The Practice Of Adaptive Leadership Summary

July 2014 giving him 19 months TIG. He has 5 years and 6 months TIS. He is currently a 7 level

Have you ever been in a situation where you had to take charge, and take on leadership roles in a short period of time ? Some people may say that not everyone can be a leader. Some also believe that leaders are born with the necessary qualities, which make them successful as a leader. Others believe that leadership, like many other character traits, can be learned and developed through life. The debate depends on how you define leadership. A leader can be made in certain situations of survival. It can range from promoting what is right to perform social changes, or just to execute their own ideas. When you are a leader you gain a certain sense of independence, and pride that you started something. Therefore, when it’s finished you get to show people that you were able to accomplish all of this.

Have you ever been in a situation where you had to take charge, and take on leadership roles in a short period of time? Some people may say that not everyone can be leader. Some also believe that leaders are born with the necessary qualities, which make them successful as a leader. Others believe that leadership, like many other character traits, can be learned and developed through life. The debate depends on how you define leadership, if you ask me. A leader can be made in certain situations of survival. It can range from promoting what is right to perform social changes, or just to execute their own ideas. When you are a leader you gain a certain sense of independence, and pride to that you started something. Therefore, when it’s finished you get to show people that you were able to accomplish all of this.

Set forth a one or two page synopsis and lessons learned from the “Leadership” readings p29-97. Please bring your notes to class in addition to you posting it here. A reference used – must always be cited to a page.

I will be discussing four situational leadership components- telling, selling, participation, and delegation. I will explain which is my strongest of the four components and why. Next, I will explain which others do I have some ability to do. Finally, I will discuss where do I need help from others in my organization to ensure all the situations are addressed.

Part Two: Diagnose the System Part two of the book “The Practice of Adaptive Leadership” makes the transition from practical to clinical. The chapters in part two attempt to ssolve systemic problems, which can be tough work. The authors offer leaders the keys to improving their system-fixing skills. One aspect of “Diagnose the System” that sets it apart from other change management books is the practical original approach to the subject matter. Their unique method takes to leadership improvement, of which can be used or combined with clinical diagnostics.

Ronald Heifetz first introduced the adaptive leadership approach in his book “Leadership Without Easy Answers” (1994). Further He and his associates developed this approach in series of articles (Heifetz, Grashow, & Linsky, 2009; Heifetz & Laurie, 1997; Heifetz & Linsky, 2002).

Another authentic leadership skill I can improve upon is leading with my heart. Though I have great concern for my followers, leading with my heart can also mean being direct while still caring (Kruse, 2013). Furthermore, while leading with my heart, I should avoid worrying about “the social pecking order” (Yaacoub, 2016, p. 49) which makes it harder for me to make personal decisions. If I learn to better lead with my heart while being direct and honest, my team will likely feel more personally appreciated and respected.

Leadership is an art and a science that is developed and perfected by the summation of innate abilities, understanding the behaviors of people and how to capitalize on their strengths, and the unique ability to inspire and drive under challenging and dynamic circumstances (http://www.gwinnettnetwork.com/ArticleWhatMakesAGreatLeader.htm). This discussion examines a leader profile that has been an influence in my personal development that will analyze the characteristics of the leader that affected my development and also create a leadership scorecard of the selected

In order for adaptive leadership to be constantly encouraged in organizations, there should also be changes in society. Northouse (2016) describes that “adaptive leadership has been used effectively to explain how leaders encourage effective change across multiple levels, including self, organizational, community, and societal” (p. 257), so if adaptive leadership is a common skill in society, where people have as tool the ability to deal with problems and know how to adapt to these, it would be easier for an organization to encourage this type of leadership on its employees. For Northouse (2016) “adaptive challenges are difficult because they usually require changes in people’s assumptions, perceptions, beliefs, attitudes, and behaviors” (p.

To successfully define, enter, and grow the new market segment, combination of team and transformational leadership approaches are highly recommended. This is a cultural shift from the leaders motivates followers by setting goals and promising a reward when those goals were reached; described by Robbins and Coulter (2012) as transactional leadership. Successful penetration of the new market requires a transformational leader with high degree of emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skill (Goleman, 2004). Transformational leader assesses the resources’ personalities, cultural contexts, and organizational behaviors. Leader applies appropriate leadership

The concepts that I value to be an adaptable leader are change management and team building. The specific concept principles that will increase my ability in becoming an adaptable leader are elements of adaptability and team dynamics. Appling these principles will allow me to make sound decisions, adapt to changing environments, capitalize on subordinate strengths and skill sets to effectively promote collaboration.

Adaptive leadership may be the most follower-centric theory of leadership covered in our study thus far. As a component of Complexity Leadership Theory, adaptive leadership premise is for leaders to encourage followers to overcome problems through empowerment (Norhouse, 2013). In this concept, leaders do not assert their legitimate authority to answer the tough questions. Rather, through mobilization, motivation, organization, orientation, and focus, leaders facilitate learning transactions to resolve uncertainly or novel events.

In transformation leadership, a leader raises emotions and motivates followers to achieve goals. The leader inspires followers to meet high expectations and expects them to look beyond self-interests to achieve the group’s goals. In adaptive leadership, a leader helps people make changes to deal with problems. Northouse (2016) notes that adaptive theory terminology uses “people” rather than “followers” because followers suggests a subservient status. A situation in which both the transformation and adaptive styles apply is an individual who is trying to recover from a serious injury.

The challenge will be completing at least five pages when I don’t even know where to start. The leadership practice inventory PDF wasn’t that helpful, and since there was no outline, template, or clear directive on how to shape the paper. I feel like this could very well end up being a rant of some sort. I guess from a leadership perspective it’s my job to create my own path on how to complete this exasperating assignment. I would like to apologize to my fellow students in advance of reading this paper. I’m not a fan of forced writing