The Relationship Between Tenacity and Organizational Agility: Basis for Leadership Development

This study investigates the relationship between tenacity and organizational agility from the perspective of academic supervisors in educational institutions. In today’s rapidly evolving educational environment, schools and universities must remain agile to stay relevant and effective. While much research on organizational agility emphasizes structural and strategic factors, this study focuses on the human element specifically, the tenacity of academic supervisors. Tenacity is understood as a multi-dimensional trait encompassing grit, resilience, and persistence. The research is grounded in well-established theories, including Duckworth’s Grit Theory, Masten’s Resilience Theory, and Teece’s Dynamic Capabilities Theory. By exploring the experiences of supervisors across different academic settings such as colleges, a senior high school, and a university this study seeks to understand how personal qualities can influence an institution’s ability to adapt and thrive. The research examines supervisors’ self-perceived levels of tenacity and organizational agility and investigates whether a significant relationship exists between these variables. Ultimately, the study aims to offer practical insights that can inform leadership practices, fostering adaptability and sustainable effectiveness in educational institutions facing continuous change.