Agile Leadership and New Dynamic Governance in the Institutional Transformation of Indonesian Higher Education
Agile Leadership dan New Dynamic Governance dalam Transformasi Kelembagaan Pendidikan Tinggi Indonesia
DOI:
https://doi.org/10.21070/jkmp.v14i2.2115Keywords:
policy pressure, dynamic governance, learning organization, higher education governanceAbstract
General Background:This study examines the increasing policy pressures faced by Indonesian higher education institutions following the implementation of performance-based reforms, such as Key Performance Indicators (KPIs) and outcome-based accreditation. Specific Background: Although these policies aim to enhance global competitiveness and academic quality, empirical evidence indicates increasing administrative burdens, organizational resistance, leadership rigidity, and disparities in institutional capacity. Knowledge Gap: This study focuses on how Agile Leadership and New Dynamic Governance can mediate policy pressures and transform them into organizational innovation. Aims: This study aims to (1) analyze the gap between national policy demands and institutional adaptive capacity, while exploring the role of Agile Leadership in addressing governance complexity; and (2) develop an integrative conceptual model explaining the relationships among policy pressure, Agile Leadership, New Dynamic Governance, organizational learning, and institutional transformation. Results: The findings indicate that policy pressures become constructive when mediated by adaptive leadership and collaborative governance practices characterized by thinking ahead, thinking across, and reflective evaluation. Universities that institutionalize these capabilities tend to develop into learning organizations with greater resilience and competitiveness. Novelty: This study proposes an integrative conceptual model in which Agile Leadership and New Dynamic Governance bridge national policy pressures and the adaptive capacity of higher education institutions. This model explains how policy pressures can be transformed from drivers of administrative compliance into catalysts for organizational learning, innovation, and institutional transformation. Implications: Future research should quantitatively test the proposed model across different types of higher education institutions and develop measurable indicators of Agile Leadership and Dynamic Governance maturity.
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