8 A633.9.3.GA: Variation on a Theme? …or Something New? Name OBLD 633

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A633.9.3.GA: Variation on a Theme? …or Something New?

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OBLD 633 Adaptive Leadership in Complex Environments

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Variation on a Theme? …or Something New?

Today’s world is experiencing rapid changes in technology and consumer behaviors; hence, organizations depend on excellent leadership to attain desirable economic growth and development results. For instance, adaptive leadership motivates employees to embrace change within establishments. Moreover, adaptive leadership cultivates teamwork and trust among organizational employees. As a result, establishments can attain desired performance despite the rapid changes in the current business environment. Ultimately, adaptive leaders improve organizations’ performance by creating a conducive working environment. They mobilize teamwork, learning cultures, autonomy, effective communication, and proper decision-making among employees.

Adaptive Leadership Model

Change is inevitable in today’s world. In the same notion, Sarout and McGrath (2011) acknowledge that today’s business organizations face significant management challenges due to competition and technological change. In response, establishments adopt the Complex Adaptive Leadership model to remain relevant and competitive. Unlike other leadership models, the Complex Adaptive Leadership theory motivates employees to embrace change within organizations, thereby overcoming globalization challenges. Hemerling (2016) notes that many people associate downsizing with organizational change and transformation. In this case, a significant number of workers resist change. Mueller-Eberstein (2012) also affirms that emotions make it hard for individuals to accept change. Thus, due to anxiety and psychological distress, people often refute new ideas and concepts within organizations. Moreover, the negative emotions and denial because of change affect employee productivity and organizational performance.

Nevertheless, adaptive leaders employ effective strategies to overcome employee resistance to change. For instance, adaptive leaders communicate the need for change within organizations. Mueller-Eberstein (2012) confirms that effective communication eradicates fear among employees during organizational transformation. As a result, workers support and embrace advocated change for better organizational performance. Besides, excellent communication motivates employees to provide suggestions to implement rather than resist change within organizations. In addition, appropriate communication addresses the misconceptions employees hold against change (Mueller-Eberstein, 2012; Hemerling, 2016). Hence, employees embrace change to improve organizational productivity and competitiveness. Communication also encourages employees to deal with negative emotions related to change. In this case, employees can realize the opportunities associated with change rather than focus on the risks. Mueller-Eberstein (2012) contends that many people associate change with more risks. Hence, they hardly acknowledge the multiple benefits of change within establishments. Thus, communication is a strategy that could change employees’ attitudes toward organizational change.

Furthermore, adaptive leaders embrace teamwork within establishments. Business organizations depend on employee collaboration to overcome completion and achieve desired economic growth objectives and goals. Teamwork creates opportunities for people to share diverse knowledge and experience (Snowden & Boone, 2007; Mauboussin, 2011). Data-sharing allows organizations to make desirable decisions and achieve better performance results. Organization leaders also rely on collaboration to sharpen their vision. Well-designed and specific visions boost organizational success and competitiveness in the changing business environment (Hammering, 2016; Mueller-Eberstein, 2012). Adaptive leaders also employ teamwork to design better plans and overcome globalization challenges. Excellent plans and strategies empower business organizations to overcome economic and technological challenges firms encounter due to globalization. In this case, adaptive leaders adopt teamwork to acknowledge and address employees’ emotional needs and demands (Mueller-Eberstein, 2012). For these reasons, they promote desired change within organizations via teamwork and team formation.

Adaptive leaders also make complex decisions to benefit organizations. Heifetz et al. (2009) posit that many leaders avoid making painful choices that hurt and favor followers. As a result, they jeopardize organizations’ initiatives to achieve desired objectives and goals. Adaptive leaders often make decisions that generate gains for some employees and losses for others. For example, globalization compels organizations to downsize employees for better productivity and performance. Failure to downsize employees or make painful decisions make organizations vulnerable to bankruptcy, competition, and liquidation due to undesirable financial results (Heifetz et al., 2009; Hemerling, 2016). Adaptive leaders also make risky decisions to achieve organizational goals and objectives. However, many organizations and leaders rarely take risks. According to them, risks often fail and are dangerous. Still, Heifetz et al. (2009) consider risks as learning platforms for organizations to overcome multifaceted situations. Based on this information, adaptive leaders make difficult choices to improve organizations’ performance and productivity in the current business environments.

Moreover, adaptive leaders mobilize employees to embrace change and autonomy within organizations. Because of consumer behaviors and technological changes, many business organizations hardly achieve short and long-term performance objectives (Reeves & Deimler, 2011). For these reasons, adaptive leaders encourage employees to embrace change based on consumer needs and demands. Johnson-Kanda and Yawson (2018) posit that inflexible organizations cannot survive in fast-paced, changing environments. Thus, adapting to change is necessary for establishments to remain relevant and competitive in today’s world. Likewise, adaptive leaders inspire workers to practice autonomy when performing assigned duties. Autonomy encourages adaptive leaders to hold employees accountable. Besides, autonomy pushes employees to take appropriate steps and become drivers of change within organizations (Obolensky, 2014). Thus, adaptive leaders are flexible and encourage autonomy among their followers.

Adaptive leaders also expose workers to excellent training programs. Training and coaching programs shape workers’ behaviors within organizations (Coutu et al., 2009). Many business organizations depend on positive employee behaviors to attain a competitive advantage over rivals. For example, employees can embrace teamwork within organizations if they are positive. Moreover, desirable behaviors influence organizational employees to share knowledge and skills for better performance. Reeves and Deimler (2011) maintain that excellent employee associations and data-sharing improves organizations’ competitive advantage and success. Likewise, coaching and training provide employees with strategies to balance work and life responsibilities. Hence, employees rarely suffer from fatigue or develop mental ailments and excel in their duties. In this case, adoptive leaders embrace excellent training and coaching programs to attain the positive attributes of teamwork and employee satisfaction.

Furthermore, the adaptive leadership model creates a conducive working environment for employees to accept change and enhance productivity. For instance, adaptive leaders provide employees with functional equipment to accept proposed changes. Moreover, functional equipment motivates employees to achieve organizational goals by meeting consumers’ needs and demands. Hemerling (2016) asserts that functional equipment and consumer satisfaction correlate directly. In this case, gratified clients rarely abandon organizations. Besides, happy consumers repeatedly buy organizational products and services. Adaptive leaders also listen to and value employees’ opinions (Hemerling, 2016). They also implement suggestions offered by employees within organizations. Therefore, listening to employees’ opinions and providing functional equipment make organizations competitive and relevant in the current and challenging business environment.

Finally, adaptive leaders adopt modern and advanced technological devices to improve organizational performance. Digital platforms enable organizations to interact with consumers. As a result, they design products based on consumer changing needs and demands. Moreover, organizations use digital devices to test novel products with friendly audiences before full launch (Reeves & Deimler, 2011). The approach prevents organizations from releasing slow-moving products into the market and making losses. Organizations also employ digital devices to communicate and interact with stakeholders. Hence, they share data to achieve positive economic growth results. Hoerudin (2020) claims that positive digital interactions heighten organizational creativity and innovativeness. Novel concepts and ideas improve organizations’ competitive advantage in today’s world. Likewise, organizations adopt advanced digital devices to replicate innovative ideas at lower costs (Reeves and Deimler, 2011). Therefore, organizations can access quality materials and design compelling products and services with reduced operating costs. In addition, they overcome competition by attracting and retaining consumers. In brief, modern and advanced digital devices, a feature of adaptive leadership, enhance organizations’ relevance and success in today’s business environments.

Adaptive vs. Transformational, Authentic, and Servant Leadership Models

Adaptive, transformational, authentic, and servant leadership share similarities and differences. Like adaptive leadership, transformational and servant leaders advocate employee teamwork (Obi et al., 2021; Suhaimi & Kassim, n.d.). For these reasons, adaptive, servant, and transformational leaders cultivate trust within organizations. A respectful and trustworthy environment encourages employees to share knowledge and ideas. Hence, they develop novel products and services to meet consumer needs and expectations. A trustworthy environment also motivates workers to engage in collective decision-making. Many business organizations depend on collective decision-making to solve multifaceted problems like competition and undesirable economic growth results. Collaboration due to the adaptive, servant, and transformational leadership approaches inspire employees to address issues without fear. As a result, workers make organizational leaders acknowledge and address issues hindering employee performance and productivity. Heifetz et al. (2009) recognize that fear among employees because of inadequate leadership makes it hard for organizations to achieve desired objectives and goals. Therefore, adaptive, servant, and transformational leadership improves organizations’ performance by advocating employee teamwork.

Adaptive, servant, and transformational leadership support and motivate employees within organizations. For example, transformational, servant, and adaptive leaders recognize employees’ contributions to organizations’ success. Hence, they praise and reward employees for better performance. Kelly (1988) debates that recognition and excellent reward systems promote job satisfaction among organizational employees. Happy and satisfied workers are creative and productive. They make organizations achieve long and short-term economic growth objectives. Gratified workers rarely resign from organizations. Instead, they remain loyal and committed to achieving organizational objectives and goals. Lower employee turnover rates because of adaptive, servant, and transformational leadership makes organizations competitive and relevant in the current and changing business environment. Likewise, transformational, servant, and adaptive leaders support and motivate workers to design new products and services (Langston University, n.d.). Innovation makes establishments attain a competitive edge over rivals. Consumers always support innovative and creative organizations. In summary, adaptive and transformational leadership enhances organizational success by supporting and motivating employees.

Unlike transformational and servant, authentic and adaptive leaders make painful decisions within organizations. For example, adaptive and authentic leaders make decisions based on logic rather than emotions. As a result, they reduce conflicts within establishments. Obi et al. (2021) attribute poor organizational performance to employee disagreements. Moreover, adaptive and authentic leaders quickly make painful decisions like downsizing within establishments. Tough choices make it easy for organizations to achieve desired objectives and goals. Heifetz et al. (2009) confirm that many leaders cannot make painful decisions. As a result, they make it hard for organizations to achieve long and short-term objectives.

Unlike transformational, authentic, and savant leadership models, adaptive leadership promotes organizational change. Workers often resist transformation. Hence, they create barriers for entities to overcome competition and challenges in the rapidly changing business environment. Nevertheless, adaptive leaders address employee resistance to change by embracing appropriate communication strategies. Mueller-Eberstein (2012) asserts that excellent communication makes it easier for employees to accept organizational change. Besides, adaptive leaders often encourage employees to embrace change as an opportunity rather than a risk. The decision makes employees less resistant to new ideas and concepts.

Conclusion

Adaptive leadership fosters a conducive working environment by promoting teamwork, autonomy, a learning culture, and open communication within establishments. Excellent communication makes it easier for employees to accept change and address challenges in the current business market. Likewise, learning culture motivates workers to share knowledge and skills. Hence, they quickly solve multifaceted problems like consumer behavioral changes. Teamwork reduces conflict within organizations. Fewer disagreements heighten organizational productivity and financial results. Besides, autonomy motivates workers within establishments. Gratified and inspired employees are productive and creative. As a result, they solve business problems without difficulty.

References

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Heifetz, R. A., Heifetz, R., Grashow, A., & Linsky, M. (2009). The practice of adaptive leadership: Tools and tactics for changing your organization and the world. Harvard Business Press.

Hoerudin, C. W. (2020). Adaptive leadership in digital era: Ridwan Kamil’s leadership study in west java. CosmoGov: Jurnal Ilmu Pemerintahan, 6(1), 89-98. https://www.researchgate.net/publication/348654030_

Hemerling, J. [TED]. (2016, 3 November). 5 ways to lead in an era of constant change [Video]. YouTube. https://www.youtube.com/watch?v=urntcMUJR9M

Johnson-Kanda, I., & Yawson, R. M. (2018, May). Complex adaptive leadership for organization and human development. DOI: 10.31124/advance.7370426

Kelley, R. E. (1988). In praise of followers. Brighton, MA, USA: Harvard Business Review Case Services

Langston University. (n.d.). Transformational leadership. https://www.langston.edu/sites/default/files/basic-content-files/TransformationalLeadership.pdf

Mauboussin, M. J. (2011). Embracing complexity. Harvard Business Review, 89(9).

Mueller-Eberstein, M. [TEDx Talks]. (2012, 12 December). Lead and be the change [Video]. YouTube. https://www.youtube.com/watch?v=yv-QiSvuLLM

Obolensky, N. (2014). Complex adaptive leadership: Embracing paradox and uncertainty. Gower Applied Research

Obi, I. M., Bollen, K., Aaldering, H., & Euwema, M. C. (2021). Servant and authoritarian leadership, and leaders’ third-party conflict behavior in convents. International Journal of Conflict Management. https://doi.org/10.1108/IJCMA-02-2021-0027

Reeves, M., & Deimler, M. (2011). Adaptability: The new competitive advantage. Own the Future: 50 Ways to Win from the Boston Consulting Group, 19-26.

Suhaimi, N. S., & Kassim, N. A. (n.d.). Transformational leadership and pattern of decision towards organization’s development in learning organization. https://www.academia.edu/19813304/Transformational_leadership_and_pattern_of_decision

Sarout, G., & McGrath, R. B. (2011). Learning to live with complexity. https://ir.vnulib.edu.vn/handle/123456789/4122

Snowden, D. J., & Boone, M. E. (2007). A leader’s framework for decision making. Harvard business review, 85(11), 68. https://www.systemswisdom.com/sites/default/files/Snowdon-and-Boone-A-Leader’s-Framework-for-Decision-Making_0.pdf