Navigating Organizational Transformation: The Synergy of Adaptive Leadership, Multidimensional Intelligence, and Strategic Decision-Based Conflict Resolution
DOI:
https://doi.org/10.68211/sogpa.v1i1.23Keywords:
adaptive leadership, multidimensional intelligence, organizational change management, decision-making, systematic literature reviewAbstract
This article aims to develop an integrated theoretical framework for organizational change
management by synthesizing three interconnected domains: leadership theory, multidimensional
intelligence, and strategic decision-making. Organizations today face accelerating technological
change, shifting workforce dynamics, and growing stakeholder complexity, demanding leadership
approaches that are adaptive, emotionally intelligent, and structurally sound in decision-making.
Employing a systematic literature review methodology, this study analyzes peer-reviewed and indexed sources across the three core themes. The findings demonstrate that effective leadership in change contexts requires the integration of Intellectual (IQ), Emotional (EQ), Adversity (AQ), and Spiritual (SQ) Quotients, each fulfilling a distinct and non-substitutable function in sustaining leadership effectiveness under pressure. Simultaneously, structured decision-making tools including the Analytical Hierarchy Process (AHP), Cost-Benefit Analysis (CBA), Fishbone Diagram, and participatory frameworks such as stakeholder analysis and BATNA/ZOPA negotiation strategies provide the methodological scaffolding necessary for translating leadership intelligence into organizationally accepted outcomes. The study concludes that the fragmentation of these research streams has created practical gaps for leaders facing simultaneous challenges across all three domains. The integrated framework proposed here bridges those gaps and invites empirical validation in real organizational settings.
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