Introduction
This segment of Heifetz’s book The Practice of Adaptive Leadership is comprised of four diagnostic chapters that are filled with both theories, comparisons, adaptive leadership challenges and useful exemplars from an assortment of public and private sector lessons learned. In the earlier section of Part II, we learn that diagnosis has to occur before treatment. This is true for any attending physician who examines a patient; the first order of business is rooted in the area of discovery. As with all problem solving, in order to make a thorough and formal diagnosis before prescribing a treatment plan, an in-depth investigative assessment must be performed. The same is true when assessing problems or challenges of any organization,
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Therefore, diagnosis can most often be viewed as the starting point from which an organization can begin the process of resolving prevalent issues. One form of diagnostic testing is called On the Balcony where leadership can observe new or preexisting challenges from a higher vantage point. This method in turn helps leaders with applying adaptive change principles determine how the organization is responding to and handling the adaptive process. However, worth noting is the fact that a poor or misdiagnosis can often have a disastrous effect on an organization's ability to recover from limited or quick decision making as was the case with the United States’ premature involvement in the Iraq …show more content…
Are there obligations to outside stakeholders? This in particular is a slippery slope for most church leaders who need sufficient time to target and fully understand who is loyal and who is not;
Losses at Risk - What resources will be adversely affected or lost completely if things do not go as planned; comfort, power, money or status? What is the risk vs. gain?;
Hidden Alliances - What are the personal and professional interests among your personnel that will be impacted negatively? Heifetz’s book attempts to demonstrate the types of alliances a leader should consider leveraging within an organization. These are but a few issues that most organizational leader will face, especially pastors and church leaders. Proper preparation and practice in applying these principals will help church leaders tremendously.
Qualities of an Adaptive
“Transformational leadership builds on top of transactional leadership and produces levels of follower effort and performance that go beyond what would occur with a transactional approach alone” (Robbins & Judge, 2009, p. 419). Since a transformational leader applauds resourcefulness, I aspire toward this leadership. Although the Fielder contingency model was “the first comprehensive contingency model for leadership” (Robbins & Judge, 2009, p. 392), “Fielder has reconceptualized his original theory” (Robbins & Judge, 2009, p. 395). In Fielder’s original theory decisions were based on context and changed according to the situation (Fischer). Interestingly, his advanced theory, cognitive resource theory, asserts “it’s the level of stress
Today’s resiliency leader requires unique skill sets to be successful in any organization. Leaders who capture leading by example, vision and helping others weather the storm have taken the first step to success. Followers seek the following key concepts to validate their need for the organizational structure. Visionary leaders look at the big picture of the organization, and they pave the way of future endeavors. Another concept that is equally important to a leader’s vision is leading by example. When the leader introduces the vision into an organization, they need to lead the way by setting the example of what they vision should look like. They must hold themselves and their subordinates accountable for the stage set. Lastly
I think you have done a great job contrasting the two cases through the steps of adaptive leadership. I think your observation "the board got worried that the University would not bring in enough students and they let the President go." I think this illustrates the point of how the President was not communicating with stakeholders at the university such as the board. This lack of communication led to the fear that the board felt, which led to his removal.
In order to explain the adaptive leadership in the case of Mihailovic I will briefly review the essence of adaptation and adaptive leadership.
The Leadership Challenge by Kouzes and Posner (2007) is the result of twenty years of research on the factors that influence and create great leadership. Through studies and stories from leaders with various backgrounds throughout the world, the practices and characteristics that create great leadership are delineated. Leadership is viewed not as a group of inherent characteristics, but as learned behavior that anyone can achieve. The goal of Kouzes and Posner’s book is to inspire and educate leaders through transformational leadership. As such, leadership is about mobilizing others to become and do extraordinary things.
The paramount between all the leadership philosophers to deliberate regarding the situational variables, in accordance with Fred Fiedler, the competence of the leadership technique is contingent on the circumstances. Accordingly, he in consort with his colleagues characterized the situational variables and scrutinized their connection with the appropriateness of leadership approaches. (Business Jargons, n.d.)
Out past in leadership has been so different then our present. Our past with some of the most noteworthy issues and trends in the field of leadership development in the past 20 years under these two general headings 1) The proliferation of leadership development methods; 2) The importance of a leader’s emotional resonance with and impact on others (Broome/Hughes). These 2 are the most important things for leaders, especially like it’s been with us for 20 years now. In first heading, Proliferation of Leadership Development Methods gives us Classroom- type leadership, Development relationships, Action learning, and challenging job assignments. Each one explains to us what we have used in our past and the skills we have used.
Root cause analysis is a tool used by many businesses to determine why an event happened. This process is still rather new to the health care sector. In health care, root cause analysis can be helpful in several ways but there are limitations to its usefulness as well. The process for conducting a root cause analysis is not lengthy in terms of steps; however, it can take time to find all of the mitigating factors involved with the incident. The case study provided is a classic example of when and why a root cause analysis should be used in a health care setting. In addition, the discussion provided within the case study supports the use of root cause analysis in health care.
The organizational and environmental systems that could affect the desired outcomes (enabling factors) were taken into account. The administrative diagnosis assessed resources, policies, budgetary needs, and organizational situations that could hinder or facilitate the development and implementation of the strategy or program (Cite). The policy diagnosis assessed the compatibility of the health program with those of the organizations providing services to individuals with physical disabilities.
The secret to providing the right treatment for potentially serious, health conditions is early diagnosis. Normally, the sooner patients
In Leadership Without Easy Answers, Heifetz focuses primarily on the duty of leaders to use problems and build the adaptive capacity of their followers (“Harvard Kennedy School”, n.d.). He addresses the critical need for a new leader-follower relationship. In light of his extended experiences with leader-follower relationships, Heifetz suggests a course of action of adaptive leadership that breaks the mold of the traditional view of leadership.
Have you ever had a leader that inspired you to develop your own leadership traits? “A leader is someone who demonstrates what’s possible” (Mark Yarnell, 2015). There are numerous leadership styles. Each of the numerous leadership styles can be beneficial if utilized in an appropriate means. I have chosen three leaders and their unique leadership styles to discuss in this paper. The unique styles that will be discussed are situational leadership, transformational leadership, and laissez-faire leadership. I will also discuss each leader’s approaches, their fundamental leadership principles, and how each leader used their style within their profession.
...adership Practices in Relation to Productivity and Morale." In D. Cartwright and A. Zander, Group Dynamics: Research and Theory, 2nd ed. (Elmsford, NY: Row, Paterson, 1960)
Adaptability: I find adaptability to be one of my talent. I am able to adapt to any given situation or environment faster than my peers. This is mainly due to the fact that all throughout my life, my family and I have been moving: Nigeria, Ghana, US, and currently Belgium by myself. This led me, at a young age, to learn to quickly adapt to my surroundings in order to continue on with my life or else I would be stuck in a situation with no escape. Studying to Belgium also proved to be useful in improving my adaptability skills. The school system was completely different from what I ever experience especially with studying in the US for the majority of my life. If I didn’t have the adaptability skill and was unable to adapt to the school system,
Diagnosis allows an organization to examine the way it is currently functioning and find potential ways to improve. Diagnosing an organization does not mean that there is something wrong. Improvements can always be made to processes and procedures in order to make things run better. The diagnostic process enables the organization to come up with different intervention plans. These plans can be used to improve the way that the organization currently functioning. “Organizational diagnosis plays a critical role in organizational change initiatives in terms of both choosing appropriate interventions and contributing to readiness-to-change within an organ...