Northhouse chapter 11 Adaptive leadership PDF

Preview

Summary

short summary of Northhouse chapter 11 Adaptive leadership theory...

Description

Adaptive leadership (Chapter 11) Theory of Adaptive leadership was originally formulated by Heifetz (1994).   

Adaptive leadership is about helping people change and adjust to new situations. (address adaptive challenges) Leader is not the one solving the problems, but the one encouraging problem solving. the outcome is seen as follower’s adaption, not leaders  leader behavior encourages learning, creativity, and adaptation by followers in complex situations

Major components of adaptive leadership: 1. Situational challenge 2. Leader behaviors 3. Adaptive work Simple explanation of adaptive leadership process:  First, the leader takes time to step back from a challenging situation to understand its complexity obtain a fuller picture of the interpersonal dynamics.  Second, the leader makes an assessment to determine if the change creates challenges that are technical or adaptive in nature.  If the challenges are technical, the leader addresses the problems with his or her authority and expertise or through the rules and procedures of the organization.  If the challenges are adaptive, the leader engages in several specific leader behaviors to move the adaptive process forward. 

 

important adaptive leader behaviors include: regulating distress, - creating a holding environment, - providing direction, - keeping people focused on important issues, - empowering people, - and giving voice to those who feel unrecognized or marginalized no particular order to the prescribed behaviors incorporates behaviors simultaneously and interdependently

1. Situational challenges   

Technical Technical & Adaptive Adaptive

2. Leaders behaviors  Following 6 behaviors form a recipe for being an adaptive leader: 1. Get on the Balcony – ability to step back and see the complexities and interrelated dimensions of a situation. 2. Identify the Adaptive Challenge - degree to which leader recognizes adaptive challenges and do not respond to these challenges with technical leadership. 3. Regulate Distress - leader should provide a safe environment in which others can tackle difficult problems, at the same time he/she should maintain confident and calm in conflict situations.

4. Maintain Disciplined Attention - degree to which leaders get others to face challenging issues and not let them avoid difficult problems. 5. Give the Work Back to People – leaders’ ability to empower others to think for themselves and solve their own problems. 6. Protect Leadership Voices From Below - degree to which leaders are open and accepting of unusual or radical contributions from low-status group members.

3. Adaptive work  Focus and goal of the process 

Central of adaptive work is to create a holding environment  a space maintained by adaptive leader, where follower feels secure and therefore strong to confront difficult life challenges.

Adaptive leadership is often used in nonprofits, faith-based organizations and health care. Strengths and weaknesses + unique approach that emphasizes that leadership is a complex interactive process composed of multiple dimensions and activities clearly describes actions the leaders undertake to afford followers the best opportunity to do adaptive work unique in describing how leaders can help people confront and adjust their values in order to adapt and thrive provides a useful and practical set of prescriptions highlights the important role a holding environment plays in the leadership process can be applied in a wide variety of settings, including family, school, work, community, and societal

− very little empirical research to support the claims and tenets of the theory although its framework was set over 20 years ago  it is based on ideas and assumptions but not on stablished research  not evident-based = should be viewed cautiously the conceptualizations of the process need further refinement  was intentionally designed as a practical approach to leadership  is therefore composed of prescriptions, however, aspects of the adaptive work are not clearly outlined not clear description of how the factors fit together  there needs to be more clarification regarding the essential factors of the model and their functioning overwhelming interpretation due to breadth  lacks specificity and clarity and leaves room for too much subjective interpretation abstract prescription is difficult to analyze or implement in practice does not show how doing adaptive work leads to such socially useful outcomes as it lacks a clear explanation of incorporating a moral dimension...