Adaptive leadership in wellness tourism: navigating digital transformation

Purpose This study aims to investigate how spa and wellness managers address adaptive challenges stemming from rapid technological advancements in the wellness tourism sector. It aims to bridge a notable gap in leadership literature concerning the application of adaptive leadership frameworks within this context, particularly as digital innovations redefine service delivery and customer experience. Design/methodology/approach Using a phenomenological design, the research centers on the lived experiences of 11 spa and wellness directors. Data were collected through semi-structured, in-depth interviews conducted via Zoom. The interview guide was developed based on adaptive leadership theory and cognitive labor frameworks. An inductive approach rooted in grounded theory was used to analyze the verbatim transcripts. Findings The findings illuminate adaptive leadership through four interconnected processes: assessing opportunities (e.g. revenue diversification, efficiency), assessing challenges (e.g. high costs, employee anxiety, human–machine balance), assessing resources (e.g. software, space repurposing), integrating technology in human labor (enhancing rather than replacing human interaction) and learning from customers’ feedback (adapting services based on guest reception). Leaders consistently negotiate the tension between technological efficiency and human-centered values. Originality/value This study offers a first-hand, in-depth account of leadership practices in digitally evolving wellness environments. By explicitly applying and empirically demonstrating adaptive leadership, it provides a nuanced, context-sensitive understanding of how leaders maintain organizational resilience and customer well-being amidst technological disruption. It extends existing theory by illustrating how empathy, reflexivity and distributed decision-making guide transformation in a service-intensive industry.