Heifetz's The Practice Of Adaptive Leadership: Deploy Yourself

The following paper is a summary review of part five of Heifetz 's The Practice of Adaptive Leadership entitled “Deploy Yourself."

Quite often organizational leaders are faced with the day-to-day challenge of addressing every changing environments and evolving problems that develop that test their ethics and moral character. At the core of every organizational leaders heart is how important is the service they are attempting to provide. Depending on the overall objective, many leaders find themselves, operating well outside the parameters of their own comfort zone and experience. Can you lead your organization from your own emotional reservoir? What are the risks vs. gains? Will your directives and taskings injury you or others? Does

That said, another example I always reflect upon can be found in a 1984 film entitled “A Soldier’s Story” Produced and Directed by Norman Jewison . In the film, a black military officer named Captain Davenport is sent to investigate the murder of a black sergeant in Louisiana near the end of World War II during the Jim Crow era. Needless to say Captain Davenport played by the late Howard Rollins Jr., is openly ridiculed by white officers and threaten, but never once loses sight of his overall goal; instead he continued to engage courageously demonstrating that the physical risks involved was well worth the moral physical SACRFICE IN ORDER TO determining who killed one the regiments Black soldiers.

Chapter Twenty-One,

The overall theme of this chapter is about learning to inspire people, learning where the heart of the people within your organization resides and how to express your true feelings as you share your intimate thoughts with them. Leaders who inspire also must become great listeners. Often it is not what has been said, but what has not been said that will indicate the ebb and flow of what may devlp from an important dialogue or meeting.

Chapter

When you approach leadership with the mindset that leading involves a great deal of experimentation, a leader that understands this concept will now look at the implementation of change within the organization as nothing more than an attempt or test. This process is most effective when the leader takes more risks than normal, frequently exceeds the boundaries of their authority, instigates heated discussion by turnings up the heat on problematic issues while at the same time identifying their own personal contributions to the difficulties and