Adaptive Leadership Summary

This Chapter is more specific about the importance of developing personal adaptive leadership practices. Learning to understand your internal and external personality and leadership traits will go a long way in terms of foster creativity, boldness and a clearer understanding of the insides and out of your own system.

Nurses serve as an advocate for the advancement of the profession of nursing, whether the novice nurse or the advanced practice nurse. Sommerfeldt (2013) found that novice nurses when asked to describe nursing, responded with “care for clients” to be a common answer. This vague answer excludes the professional contribution of nurses and the roles advance practice nurses performs in team health care. The focus of this paper will address the barriers for autonomous advanced nursing practice and the use of interactive leadership style to advocate for legislative changes and promote the entry level degree Consensus Model (2010) for advanced practice nurses.

For my interview this week in Systematic Theology class assignment, I had the privilege to speak with a friend who was an elder leader at the church I used to attend. His name is Pastor Ken Barr, a Bachelor in Psychology at Regent University in 2014. I have known Pastor Ken for over three years of my walk with God. He is also one of the leaders who taught the new disciples of the church, who wanted to learn how to become future disciple leaders. I had the privilege of learning many things through his ministry, even Theology of God’s nature. He was also the one who guided me to explore the study of Christian Ministry in Regent University two years ago. I consider him my Mentor. On Monday November 7, 2016 we set up a meeting on Facebook

The application of effective adaptive leadership principles seeks to examine the larger internal corporate solutions or outcomes and not personal or individual dynamics. Looking

Chapter Eight pushes the leader to see issues as systemic rather than personal(A. G. Ronald Heifetz 2009) . How people interpret situations in an organization must change to promote effective leadership. This chapter gives us signs of unproductive interpretation. For example, in table 8-1, a negative comment is made about the leadership in the company. The comment is geared toward the leadership and not the organizations vision (A. G. Ronald Heifetz 2009) . The example further gives an alternative way to view the concerns of the people. The alternative is to ask questions that will promote a positive outcome and change their thought process.

In order for adaptive leadership to be constantly encouraged in organizations, there should also be changes in society. Northouse (2016) describes that “adaptive leadership has been used effectively to explain how leaders encourage effective change across multiple levels, including self, organizational, community, and societal” (p. 257), so if adaptive leadership is a common skill in society, where people have as tool the ability to deal with problems and know how to adapt to these, it would be easier for an organization to encourage this type of leadership on its employees. For Northouse (2016) “adaptive challenges are difficult because they usually require changes in people’s assumptions, perceptions, beliefs, attitudes, and behaviors” (p.

Part two of the Practice of Adaptive Leadership starts with the challenge of diagnosing the system. The book shares that the evolution of institution in the past is the status quo of today and that the organization has power over you to change you. In comparison, I thought about my idea to provide staff support to staff when I begun working for profit hospice. I received approval to buy birthday cards for team and after three months I was told that the $3 that I spent was expensive and not to buy any more cards. I believe that my job was more important than $3 so I stop.

To help with my leadership journey, one of the topics that we learned in class was the idea of adaptive leadership and technical leadership. This class wanted us to have the aspect of adaptive leadership and continue to use that idea in our daily life. As I reflect on the aspect of adaptive leadership, I should review what adaptive leadership is. Adaptive leadership is the idea to help people adapt in their environment as well thrive when tough challenges arise. The idea is to also be able both as group and individually, to take on the process of change by understanding what the status quo is and the difference between adaptive leadership and technical leadership. Adaptive leadership

Destructive cycles are often hard to deal with and difficult for all involved in the conflict. The book states that “it is often difficult to determine when conflict interaction has turned in a destructive direction (Folger et al. 2013, p. 21).”I completely agree with what the authors are stating here. In addition to that statement, one on down the page caught my attention immediately in relation to the specific conflict I am going to discuss and the organization that it involves. “Conflicts can also be difficult to understand due to conscious efforts by some parties to keep the conflict “hidden” – out of the more public forums in a group or organization (Folger et al. 2013, p. 21).” Conflicts and destructive cycles can be embarrassing to

When it comes to change models and how it impacts organizations great leadership will always be needed. There are so many different models of change to use in order for you and an organization to be and run successful. In most cases changes are needed even if we do not see it that way. If we are able to start any change process before things get out of control then we are already off to a great start. But if we are not able to do it that way then that is no problem, just will take more communication, listening, believing and even seeing how good these changes are going to play out in the long run.

The first leadership theory/model is Adaptive Leadership. Adaptive Leadership is follower centered and is focused on how leaders help others to adapt to challenges they face. “Adaptive leaders engage in activities that mobilize, motivate, organize, orient, and focus the attention of others” (Northouse, 2016, p. 257). “Adaptive leadership incorporates ideas from four different viewpoints: the systems, biological, service orientation, and psychotherapy perspectives” (Northouse, 2016, p. 259). There are six leadership behaviors that play a role in Adaptive Leadership. Those six behaviors are Get on the Balcony, Identify the Adaptive Challenge, Regulate Distress, Maintain Disciplined Attention, Give the Work Back to People, and Protect

Adaptive leadership is very important for any organization. Khan (2017) notes how adaptive leadership can enable leaders operate smoothly in a complex environment. According to Khan (2017), various changes necessitate the adoption of this leadership in higher education institutions. They include: rapid technological changes, student demographics changes, and globalization. In most cases, adaptive leaders examine both the internal and external factors in the environment they operate. Even though adaptive leadership is effective during change, it is not effective in managing the status quo (Khan, 2017). The author also highlights various aspects of the transactional leadership as they apply to educational institutions.

In a modern society competition exists in every scope and businesses are not exceptional. As companies struggle to get more efficiency and profitability good management is certainly needed. It is argued that a qualified leader should know how to motivate people and deal with problems in the most effective way. Moreover, managers have to set objectives for companies in order to check whether the labours are working in a right direction and tasks are doing properly. However, not the same as before, business and situations are changing all the time. Facing a more complicated condition and people with different backgrounds, I believe that different leadership styles should be adopted to meet different kinds of situations and employees although

As organizations change, leadership must find ways to adapt and adjust to those changes. Many times it’s the inability of being open-minded to new ideas, beliefs, thoughts and cultures that prevent individuals from moving forward. Saner (2004) states, “Increased globalization and integration of information technology have brought about a fundamental rethinking of how to conduct business and how to lead a complex organization for continuous improvement and reinventing of the organization” (p.654). In any organization, change brings resistance, but with positive managerial and leadership skills, accepting the challenges that come with diversity such as ambiguity, complexity, resistance and confusion, will give managers the foresight to effectively and efficiently implement processes that will benefit the organization as a whole.

To be concluded successfully, this conflict could act as the storming phase of Tuckman’s stages of group development (White, 2009) this conflict could be part of a cultural change in the organisation: to collaboration between functions which will add value to this and future projects. It is easy for a