Adaptive Leadership in Bureaucratic Reform: A Grounded Theory Study in Regional Government Institutions

Abstract

This study explores how adaptive leadership facilitates bureaucratic reform in regional government institutions using a grounded theory approach. Bureaucratic reform – encompassing improvements in change management, organizational structures, human resources, accountability, and service quality – remains a pressing challenge in the public sector. Adaptive leadership, defined as the capacity to mobilize people to adjust and thrive amidst complex change, is posited as critical for navigating rigid bureaucratic cultures. Qualitative data were collected through in-depth interviews with public officials involved in reform initiatives. Through iterative open, axial, and theoretical coding, we inductively derived a framework of adaptive leadership practices driving reform. The emergent theory identifies key categories – Envisioning and Driving Change, Empowering and Engaging Stakeholders, Navigating Institutional Constraints, and Fostering a Learning Culture – that together explain how adaptive leaders catalyze bureaucratic transformation. These findings contribute to leadership and public administration literature by offering a grounded model linking adaptive leadership to successful bureaucratic reform. Practically, the study provides insights for public sector leaders to cultivate adaptive capacities and overcome resistance, thereby enhancing governance innovation and service performance.