Navigating Organizational Change In Islamic Propagation Institutions: Adaptive Leadership To The Digital Propagation Paradigm Shift

Abstract

This study aims to analyze the challenges faced by Islamic propagation institutions in
digital transformation, map relevant dimensions of adaptive leadership, and formulate change
navigation strategies to respond to the digital propagation paradigm shift. The methods used
are literature review and qualitative analysis of the phenomenon of digital disruption in
religious institutions in Indonesia. The primary theory underlying this study is Ronald
Heifetz's concept of adaptive leadership, which emphasizes an organization's ability to face
complex challenges that require changes in values and work patterns. The results indicate that
Islamic propagation institutions face structural and cultural barriers (digital stuttering) as well
as an erosion of authority due to the emergence of informal competitors such as influencer
preachers. The impact of this research is the formulation of three core competencies of
adaptive leadership: the ability to sense-make use of technology, the courage to experiment
with missionary strategies, and managing organizational stress during the transition period. To
address these challenges, Islamic missionary institutions need to build data-driven ecosystems,
restructure their organizations into agile, creative teams, and harmonize the substantive values
of Islamic missionary work with attractive digital packaging to remain relevant in the
contemporary era.