ANTIFRAGILE LEADERSHIP

Abstract

This study investigates the concept and application of antifragile leadership within medium-sized educational organizations in Southeast Brazil from 2020 to 2024, a period marked by the COVID-19 pandemic’s challenges. Antifragile leadership, grounded in Nassim Nicholas Taleb’s theory, goes beyond resilience by enabling leaders and teams not only to withstand crises but also to grow stronger through adversity and uncertainty. The research adopts a qualitative exploratory methodology, employing semi-structured interviews and framework analysis with educational managers to explore how antifragile leadership practices influenced organizational learning and team adaptation during volatile and complex times characterized as the BANI world (Brittle, Anxious, Nonlinear, Incomprehensible). Findings reveal that 60% of participants felt professionally stronger during the pandemic, evidencing antifragile traits. The study highlights the importance of agile frameworks such as Scrum, Kanban, and OKR, combined with antifragile leadership, to foster flexibility, innovation, and continuous improvement in education management. Despite structural limitations imposed by higher authorities, antifragile leadership proved crucial in navigating crises by promoting learning, growth, and effective communication among teams. The research concludes that antifragile leadership offers a relevant and effective model for contemporary educational leaders facing uncertainty and complexity. It also identifies a gap in the academic literature about antifragile leadership within education, pointing to the need for further studies. This approach supports more adaptive, robust, and innovative organizational practices in times of crisis.