Collaborative Leadership in Adaptive Governance: A Case Study of Natural Resource-Based Communities in Lombok
DOI:
https://doi.org/10.71435/Keywords:
Collaborative Leadership , Natural Resource , ManagementAbstract
Purpose: This study explores the dynamics of collaborative leadership within adaptive governance in natural resource–based communities in Lombok, Indonesia. It aims to understand how leadership practices facilitate coordination, participation, and institutional adaptation in managing ecological and social complexity. The research seeks to contribute to management scholarship by identifying leadership processes that enable sustainable governance through cooperation, flexibility, and collective decision-making.
Subjects and Methods: Using a qualitative case study approach, the research collected data through in-depth interviews with community leaders, local government officials, and NGO representatives involved in resource management initiatives. Observations and document analyses complemented the interviews to triangulate findings. The data were analyzed thematically, focusing on leadership practices that fostered communication, coordination, and adaptive responses within governance systems.
Results: Findings reveal that collaborative leadership emerged as the central mechanism for achieving adaptive governance outcomes. Leaders acted as institutional bridges, facilitating dialogue among diverse stakeholders, harmonizing traditional and formal governance structures, and fostering trust-based participation. Their capacity to adaptively respond to environmental and social challenges strengthened community resilience and sustainability. The study also found that leadership effectiveness depended on relational competence, cultural legitimacy, and the ability to institutionalize learning within governance practices.
Conclusions: Collaborative leadership is vital for managing complex socio-ecological systems. It transforms governance into a dynamic process of shared responsibility and continuous adaptation. The study advances management theory by positioning leadership as an adaptive, relational, and systemic process fundamental to sustainable community-based governance.
References
Amann, J., & Rubinelli, S. (2017). Views of community managers on knowledge co-creation in online communities for people with disabilities: qualitative study. Journal of medical Internet research, 19(10), e320. https://doi.org/10.2196/jmir.7406
Bril, H. (2024). Why We Struggle with Climate Change Mitigation: An Interdisciplinary Perspective. Available at SSRN. https://dx.doi.org/10.2139/ssrn.5001276
Chughtai, M. S., Syed, F., Naseer, S., & Chinchilla, N. (2024). Role of adaptive leadership in learning organizations to boost organizational innovations with change self-efficacy. Current Psychology, 43(33), 27262-27281. https://doi.org/10.1007/s12144-023-04669-z
Edmondson, E., & Fanning, L. (2022). Implementing adaptive management within a fisheries management context: a systematic literature review revealing gaps, challenges, and ways forward. Sustainability, 14(12), 7249. https://doi.org/10.3390/su14127249b
Fagerdal, B., Lyng, H. B., Guise, V., Anderson, J. E., Thornam, P. L., & Wiig, S. (2022). Exploring the role of leaders in enabling adaptive capacity in hospital teams–a multiple case study. BMC Health Services Research, 22(1), 908. https://doi.org/10.1186/s12913-022-08296-5
Fannur, F., Sabaruddin, I., & Ramdhani, N. (2023). Innovative Leadership Approaches for Enhancing Digital Governance and Collaborative Networks in Public Administration. Journal Social Civilecial, 1(2), 84-99. https://doi.org/10.71435/610487
Fidelibus, F. L. (2024). Effective Strategies for Improving Supply Chain Resilience and Cost Effectiveness (Doctoral dissertation, Walden University).
Gadolin, C., Andersson, T., & Stockhult, H. (2023). Complexity Leadership in a Public Sector Context: Exploring Adaptive Leadership Practices. Change Management: An International Journal, 23(2). https://doi.org/10.18848/2327-798X/CGP/v23i02/63-81
Henderson, S. S., & Smith-King, E. J. (2015). Sectoral decision making: Structures, processes and trust. Management Decision, 53(7), 1545-1559. https://doi.org/10.1108/MD-04-2015-0128
Høiland, G. C. L., & Klemsdal, L. (2022). Organizing professional work and services through institutional complexity–how institutional logics and differences in organizational roles matter. human relations, 75(2), 240-272. https://doi.org/10.1177/0018726720970274
Home, A., Chubb, L. A., & Fouché, C. B. (2021). Facilitating co-creation of knowledge in two community-university research partnerships. Collaborations: A Journal of Community-Based Research and Practice, 4(1). https://doi.org/10.33596/coll.68
Hovardas, T. (2021). Social sustainability as social learning: Insights from multi-stakeholder environmental governance. Sustainability, 13(14), 7744. https://doi.org/10.3390/su13147744
Kallio, K. M., Kallio, T. J., Grossi, G., & Engblom, J. (2021). Institutional logic and scholars' reactions to performance measurement in universities. Accounting, Auditing & Accountability Journal, 34(9), 135-161. https://doi.org/10.1108/AAAJ-03-2018-3400
Lehmeidi, M. (2025). Collaborative Leadership Models: Building Effective Teams Across Educational Institutions. In Diverse Leadership Perspectives in Education: From K-12 to Higher Education (pp. 479-508). IGI Global Scientific Publishing. https://doi.org/10.4018/979-8-3693-6115-3.ch018
Luo, W. (2024). Flexible leadership: Bridging gender dynamics and enhancing enterprise performance. Management Research Quarterly, 1(4), 4-17.
Medema, W., Adamowski, J., Orr, C., Furber, A., Wals, A., & Milot, N. (2017). Building a foundation for knowledge co-creation in collaborative water governance: Dimensions of stakeholder networks facilitated through bridging organizations. Water, 9(1), 60. https://doi.org/10.3390/w9010060
Mukhlis, M., & Perdana, R. (2022). A critical analysis of the challenges of collaborative governance in climate change adaptation policies in Bandar Lampung City, Indonesia. Sustainability, 14(7), 4077. https://doi.org/10.3390/su14074077
Nadeem, M. (2024). Distributed leadership in educational contexts: A catalyst for school improvement. Social Sciences & Humanities Open, 9, 100835. https://doi.org/10.1016/j.ssaho.2024.100835
Ponte, D., & Pesci, C. (2022). Institutional logics and organizational change: the role of place and time. Journal of Management and Governance, 26(3), 891-924. https://doi.org/10.1007/s10997-021-09578-6
Tobari, T., Dewi, M., Naim, S., & Azizah, S. N. (2024). Strategic Convergence: How Knowledge Sharing, Cross-Functional Collaboration, and Adaptive Leadership Drive Innovation Success. International Journal of Business, Law, and Education, 5(2), 2483-2494. https://doi.org/10.56442/ijble.v5i2.888
Vega Barbero, J. M. (2024). Investigating governance systems in the coffee global production network to assess how they affect small farmers (Doctoral dissertation, University of Leeds).
Vogel, R., Göbel, M., Grewe‐Salfeld, M., Herbert, B., Matsuo, Y., & Weber, C. (2022). Cross‐sector partnerships: Mapping the field and advancing an institutional approach. International Journal of Management Reviews, 24(3), 394-414. https://doi.org/10.1111/ijmr.12283
Yngve, L. (2024). Turning notions of cross-sector partnerships into practice: individual actors’ negotiations of institutional logics in collaborative arrangements. International Review of Sociology, 34(2), 274-299. https://doi.org/10.1080/03906701.2024.2376059
