Although adaptive leadership positively impacts teamwork in complex project settings, there are few studies on its effectiveness during economic crises or within sanctioned and highly rigid structures. There is also a deficiency in the measurement gap with authors providing diverse definitions of adaptability, further making the measurement of adaptability as a single construct very difficult, especially in the construction and manufacturing industries that have a positive adaptability towards market opportunities and resource constraints. This study is a systematic review of the existing literature in databases such as EBSCO host to determine the gaps and patterns found in multidisciplinary approaches. Important findings include the understanding of the connection between adaptive leadership and resilience, the relationship of shared leadership and productivity, as well as structural and cultural inflexibility. Future research can focus on progressive industries emphasizing changes in context and innovative and flexible leadership models using quantitative surveys or qualitative analysis of organizational routines.
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