Deans’ Transformational Leadership and Internationalization of Higher Education in Chinese Universities: Mediating Effect of Adhocracy Culture

The internationalization of higher education (IoHE) is a crucial component of China’s double first-class initiatives, driving universities to adopt effective leadership and cultural strategies. This research investigates the relationship between deans’ transformational leadership (TFL) and IoHE in 22 Chinese universities, focusing on the mediating role of adhocracy culture. Using proportionate stratified random sampling, data from 410 academic staff were analyzed via structural equation modeling and bootstrapping. Results reveal moderate levels of IoHE and adhocracy culture, alongside a high TFL prevalence. TFL significantly influences IoHE directly (β = .517, p < .001) and indirectly through adhocracy culture (β = .169, p < .001), with both factors explaining 56% of IoHE variance. Subdimensions, such as developing shared visions, building goal consensus, and modeling values exhibit strong direct effects, whereas adhocracy culture’s moderate effect ( f 2 = 0.151) highlights its complementary role. Notably, subdimension building collaborative structures unexpectedly correlates negatively with IoHE, potentially reflecting tensions between hierarchical norms and adaptive internationalization strategies. Limitations include sample exclusion of vocational colleges and exclusive focus on adhocracy culture within the competing values framework. Future research should explore hybrid cultural models and contextual factors to advance holistic IoHE strategies in Chinese hierarchical institutional contexts.