Leadership agility and institutional resilience: The mediating roles of digital readiness and strategic adaptation in Chinese higher education digital transformation

As higher education institutions (HEIs) navigate complex digital transformation demands, leadership agility has emerged as a critical determinant of institutional resilience. This study examined the mechanisms through which leadership agility is associated with institutional resilience, focusing on the mediating roles of digital readiness and strategic adaptation, and the moderating role of organizational innovation climate. Data were collected from 445 senior administrators across Chinese HEIs, including vice chancellors, deans, directors, and heads of departments. Participants completed validated scales measuring leadership agility, digital readiness, strategic adaptation, innovation climate, and institutional resilience. Structural equation modeling was employed to test direct, mediated, and moderated pathways. Results revealed significant associations between leadership agility and institutional resilience (β = 0.28), digital readiness (β = 0.52), and strategic adaptation (β = 0.30). Mediation analyses indicated indirect statistical pathways linking leadership agility with institutional resilience (β = 0.09). Furthermore, organizational innovation climate significantly moderated the effects of digital readiness (β = 0.14) and strategic adaptation (β = 0.16). The findings highlight the need for agile leadership that cultivates digital preparedness and adaptive strategies, particularly in innovation-supportive environments. Implications are discussed for leadership development and organizational design within the Chinese HEIs.