In these turbulent times, there is a need for a different kind of leadership. – In the last episode, I introduced you to the Adaptive Leadership Model. This specific leadership style asks leaders to frequently take a step back from the stage and to reflect on the complexity of the adaptive challenges ahead. Leaders need to assess and distinguish between the technical and adaptive nature of a problem. To become an adaptive leader, you need to familiarise yourself with a sophisticated set of management skills and techniques such as dealing with distress, providing a supportive environment, giving direction, and focusing, encouraging, and empowering the people within your organisation. With other words, leadership does not mean to rule over the people but to get them mobilised solving together today’s challenges in organisations and society. Today, I will continue with an explanation of the fundamental Adaptive Leadership principles and the adaptive work itself. Thereafter, we need to assess the strengths and weaknesses of this leadership model. Eventually, this two-part series about Adaptive Leadership will end with an outlook and few implications for social work organisations.

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Heifetz, R., Grashow, A., & Linsky, M. (2009). The Practice of Adaptive Leadership: Tools and Tactics for Changing your Organization and the World. Boston, Mass: Harvard Business Press.

Northouse, P.G. (2017). Leadership: Theory and Practice. Thousand Oaks, CA: Sage.

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