Jeffery Harvey
I have read about adaptive leadership for some time, which includes summaries of it, studies based on it, etc. It only made sense to go back and read the seminal work.
I enjoyed Heifetz's book. I am glad to see that, over time, the five "steps" of adaptive leadership have been given empirical attention because, at a basic level (and once one accepts the premise that adaptive challenges are those that require leadership while all others require management or technical solutions), they are intuitive. In particular, it's difficult to "identify the adaptive challenge," and I'm reminded of the readings and reflections I've done on discursive modes of leadership. There's a wonderful opportunity to utilize discursive tools to defined the adaptive challenge. "Give the work back to the people" also resonates with me. As defined herein, there is some ambiguity, but generally getting a team to align behind a challenge and work - participatively - toward a resolution are elements of leadership, broadly defined (and well beyond just the work of "adaptive leadership").
I often have a weird feeling when reading a book from before that is filled with real-life examples featuring actors whose futures we know. This book appeared in 1994, and I can't help but read the passages on President Carter without knowing about his time from the 90s to the recent present. This book does not fall victim to the fate of a book like Collin's Good to Great because of the future performance of featured firms, but I felt similar in reading it.
My explorations of adaptive leadership are not done. I'll read Heifetz's follow-up, and I'll continue reading more empirical considerations of the adaptive style. My interests ensure that I'll consider adaptive leadership through a discursive lens.
I have read about adaptive leadership for some time, which includes summaries of it, studies based on it, etc. It only made sense to go back and read the seminal work.
I enjoyed Heifetz's book. I am glad to see that, over time, the five "steps" of adaptive leadership have been given empirical attention because, at a basic level (and once one accepts the premise that adaptive challenges are those that require leadership while all others require management or technical solutions), they are intuitive. In particular, it's difficult to "identify the adaptive challenge," and I'm reminded of the readings and reflections I've done on discursive modes of leadership. There's a wonderful opportunity to utilize discursive tools to defined the adaptive challenge. "Give the work back to the people" also resonates with me. As defined herein, there is some ambiguity, but generally getting a team to align behind a challenge and work - participatively - toward a resolution are elements of leadership, broadly defined (and well beyond just the work of "adaptive leadership").
I often have a weird feeling when reading a book from before that is filled with real-life examples featuring actors whose futures we know. This book appeared in 1994, and I can't help but read the passages on President Carter without knowing about his time from the 90s to the recent present. This book does not fall victim to the fate of a book like Collin's Good to Great because of the future performance of featured firms, but I felt similar in reading it.
My explorations of adaptive leadership are not done. I'll read Heifetz's follow-up, and I'll continue reading more empirical considerations of the adaptive style. My interests ensure that I'll consider adaptive leadership through a discursive lens.