Navigating leadership complexities: Doing the right work, the right way

Abstract

This case study explores the complexity of leading adaptive change within a large RTLB (Resource Teacher: Learning and Behaviour) cluster in Aotearoa. Centred on the dilemma of how to adapt an internal case management tool (eRTLB) to strengthen best practices, the reflection draws on the principles of adaptive leadership and Robinson’s (2022) collaborative problem-solving model. It highlights the interplay between context, leadership, and professional learning in navigating systemic variability and fostering coherence across a diverse team. Through deliberate attention to relationships, cultural responsiveness, and shared decision-making, the process sought to balance consistency with practitioner autonomy—honouring both professional judgement and collective responsibility. The case illustrates how strategic and virtuous leadership can support sustainable change by embedding collaborative inquiry, reflective learning, and cultural grounding into everyday practice. In doing so, it reinforces the importance of ‘doing the right work the right way’—an approach that acknowledges complexity, leverages collective expertise, and places mokopuna at the centre of improvement efforts.