Despite common entrenched beliefs, leadership skills can learned. Building familiarity with Adaptive Leadership Theory, practicing reflection, and treating one’s environment as a “case in point” laboratory full of adaptive challenges helps leaders build up the arsenal of skills needed to effectively exercise adaptive leadership in and out of one’s workplace. Heifetz et al. (2009) puts […]
Adaptive Leadership: “Holding Environment”, Part 5
Holding environment, also referred to as “pressure cooker” (Heifetz et al., 2009, p.306), is defined as having “The cohesive properties of a relationship or social system that serve to keep people engaged with one another in spite of the divisive forces generated by adaptive work” (Heifetz et al., 2009, p.305). Holding environment provides appropriate adaptive […]
Adaptive Leadership: Distinction Between “Technical” Problems and “Adaptive” Challenges, Part 2
While most challenges contain both technical and adaptive aspects, it is critical to distinguish between those two elements. Otherwise all too often adaptive challenges get treated as if they are technical problems and do not get resolved. According to Heifetz et al. (2009) technical problems share the following elements: existence of known solutions, made feasible […]
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