Exploring how adaptive leadership is enacted and experienced in the South African aviation industry, and how it influences employee adaptive performance in a complex and evolving operational context

Abstract

This study explored the experience and implementation of adaptive leadership in South African aviation organisations, a sector characterised by regulatory complexity, technological upheaval, and strict safety standards. The research aimed to understand the interaction between leadership behaviours, organisational conditions, and employee adaptation in maintaining performance amid a changing environment. Using an interpretivist worldview and a phenomenological approach, the study employed qualitative methods, including 16 semi-structured interviews with leaders and employees from various aviation organisations. Thematic analysis was used to identify patterns of meaning within participants' lived experiences. The findings show that adaptive leadership in aviation is marked by evidence-based decision-making, empowerment, and the creation of psychological safety. Organisational structures and cultures either support or hinder adaptation, with decentralised decisionmaking and alignment of policies and practices identified as key enablers. Resilience, learning agility, proactivity, emotional intelligence, and especially spiritual grounding all enhance an employee's capacity to adapt. The research suggests that adaptive leadership and adaptive performance are interconnected processes fostered by a culture that emphasises learning within the organisation. The study introduces an improved conceptual framework that integrates leadership, organisational, and individual elements of adaptability, offering practical guidance for developing adaptable capabilities in safetycritical environments.