Impact of Inclusive Leadership on Adaptive Performance

Abstract

This study examines the impact of inclusive leadership on adaptive performance in higher education institutions (HEIs), Grounded in Social Exchange Theory the research addresses the limited empirical evidence on leadership-driven behavioural outcomes in Pakistani universities. A quantitative, cross-sectional research design was adopted, and data were collected from 200 academic staff from HEIs in Islamabad. Standardised measurement scales were used, and data were analysed using regression through SPSS. The findings reveal that inclusive leadership significantly enhances adaptive performance. The study contributes to leadership and organisational behaviour literature by developing an integrated framework within the higher education context. It extends inclusive leadership theory beyond corporate settings and provides empirical evidence from a developing country's perspective. Practically, the findings offer insights for policymakers and institutional leaders to promote inclusive practices, enhance institutional adaptability and performance.