Leading through complexity: A single case study on cultivating agility with cultural and emotional intelligence

Aotearoa New Zealand’s educational landscape is complex, characterised by diverse cultural and emotional dynamics. This single case study explores how primary school leaders harness cultural intelligence (CQ) and emotional intelligence (EQ) to inspire agility amid complexities. Set in a semi-rural context marked by leadership changes and restructuring, a positive school culture has been fostered, making it a school where staff feel proud to teach and eager to send their own children.

Using a qualitative constructivist grounded theory approach, data was gathered through semi-structured interviews and focus groups with the principal, leadership team, and teachers. Three key themes emerged. First, leaders begin by identifying their own purpose and intentionally building trust with their teams and community. From this foundation, leaders draw upon deliberate actions that align their purpose and amplify energy to create an inclusive agile environment. Thirdly, the wider environment influences the leader’s effectiveness and shapes their collective ability to navigate complexity.

The findings underscore the crucial need for educational leaders to be agile. To effectively navigate the complexities of modern leadership, they must cultivate agility by applying a blend of CQ, EQ and cognitive flexibility (CF) to inspire their teams. This combination empowers and inspires their teams, fostering an inclusive, resilient and adaptive culture. Failing to do so risks creating a culture that cannot withstand the complexities and challenges evident in contemporary leadership.