of Oriental Studies (TSUOS). Using thematic and frequency-based analysis, five core dimensions of adaptive leadership were identified: adaptability, resilience, communication, collaboration, and crisis responsiveness. The findings reveal that while adaptive leadership is universally relevant, its application is significantly shaped by cultural norms, institutional structures, and leadership traditions. Indonesian leaders emphasized participatory decision-making and proactive crisis planning, whereas Uzbek leaders demonstrated structured, hierarchical approaches rooted in administrative continuity. Quantitative frequency data supported these patterns, with Adaptability (87%) and Resilience (82%) emerging as the most prominent themes across institutions. This study contributes to the adaptive leadership literature by offering empirical insights from under-researched non-Western contexts and provides practical recommendations for leadership development in higher education systems undergoing transformation.
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DOI: https://doi.org/10.17509/manajerial.v24i1.83460
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