Leadership Sensemaking During Technological Disruption

Abstract

This study aimed to explore how organizational leaders engage in sensemaking during periods of technological disruption in Tehran-based institutions. The research employed a qualitative design with a phenomenological approach to capture the lived experiences of 26 organizational leaders from both public and private sectors in Tehran. Data were collected through semi-structured, in-depth interviews, focusing on leaders' cognitive, strategic, and emotional responses to digital disruption. Sampling continued until theoretical saturation was achieved. All interviews were transcribed verbatim and analyzed thematically using NVivo software, following a multi-stage coding process involving open coding, axial categorization, and theme synthesis to ensure analytical depth and validity. Thematic analysis revealed three core categories: Cognitive Framing of Disruption, Navigational Strategies and Action, and Emotional and Relational Sensemaking. Participants reported reframing disruption as an opportunity, filtering information under uncertainty, and engaging in collective meaning-making. Leaders demonstrated action orientation through strategic narrative construction, phased implementation, and heuristic decision-making. Emotionally, leaders regulated their responses, built trust through transparency, and relied on peer networks for validation and guidance. The findings suggest that effective sensemaking during disruption involves integrating interpretive flexibility with relational intelligence and narrative leadership, allowing leaders to maintain organizational coherence and responsiveness under volatile conditions. Leadership sensemaking in the context of technological disruption is a multifaceted process that combines cognitive framing, strategic action, and emotional alignment. Leaders who interpret disruption constructively, act iteratively, and maintain relational trust are better positioned to guide organizations through uncertainty. The study highlights the critical role of adaptive and culturally contextual leadership in digital transformation efforts, particularly in emerging economies where institutional and infrastructural constraints persist.