<![CDATA[The uncertainties of the times, marked by technological disruption, changes in educational policy, and social and religious dynamics, require Islamic educational institutions to adopt more adaptive leadership styles. In this context, Islamic educational leadership can no longer rely solely on a hierarchical-centralistic model but must be able to respond flexibly to change without neglecting the Islamic values that underpin the institution. This study aims to analyze the characteristics of adaptive leadership, examine adaptive managerial strategies, and analyze their impact on the resilience and performance of madrasah organizations. The study employed a qualitative case study design at MTs Al-Amiriyyah Blokagung Banyuwangi. Data were collected through in-depth interviews, non-participatory observation, and documentation studies. Data were then analyzed using the interactive model of Miles, Huberman, and Saldaña, which includes data condensation, data presentation, and the drawing and verification of conclusions. The results indicate that adaptive leadership is characterized by the leader's ability to interpret environmental changes, implement participatory decision-making, foster open communication within the organization, and empower human resources through learning and innovation. The adaptive strategies implemented include adjusting educational policies, strengthening organizational communication, developing human resource capacity, and empowering teachers. Adaptive leadership also impacts organizational resilience, teacher and staff commitment, and the quality of decision-making. This study concludes that adaptive leadership is a relevant managerial solution for Islamic education in addressing the uncertainties of the times, as it integrates organizational flexibility with Islamic values such as trustworthiness, deliberation, and collective responsibility.]]>
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