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ADAPTIVE LEADERSHIP
| Question | Answer |
|---|---|
| a requirement, because change is constant and inevitable, leaders must be flexible to succeed. | Adaptability |
| It is about having ready access to a range of behaviors that enable leaders to shift and experiment as things change. | Adaptability |
| The need for adaptive leadership | Adapt to the changing external pressures facing the organization; •Adjust their management style to changing situations; •Accept changes as positive; •Revise plans as necessary; and •Consider other people’s concerns during change. |
| to develop or adapt was the most frequently cited reason for career derailment | Inability |
| Is to live dangerously. Its romantic and exciting to think leadership as all inspiration, decisive action, and rewards. | To lead |
| requires taking risks that can jeopardize your career and your personal life. It requires putting yourself on the line, disturbing the status quo, and surfacing hidden conflict. | Leading |
| Is an enterprise worthy of the costs. | Leadership |
| worth the risk because goals extend beyond material gain or personal advancement. By making the lives of people around you better, leadership provides meaning in life. | Leadership |
| the act of mobilizing a group of individuals to handle tough challenges and emerge triumphant in the end | Adaptive Leadership |
| someone who loves trying new things (strategies, processes, etc.), especially if it helps the organization succeed and be better prepared for change. They also have the propensity to innovate and experiment, and are not afraid to fail in the process. | Adaptive Leader |
| * Question your thought patterns. * Relax your mind. * Examine your emotional flexibility. | Adaptable Leaders Have Flexible Ways of Thinking |
| understand that while an end goal and a vision is necessary, the path that takes them there needs to be flexible. | Adaptive Leaders |
| * Planning creates focus. * Planning helps to assess risks and opportunities. | Adaptable Leader Plan Ahead |
| * Asks questions, listen, and observe. * Be inquisitive. * Think creatively. | Adaptable Leaders are Curious |
| helps to open the mind, enable growth, encourage new ideas, and is a fundamental principle of adaptive leadership. | Curiosity |
| generates questions that wield problem-solving, leading to finding results. | Curiosity |
| Big Opportunities | Visibility + Trust = |
| that there is an environment of trust and respect; people feel like they can be themselves. It also means that people feel safe to voice out their opinions and take risks because they will be accepted even if they fail. | psychologically safe workplace |
| Practical approach to solving business issues, guiding leaders in identifying and focusing on the important aspects of a business operation and discarding what it can do without | Adaptive Leadership |
| They can motivate individuals, teams, and entire organizations through adaptive behavior within the context of organizational dynamics | Adaptive Leader |
| being fully self-aware of: * who you are * what your talents are * what your values and aspirations are * what your goals in life are & * what gives you meaning and a true sense of fulfillment | Self-adaptation |
| Able to fathom the truth about your whole being as progressively enlightened self | Developing Your Inner Self |
| Possesses a deeper level of spirituality and clearer view of one’s role in uplifting society | Developing Your Higher Self |
| Willing to sacrifice the self and embrace personal costs for the greater good of others | Developing Your Selfless Self |
| During emergencies /crises, When dealing with very difficult employees for shock treatment | Coercive |
| A command-and-control style. It relies on forcing people to do what you tell them, whether they want to or not. | Coercive leadership |
| To cajole and persuade towards higher version, When enthusiastic /charismatic leader uses it | Authoritative |
| They can motivate individuals, teams, and entire organizations through adaptive behavior within the context of organizational dynamics | Adaptive Leader |
| being fully self-aware of: * who you are * what your talents are * what your values and aspirations are * what your goals in life are & * what gives you meaning and a true sense of fulfillment | Self-adaptation |
| Able to fathom the truth about your whole being as progressively enlightened self | Developing Your Inner Self |
| Possesses a deeper level of spirituality and clearer view of one’s role in uplifting society | Developing Your Higher Self |
| Willing to sacrifice the self and embrace personal costs for the greater good of others | Developing Your Selfless Self |
| During emergencies /crises, When dealing with very difficult employees for shock treatment | Coercive |
| A command-and-control style. It relies on forcing people to do what you tell them, whether they want to or not. | Coercive leadership |
| To cajole and persuade towards higher version, When enthusiastic /charismatic leader uses it | Authoritative |
| Exemplified when a leader dictates policies and procedures, decides what goals are to be achieved, and directs and controls all activities without any meaningful participation by the subordinates. | Authoritarian Leadership |
| For unity & harmony, When eliciting loyalty, For communication & feedback, For relationship building, To repair broken trust | Affiliative |
| A style of leadership that focusses completely on people and relationships. It relates to the act of forming social and emotional bonds with each member of a team. | Affiliative Leadership |
| When consensus is needed, When it is very difficult to solve issues, When buy-in is needed, To set group goals | Democratic |
| A leadership style in which members of the group take a participative role in the decision-making process. | Democratic Leadership (Participative or Shared) |
| For highly capable staff, When technology is changing fast | Pacesetting |
| leader leads from the front, constantly sets high standards for their team and expects them to exceed with minimal management. A manager you set the cadence for your team and demand high intensity in their performance. It sounds intense and it really is | Pacesetting Leadership |
| When personal development and growth desired, When personal commitment wanted | Coaching |
| Often have a clear solution and can be solved by a few professionals. | Technical problems |
| Usually vague and complex. These problems require input from a variety of people within the organization and often take longer to solve. | Adaptive problems |
| Adaptive leaders create an environment in which every member of the organization has the opportunity to be heard. | Organizational justice |
| This requires a high degree of emotional intelligence, which is the ability to handle relationships with empathy and awareness. | Emotional justice |
| The adaptive leadership model recognizes that organizations must adjust and adapt to stay relevant in a complex and ever-changing marketplace. | Development |
| Adaptive leaders demonstrate ethical responsibility and morality. | Character |
| It is inevitable. Whether expected or unexpected, it is a part of life. | Change |
| It leads to many positive aspects – that lead to retaining a competitive edge and also remaining relevant in your business area | Change in organization |
| It encourages innovation, develops skills, develops staff and leads to better business opportunities, and improves staff morale. | Change |
| Their needs are constantly changing, and businesses must also change to reflect these needs and demands. | Customer |
| They believe in getting the right things done through the right people at the right time without creating any added hassles. (proactive, pragmatic, passionate, and productive.) | Change Agent |
| working together to create a shared understanding of change required to execute the strategy, and how to best make it happen. | Change Leadership |
| Successful leaders communicated the “what” and the “why.” Leaders who explained the purpose of the change and connected it to the organization’s values or explained the benefits created stronger buy-in and urgency for the change. | Communicate |
| Bringing people together to plan and execute change is critical. | Collaborate |
| Successful leaders made sure their own beliefs and behaviors supported change, too | Commit |
| Define the key leadership competencies necessary for change, and better understand leadership behaviors that could contribute to change failures. | Change-capable Leadership |
| Great Change Leaders Focus on _______ | People & Process |
| How to be an Effective Change Leader: | Initiate, Strategize, Execute |
| After understanding the need for change, effective change leaders begin by making the case for the change they seek. This can include: • evaluating the business context, •understanding the purpose of the change | Initiate |
| Successful leaders developed a strategy and a clear action plan, including priorities, timelines, tasks, structures, behaviors, and resources. They identified what would change, but also what would stay the same | Strategize |
| Translating strategy into execution is one of the most important things leaders can do. They also broke big projects down into small wins to get early victories and build momentum. And they developed metrics and monitoring systems to measure progress. | Execute |
| Leading People Through Change: | Support, Sway, & Learn |
| Successful change projects were characterized by leaders removing barriers to employee success. These include personal barriers, such as wounded egos and a sense of loss, as well as professional barriers. | Support |
| Influence is about gaining not only compliance, but also the commitment necessary to drive change. It is also about mapping out the critical change agents and defining what “buy-in” looks like from each stakeholder that will lead to a successful outcome | Sway |
| Successful change leaders never assumed they had all the answers. They asked lots of questions and gathered formal and informal feedback. The input and feedback allowed them to make continual adjustments during the change. | Learn |
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