Adaptive Leadership
Adaptive Leadership is a leadership framework that was created by Ronald_Heifetz and Riley Sinder.[1]. It is concerned with how groups, organizations, and societies adapt to new realities by changing their values, habits, or assumptions[2]. It is different from complex adaptive leadership in that it does not deal with complex adaptive systems(CAS) and that it has different assumptions about control[3]. It is also different from transformational leadership[4] in that it requires a higher level of mental complexity and that it has a different level of analysis.[5]
Adaptive leadership argues that there are two kinds of problems(challenges)[6]: technical and adaptive. Technical problems can be solved with existing knowledge and/or an expert can administer the solution. Adaptive problems, on the other hand, do not have an existing solution, and require learning of new skills, habits, assumptions, and behaviors, and unlearning old ones. Moreover, it require learning about the true nature of the problem. This kind of problem can not be solved by an expert and requires a degree of collaborative problem solving. The concept of adaptive and technical problems has some similarity to routine and critical decisions[7]. It also has a similarity to the concept of wicked and tame problems[8]. However, despite the similarities, the adaptive/technical problem distinction differs from both[9].
To deal with adaptive challenges one can use their positional power(leadership with authority) to effect change. They can also effect change while lacking positional power(leadership without authority)[10]. In other words, anyone can effect change, irrespective of whether or not they possess positional power. Both having positional power, or lacking it, provide advantages and disadvantages[11] and one is not inherently better than the other. Nonetheless, if a leader with authority decides to oppose a leader without authority all together, it would be very hard for a leader without authority to create progress on an adaptive challenge[12]. Examples of adaptive leaders without authority include Martin Luther King Jr., Gandhi, Margaret Sanger[13]. Examples of adaptive leaders with authority include President Johnson before his insolvent with the Vietnam war and William Ruckelshaus, the head of the EPA in the early 1980s[14]
References[edit]
- ↑ Eichholz, J. C. (2017). Adaptive capacity: How organizations can thrive in a changing world (2nd ed.). Greenwich, CT: LID.
- ↑ Heifetz, R. A. (1994). Leadership without easy answers. Cambridge, MA: Harvard University Press.
- ↑ Raei, Mohammed, "Development and Validation of the Adaptive Leadership with Authority Scale" (2018). Dissertations & Theses. 446. https://aura.antioch.edu/etds/446
- ↑ Bass, B. M., & Avolio, B. J. (Eds.). (1994). Improving organizational effectiveness: Through transformational leadership. Thousand Oaks, CA: Sage.
- ↑ Raei, Mohammed, "Development and Validation of the Adaptive Leadership with Authority Scale" (2018). Dissertations & Theses. 446. https://aura.antioch.edu/etds/446
- ↑ Heifetz, R. A. (1994). Leadership without easy answers. Cambridge, MA: Harvard University Press.
- ↑ Selznick, P. (1957). Leadership in administration: A sociological interpretation. Berkeley, NY: Harper & Row.
- ↑ Rittel, H. W., & Webber, M. M. (1973). Dilemmas in a general theory of planning. Policy Science, 4(2), 155–169. https://doi.org/10.1007/bf01405730
- ↑ Raei, Mohammed, "Development and Validation of the Adaptive Leadership with Authority Scale" (2018). Dissertations & Theses. 446. https://aura.antioch.edu/etds/446
- ↑ Heifetz, R. A. (1994). Leadership without easy answers. Cambridge, MA: Harvard University Press.
- ↑ Heifetz, R. A. (1994). Leadership without easy answers. Cambridge, MA: Harvard University Press.
- ↑ Raei, Mohammed, "Development and Validation of the Adaptive Leadership with Authority Scale" (2018). Dissertations & Theses. 446. https://aura.antioch.edu/etds/446
- ↑ Heifetz, R. A. (1994). Leadership without easy answers. Cambridge, MA: Harvard University Press.
- ↑ Heifetz, R. A. (1994). Leadership without easy answers. Cambridge, MA: Harvard University Press.
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