Adaptive leadership involves telling people the hard truth and asking them to sustain losses, therefore adaptive leaders invariably provoke resistance. Flower (1995) writes,
Some resistance strategies are well known and rather obvious, such as scapegoating, externalizing the enemy, or killing off the leader in the hopes that if only we had the right leader our problems would be solved. But some organizations have more subtle mechanisms, such as reorganizing once again, denying the issue entirely, or creating a decoy issue and so forth. (Facing facts section, para.4)
- Introduction to Adaptive Leadership
- Distinction between “technical” problems and “adaptive” challenges
- Distinction between “leadership” and “authority”
- Holding environment
- Can Adaptive Leadership skills be developed?
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Latest posts by Susanna Katsman (see all)
- Adaptive Leadership: Can Adaptive Leadership Skills Be Developed? Part 6 - October 1, 2013
- Adaptive Leadership: “Holding Environment”, Part 5 - September 24, 2013
- Adaptive Leadership: Resistance To Adaptive Change, Part 4 - September 17, 2013
- Adaptive Leadership: Distinction Between “Leadership” and “Authority” – Part 3 - September 10, 2013
- Adaptive Leadership: Distinction Between “Technical” Problems and “Adaptive” Challenges, Part 2 - September 3, 2013
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