عنوان مجله 2 Serial Number 3 2025 01 01 The Architecture of Adaptive Leadership Systems: A Grounded Theory from High-Performance Organizations The Architecture of Adaptive Leadership Systems: A Grounded Theory from High-Performance Organizations 30 39 EN Journal Article <p>This study aimed to develop a grounded theoretical model explaining how adaptive leadership systems are architected, enacted, and sustained in high-performance organizations operating under conditions of uncertainty, complexity, and continuous change. This qualitative study used a grounded theory design. Data were collected through semi-structured interviews with 24 senior managers, executive directors, human resource strategists, transformation leaders, and innovation managers working in high-performance organizations in Tehran. Participants were selected through purposive and theoretical sampling based on their direct involvement in organizational transformation, leadership development, strategic decision-making, or performance improvement initiatives. Interviews lasted between 45 and 80 minutes and continued until theoretical saturation was reached after the twenty-first interview; three additional interviews were conducted to confirm category stability. All interviews were audio-recorded with participants’ consent, transcribed verbatim, and analyzed using open, axial, and selective coding. NVivo software was used to organize codes, compare incidents, develop categories, and trace analytic memos. Trustworthiness was enhanced through member checking, peer review, constant comparison, audit trail documentation, and maximum variation in participant selection. The analysis generated one core category, “adaptive leadership architecture,” and five main categories: distributed strategic sensing, enabling governance structures, experimentation-based learning, relational trust and psychological safety, and dynamic resource orchestration. The findings showed that adaptive leadership in high-performance organizations is not merely an individual competency but a systemic architecture that links leaders, teams, routines, information flows, and decision rights. Participants emphasized that adaptive leadership emerges when leaders create spaces for sensemaking, permit controlled experimentation, protect constructive dissent, and rapidly reconfigure resources in response to environmental shifts. The study provides a grounded model of adaptive leadership systems in high-performance organizations. The model suggests that sustainable adaptability depends on the integration of strategic sensing, flexible structures, learning loops, trust-based relationships, and resource reconfiguration. These findings extend adaptive and complexity leadership perspectives by explaining how leadership becomes embedded in organizational architecture rather than residing solely in formal leadership roles.</p> https://www.msels.com/index.php/msels/article/download/19/17