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This study aims to examine the adaptive leadership of doctors during COVID-19 to understand the leadership competencies required for adaptive events.
Abstract
Purpose
This study aims to examine the adaptive leadership of doctors during COVID-19 to understand the leadership competencies required for adaptive events.
Design/methodology/approach
Phenomenology-based qualitative design was used. Data were collected from six doctors from the state of Kerala, India using semi-structured interviews.
Findings
Five themes were identified. The first theme, core leadership shows that doctors perceive leaders as educators, learners and social beings. The second theme, adaptive challenges, describes the ambiguous pandemic-related challenges that doctors are facing including, unusual occupational demands, information overload, sociocultural issues and personal intricacies. The third theme reflects that for doctors, adaptive work during the pandemic included – new learning to address unique issues, changing perspectives and establishing and maintaining a safe and engaging workplace environment. The fourth theme describes the adaptive leadership competencies such as regulating distress, providing direction, maintaining disciplined action, fostering collaboration, empowering, understanding organizational linkages, strategic vision and communication skills. The fifth theme elucidates the lacunae in leadership training as perceived by the doctors.
Research limitations/implications
The findings can help in developing and enhancing competency frameworks for doctors’ adaptive leadership.
Originality/value
This is one of the earliest studies to systematically examine components of adaptive leadership for doctors during COVID-19 and identify associated competencies.
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This chapter explores the role and impact of adaptive thinking and transformational leadership in developing and leading an enabling culture that aligns with a school’s vision and…
Abstract
This chapter explores the role and impact of adaptive thinking and transformational leadership in developing and leading an enabling culture that aligns with a school’s vision and mission. This chapter will also probe the varying dimensions that enable or inhibit a school culture and the tools needed to shape and maintain it including the challenges posed in the Middle East and North Africa (MENA) region. In this chapter, examples of adaptive challenges, data-driven instructions, and effective use of technology, will be referred to as one dimension of a culture that shows alignment or lack of it with the school’s vision and mission, the role and impact of transformative adaptive leadership on school’s overall culture, especially in the UAE, and MENA region. Finally, this chapter will examine the impact of adaptive and distributed leadership in leading a cultural change.
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Gabrielle Ka Wai Wong and Diana L.H. Chan
The purpose of this paper is to outline the core ideas of adaptive leadership and relates them to challenges confronting academic libraries.
Abstract
Purpose
The purpose of this paper is to outline the core ideas of adaptive leadership and relates them to challenges confronting academic libraries.
Design/methodology/approach
The paper provides an overview of the adaptive leadership model and highlights the key concepts. Recent initiatives at the Hong Kong University of Science and Technology Library are used as cases to illustrate how the model may guide the authors’ focus to finding leverage points.
Findings
Using the model, the key role of positional leaders shifts from the traditional sense of giving direction and protection to followers, to one that orchestrates the change process with the team through difficulties and uncertainties, and to build culture and structure that facilitate adaptive changes.
Practical implications
Academic librarians can use the concepts and framework of adaptive leadership to design change strategies and manage change processes.
Originality/value
This is the first paper introducing the adaptive leadership model to academic libraries.
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Muhammad Qamar Zia, Muhammad Sufyan Ramish, Iram Mushtaq, Syeda Tayyaba Fasih and Muhammad Naveed
This study aims to theoretically discuss and empirically test the mediating mechanism of psychological distress and the moderating effects of Islamic work ethics (IWE) in the…
Abstract
Purpose
This study aims to theoretically discuss and empirically test the mediating mechanism of psychological distress and the moderating effects of Islamic work ethics (IWE) in the relationship between despotic leadership and adaptive performance.
Design/methodology/approach
A three-wave survey was used to gather the data from middle managers and their supervisors of construction firms in Pakistan. The final sample consisted of 304 respondents and data analysis was performed through SEM analysis.
Findings
Despotic leadership enhances employees’ psychological distress which results in a negative impact on adaptive performance. In addition, IWE played a buffering role in mitigating the harmful impacts of despotic leadership on adaptive performance.
Originality/value
The study is among the pioneers that have investigated how despotic leadership impacts employees’ adaptive performance via the underlying mechanism of psychological distress through the conservation of resources and social exchange theory lens.
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Mariem Balti and Samia Karoui Zouaoui
The present research attempts to show the contribution of emotional intelligence and servant leadership climate to individual adaptive performance. The authors intend to explain…
Abstract
Purpose
The present research attempts to show the contribution of emotional intelligence and servant leadership climate to individual adaptive performance. The authors intend to explain the relations between the emotional intelligence of employees as well as of manager and the employee's adaptive performance. Moreover, this research assesses the significance of the mediating role of “servant leadership” climate in the relationship between the emotional intelligence of the manager and the employee's adaptive performance.
Design/methodology/approach
This research uses the quantitative research method and is included in explanatory research. Data collection used several informants for each organization. Data were collected using a sample of 57 managers and 204 team members spread over 24 companies belonging to different sectors of activity.
Findings
Employees' emotional intelligence directly influences individual adaptive performance. There is a direct influence of manager's emotional intelligence on individual adaptive performance. Then, there is an indirect influence of emotional intelligence on individual adaptive performance through the mediation of servant leadership climate.
Originality/value
The novelty of this research is in its effort to observe the multilevel mediation of servant leadership climate with other variables developed in the research model. No previous studies have found a relationship between employee and manager's emotional intelligence and individual adaptive performance.
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David Huntsman, Alex Greer, Haley Murphy and Xiangyu (Dale) Li
While uncertainty during emergency response operations necessitates adaptive performance, emergency response organizations, such as the fire service, tend to constrain adaptive…
Abstract
Purpose
While uncertainty during emergency response operations necessitates adaptive performance, emergency response organizations, such as the fire service, tend to constrain adaptive behaviors due to their highly formalized bureaucratic structures. Structural theories suggest that leaders can empower employees to bypass these constraints.
Design/methodology/approach
Using survey data from four US fire departments, this research tests whether mid-level supervisors can empower firefighters by increasing their ability to improvise during complex emergency response operations, and whether this enhances department adaptive performance. Moderated mediation is also performed to assess whether senior leaders must also be effective, empowering leaders in order to achieve heightened levels of empowerment and subsequent adaptive performance, as many senior leaders in the fire service are criticized for being overly bureaucratic, risk averse, and resistant to change.
Findings
The findings support compensatory effects and show how immediate supervisors are key to overcoming senior leader deficiencies and producing adaptive performance during conditions of high uncertainty and complexity.
Originality/value
The lack of response organizations’ success during complex incidents is often attributed to senior leaders who are risk averse, overly bureaucratic, and resistant to change (Wankhade and Patnaik, 2020). This study is the first to show how empowering leadership can help overcome these constraints to enhance adaptive performance under complex conditions in the fire service.
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Linda M. Randall and Lori A. Coakley
To propose Heifetz's adaptive leadership model as the primary process for initiating change in today's more business‐oriented academic environment in which colleges and…
Abstract
Purpose
To propose Heifetz's adaptive leadership model as the primary process for initiating change in today's more business‐oriented academic environment in which colleges and universities are required to compete to attract students and are facing greater scrutiny and accountability from outside constituencies.
Design/methodology/approach
Two case studies are presented that underscore some of the challenges facing today's academic institutions. Heiftez's adaptive leadership model is applied to each case.
Findings
Leadership is more than an individual acting in a position. It is a process in which change initiatives must emanate from key stakeholders, all of whom are engaged in that process. The two cases presented in the paper serve to illustrate the greater potential for successful change initiatives offered by the adaptive leadership model.
Research limitations/implications
The research examines two specific case studies in which adaptive leadership dimensions are used to examine the success or failure of a change initiative. The study needs to be expanded to other situations to more fully explore the merits of this model. Other case studies are being examined.
Practical implications
The leadership model applied in this study can be used in any organization, academic or non‐academic, which is confronting change initiatives that require both immediate action and commitment from myriad stakeholders.
Originality/value
To date, no other studies have employed adaptive leadership as a process to address the demands of the more business‐oriented, academic environment.
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Henry Adobor, William Phanuel Kofi Darbi and Obi Berko O. Damoah
The purpose of this conceptual paper is to explore the role of strategic leadership under conditions of uncertainty and unpredictability. The authors argue that highly improbable…
Abstract
Purpose
The purpose of this conceptual paper is to explore the role of strategic leadership under conditions of uncertainty and unpredictability. The authors argue that highly improbable, but high-impact events require the upper echelons of management, traditionally the custodians of strategy formulation to offer a new kind of strategic leadership focused on new mindsets, organizational capabilities, more in tune with high uncertainty and unpredictability.
Design/methodology/approach
Drawing on strategic leadership, and complexity leadership theory, the authors review the literature and present a conceptual framework for exploring the nature of strategic leadership under uncertainty. The authors conceptualize organizations as complex adaptive systems and discuss the imperatives for developing new mental models for emergent leadership.
Findings
Strategic leaders have a key role to play in preparing their organizations for episodic disruptions. These include developing their adaptive capabilities and building resilient organizations to ensure their organizations cannot only bounce back after a disruption but have the capacity for transformation to new fitness levels when necessary. Strategic leaders must engage with complexity leadership by seeing their organizations as complex adaptive systems, reconfigure their leadership approaches and organizations to build strategic adaptive capability.
Research limitations/implications
This is a conceptual paper and the authors cannot make any claims of causality.
Practical implications
Organizational leaders need to reconfigure their mental models and leadership approaches to reflect the new normal of uncertainty and unpredictability. Developing the strategic adaptive capability of organizations should prepare them for dealing with high impact events. To assure business continuity in the face of disruptions requires building flexible, adaptable business models.
Originality/value
The paper focuses on how managers can offer strategic leadership for a new normal that challenges some of our most cherished leadership and strategic management paradigms. The authors explore the new mental models and leadership models in an era of great uncertainty.
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The COVID-19 pandemic has uncovered public health vulnerabilities worldwide, particularly in the hard-hit USA. US public health professionals, regardless of role, may need to…
Abstract
Purpose
The COVID-19 pandemic has uncovered public health vulnerabilities worldwide, particularly in the hard-hit USA. US public health professionals, regardless of role, may need to exercise leadership in both planned and unexpected situations. This model of practice outside of traditional roles, known as Public Health 3.0, requires adaptive leadership – a systems approach to making progress on complex challenges. Educational programs should improve students’ adaptive leadership competency to prepare them for the public health workforce. This paper aims to provide an educational framework for implementing adaptive leadership instruction for undergraduate students.
Design/methodology/approach
This paper used experiential and traditional instructional strategies and adaptive leadership competencies to develop a semester-length leadership course for undergraduate students in health, nursing, social science, business and education. Adaptive leadership principles were learned and practiced, preparing students for systemic challenges through the lens of Public Health 3.0. Competencies were assessed pre- and post-semester.
Findings
Of 248 students, 72% were health professions majors. Students reported pre-post scores on 29 measures of competency, interest, learning and behavioral change. Quantitative evaluations identified statistically significant improvement in all domains. Additional quantitative feedback indicated improvement on the three Kirkpatrick levels of evaluation assessed (reaction, learning and behavior).
Originality/value
Tiered evaluation methods indicated that this leadership course enhanced participants’ self-reported adaptive leadership learning and competency, as well as intention and ability to translate learning into practice. A broad spectrum of competency development is needed for students entering practice in the Public Health 3.0 era, particularly related to pandemic response.
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