In the wake of accelerated digital transformation, higher education institutions worldwide face unprecedented challenges in redefining leadership, communication, and organizational culture. This study explores how academic leaders in Indonesian private universities enact adaptive and transformational leadership communication to navigate complex change processes. Drawing on a qualitative case study of three private universities and nine academic leaders, the research investigates how leaders engage stakeholders, manage resistance, and foster institutional learning in response to the demands of digital innovation. Findings indicate that adaptive leadership communication characterized by dialogic engagement, trust-building, and emotional responsiveness was essential for managing ambiguity and resistance. Simultaneously, transformational leadership communication centered on vision articulation, intellectual stimulation, and individualized support was critical in mobilizing commitment and aligning institutional narratives. Leaders who demonstrated communicative agility by integrating both styles were more successful in sustaining engagement and advancing change. The study proposes a hybrid communicative model of leadership; wherein adaptive and transformational communication practices are deployed situationally to foster both psychological safety and strategic momentum. This model reflects the cultural and operational realities of Indonesian higher education, where effective leadership is grounded not only in technical capability but in relational intelligence and contextual sensitivity. The findings offer theoretical contributions to leadership and communication scholarships and provide practical implications for developing leadership capacity in digital transformation contexts particularly in emerging economies and post-pandemic education systems.
Triany et al. (Wed,) studied this question.