Date of Award
2025
Document Type
Dissertation
Degree Name
Doctor of Education (EdD)
Department
Organizational Leadership
First Advisor
Lisbeth Johnson
Second Advisor
Carlos V Guzman
Third Advisor
Cheryl-Marie Osborne
Abstract
Purpose: The purpose of this Delphi study was to identify the strategic leadership behaviors, as outlined in Heifetz et al.’s (2009) adaptive leadership framework, that CXOs use to develop agile and adaptive organizations that succeed in volatility, uncertainty, complexity, and ambiguity (VUCA) change environments. Additionally, the study aimed to assess the effectiveness of these behaviors and determine specific actions that CXOs recommend for implementing them successfully.
Methodology: This mixed-method Delphi study collected data from 20 technology executives through surveys and interviews, using purposive, convenience, and expert sampling. In Round 1, participants identified strategic adaptive leadership behaviors from Heifetz et al.’s (2009) adaptive leadership framework that CXOs use to develop successful business agility organizations in VUCA environments. Round 2 assessed the effectiveness of these behaviors using a 6-point Likert scale, and Round 3 explored recommended actions through expert interviews.
Findings: This study identified 19 adaptive strategic behaviors that CXOs use to build successful business agility organizations in VUCA environments, the most frequently mentioned aligning with Heifetz et al.’s (2009) adaptive leadership framework. Psychological safety, transparency, collaboration, and innovation were rated as the most impactful. Leaders emphasized shared responsibility, independent judgment, and critical thinking to enhance resilience and long-term success. However, few leaders proposed innovative implementation methods, relying on traditional strategies like open-door policies and all-hands meetings. Participants highlighted that adaptive leadership behaviors are interdependent, with psychological safety and trust as prerequisites for independent judgment and collaboration. Leaders with academic affiliations placed greater emphasis on empathy and vulnerability, suggesting that research exposure enhances emotional intelligence in leadership.
Recommendations: Psychological safety, transparency, and collaboration are essential but require systematic implementation. Frameworks such as Prosci’s awareness, desire, knowledge, ability, and reinforcement (ADKAR) model provide a structured approach to managing change. Tools such as the Johari window and DISC assessments enhance self-awareness and leadership effectiveness. Objective and key results (OKRs) align employee motivations with organizational goals, fostering accountability and engagement. Leadership development through case studies and simulations builds adaptive competencies. Agility frameworks such as scaled agile framework enterprise (SAFe) improve execution efficiency and long-term adaptability.
Recommended Citation
Markarian, Sevak, "A Delphi Study on Strategic Behaviors from the Adaptive Leadership Framework Used by Successful CXOs for Business Agility in a Volatility, Uncertainty, Complexity, and Ambiguity Environment" (2025). Dissertations. 608.
https://digitalcommons.umassglobal.edu/edd_dissertations/608
