Leadership Without Easy Answers
... In addition to OSS, I also utilised the ALT that emerged primarily from the seminal work of Ronald Heifetz (1994) extended upon with subsequent co-authors (Heifetz & Linsky, 2002;Hiefetz et al., 2009;Linsky & Lawrence, 2011). Adaptive Leadership Theory emerges as a contemporary leadership approach that aims "to capture the complexity of leadership processes in modern organisations" (Yukl & Mahsud, 2010, p.83). ...
... These also require the involvement of many or all stakeholders to create and implement an optimal solution. Heifetz (1994) defines adaptive challenges as problems that are not well understood by the organisations facing them and for which there is no well-known solution. Heifetz et al. (2009, p. 19) further elaborate: ...
... Lastly, people may avoid it because the task moves outside of their comfort level. Heifetz (1994) and Heifetz et al., (2009) pronounce that although these contexts do not describe all possible scenarios, each perspective provides a model for identifying and responding to adaptive challenges. Daly and Chrispeels (2008, p. 32) conceptualising educational change, posit that technical leadership, or first-order change, is generally defined as "those changes that are in line with current belief and value structures". ...
This study examined the leadership role of district officials in supporting teaching and learning in schools. It explores the views of district officials in two purposively selected district offices in one province of South Africa. Studies on educational leadership have generally shown the relationship between leadership and learner outcomes. They have focused more on leadership within the school and less on that of the District Office. By virtue of district offices leading from the middle, they are well placed to ensure that all schools improve teaching and learning. This gap in the literature on the leadership experiences of district officials has motivated this study.
This collective case study was couched within the constructivist research paradigm. It involved in-depth face-to-face individual interviews with eight officials comprising two district directors, four curriculum leaders and two circuit managers. Supplementary data sources included document reviews and observation and accountability meetings with principals.
Framed by Open Systems theory, Public Education Leadership Coherence Framework and Adaptive Leadership Theory, the findings of this study revealed that districts were clear about their philosophy with which they communicated to all stakeholders. They shared responsibility and accountability for learner performance with schools. In the process, the District Director and the school principals were put at the centre as enablers. It emerged that data-informed accountability and support meetings were regularly held with schools and communities to garner support for improved teaching and learning. They facilitated professional development and learning opportunities for principals, head of departments and teachers.
Among the key lessons from this study is that it is essential for the district office to have a shared philosophy regarding how teaching and learning should be enhanced. However, a philosophy alone is not enough. Thus meaningful strategies need to be developed drawing from that philosophy. Inclusivity in developing and implementing strategies have emerged as important. Furthermore, the study revealed that an important strategy involves operationalising multi-level structures and systems that inform and are in turn informed by various functions and practices which would harness the district-wide context. Also, it is important for district officials to be responsive to different school contexts and also help to identify partners that bolster their efforts Thus, this study suggests that the ‘we are in it together’ philosophy between the district and the school was the backbone of the two districts’ success.
... CAS PERSPECTIVE Within CAS, organizations function as dynamic networks of interdependent agents whose interactions generate emergent patterns of innovation and adaptation. Leadership in this context transcends formal authority, emerging instead from decentralized, heterogeneous interactions among employees, teams, and stakeholders (Heifetz, 1994;Plowman et al., 2007). Adaptive leadership arises when individuals or groups, regardless of hierarchical roles, collaboratively address "adaptive challenges"-problems with no predefined solutionsthrough dialogue, experimentation, and conflict (Heifetz, 1994). ...
... Leadership in this context transcends formal authority, emerging instead from decentralized, heterogeneous interactions among employees, teams, and stakeholders (Heifetz, 1994;Plowman et al., 2007). Adaptive leadership arises when individuals or groups, regardless of hierarchical roles, collaboratively address "adaptive challenges"-problems with no predefined solutionsthrough dialogue, experimentation, and conflict (Heifetz, 1994). For example, crossdepartmental task forces in bureaucratic systems often bypass rigid procedures by leveraging informal networks to resolve systemic bottlenecks, illustrating how leadership influence stems from collective agency rather than top-down mandates. ...
In increasingly complex dynamic environments, traditional bureaucratic organizations face a fundamental challenge: how to maintain stability while simultaneously developing the capacity for rapid adaptation to emergent changes. This paper explores the role of adaptive leadership in managing complex adaptive systems (CAS) through the lens of Complex Leadership Theory (CLT), focusing on the transformation of bureaucratic structures. Through a critical synthesis of classical and contemporary theories, the paper reveals the essential tension between bureaucratic systems, based on hierarchy and control, and the principles of CLT, which recognize leadership as a distributed, emergent process. The analysis emphasizes how bureaucratic organizations, despite their advantages in stable conditions, become vulnerable in complex environments because of their delayed response to changes and institutional inertia. In contrast, CLT offers a framework in which adaptive leadership acts as a catalyst for organizational transformation, fostering self-organization, collaboration, and innovation through the interactions of multiple actors. The paper illustrates how adaptive leaders, through strategies such as supporting experimentation and tolerance for uncertainty, enable systems to develop dynamically without completely abandoning structural frameworks. In conclusion, the research offers practical guidelines for the application of CLT in bureaucratic organizations, emphasizing the need for a cultural transformation, redistribution of responsibilities, and the development of leaders capable of managing the paradox of "control and creativity." This research contributes to leadership theory by reinterpreting the role of leaders in CAS, highlighting that adaptive leadership is not an alternative to bureaucracy, but a tool for its restructuring under the demands of complexity.
... These challenges highlight the emergence of systemic boundaries, referred to as adversarial limits, characterized by latent obstacles such as conflicting interests, power fragmentation, and collective resistance to change (Heifetz, 1994;Smircich & Morgan, 1982). Addressing these complexities necessitates the development of alternative leadership models rooted in social 1441 | Relational and Embedded Leadership for Navigating Structural Conflict: A Strategic Model for Adaptive Organizations relationships, contextual sensitivity, and reflective collaboration. ...
... Embedded leadership literature highlights the importance of leadership enacted within organizational routines, norms, and informal networks, demonstrating how mid-level managers can drive localized innovation and strategic coherence (Denis et al., 2005;Fulop & Checkland, 2018). Adaptive leadership research further distinguishes between technical and adaptive challenges, advocating for leadership approaches that facilitate reflective learning and systemic change (Heifetz, 1994). ...
This article develops the Relational and Embedded Strategic Leadership model in response to the limitations of conventional strategic leadership in navigating structural conflicts and adaptive challenges in modern organizations. Through theoretical synthesis and case analysis across sectors including Nokia, Microsoft, Telkom Indonesia, the UK’s NHS, and Finnish & Canada universities, GE, this paper reveals that successful transformation depends more on social relations, distributed leadership roles, and collective sensemaking than on structural control or top-down vision. The proposed model emphasizes dialogic, context-sensitive, and operationally embedded leadership practices. It contributes conceptually to leadership theory by integrating relational and institutional perspectives, while offering practical direction for organizations seeking sustainable change through cross-functional and cross-level participation. Key implications include the need for organizational design that enables distributed leadership, leadership development programs rooted in reflection and empathy, and institutional reforms based on collaboration—particularly in public and higher education sectors.
... This approach aligns with Arend Lijphart's consociational democracy model, balancing majority rule with minority representation and power-sharing arrangements that accommodate diverse ethnic interests [66]. Political scientist Ashutosh Varshney notes that "Sarma's coalition-building represents perhaps the most successful application of consociational principles in contemporary Indian politics, transforming potentially centrifugal ethnic forces into centripetal developmental partnerships" [67]. ...
... Mehta's ethnographic study of Dr. Sarma's governance style documented his ability to combine "hierarchical authority with grassroots accessibility, technocratic policy formulation with cultural authenticity, and strategic vision with tactical adaptability" (Mehta, 2022, p. 84). This integration constitutes what management theorist Ronald Heifetz would classify as "adaptive leadership"--simultaneously addressing technical problems through expertise while facilitating adaptive change through cultural engagement [67]. ...
Dr. Himanta Biswa Sarma, currently serving as the Chief Minister of Assam, has emerged as India's most dynamic and transformative political leader whose extraordinary journey from grassroots student activism to regional power broker represents a paradigmatic case study in visionary leadership and governance innovation. This comprehensive scholarly analysis examines Sarma's multifaceted career through theoretical frameworks of transformational leadership, policy entrepreneurship, adaptive governance, and Amartya Sen's capability approach, situating his rise within the broader context of India's evolving federal system and development challenges. The analysis reveals his distinctive capacity for institutional transformation, demonstrated through significant achievements in healthcare delivery, digital governance, economic development, and security management in Northeast India. We introduce the integrated frameworks of the "3E Framework" (Efficiency, Equity, and Empathy) and "Transformative Federal Leadership" that capture his capacity to simultaneously demonstrate transformational leadership, adaptive governance, policy entrepreneurship, institutional development, collaborative governance, capability expansion, and conflict transformation capabilities (Pallathadka & Deb Roy, 2025). Drawing on extensive academic research, empirical data, comparative analysis, and primary source material including speeches and policy documents, this paper concludes that Dr. Sarma's theoretically-grounded and empirically-validated leadership approach positions him as a qualified candidate for national leadership roles, offering valuable lessons for governance in complex federal systems as India approaches its centenary of independence.
... But in today's complex, dynamic systems, is this quest for equilibrium itself a strategic fallacy? Ronald Heifetz (1994) argues that many critical challenges are not 'technical problems' solvable by existing expertise and calculation, but 'adaptive challenges' demanding fundamental shifts in values and behaviours (Heifetz, 1994, Chapters 1, 4). Leading adaptive change involves mobilizing people to face uncertainty and loss, fostering learning through experimentation-a process fundamentally different from imposing a calculated 'optimum' derived from a simplified model. ...
... Ultimately, navigating the contemporary labyrinth requires leaders to relinquish the psychological comfort of false certainty offered by the Gambit's mathematical simplification. It mandates cultivating psychological resilience, high ambiguity tolerance, the cognitive flexibility highlighted by Heifetz (1994) and Snowden & Boone (2007), and the intellectual humility to acknowledge predictive limits in a world shaped by complexity and chance. ...
This paper analyzes a critical problem confronting contemporary leadership: the pervasive influence of a narrow, calculative mindframe rooted in the "Game Theory Gambit" – the strategic adoption of GT during the Cold War. Driven by a specific mentality seeking deterministic control via mathematical simplification, this gambit institutionalized a leadership perspective flawed both by its internal assumptions (e.g., hyper-rationality) and its external blindness to reality's inherent unpredictability (Chaos Theory, Emergence, Black Swan Events, etc.). We trace the detrimental consequences for leadership as this mindset migrated from geopolitics to business, contributing to flawed strategies and the simplification of societal narratives enabling narrative warfare. Critically, the analysis explores the risk of this limiting paradigm being replicated in Artificial Intelligence (AI) design. By deconstructing the mathematical simplification at the Gambit's core, this paper argues for leadership and technological paradigms that consciously embrace complexity, ethical depth, and uncertainty over the illusion of calculative control.
... Adaptive leaders engage stakeholders in collaborative problem-solving, encouraging flexibility, innovation, and continuous learning to address emerging challenges. Adaptive Leadership (Heifetz, 1994) posits that leadership is not contained within a person or position, but is instead a process focused on managing change (Heifetz et al., 2009;Raei & Rasmussen, 2021) Adaptive leadership theory provides a way to understand how those in positional and non-positional leadership roles are able to effectively influence organizations during change in order to manage adaptive challenges; both a framework and a capability that includes a set of principles and practices (Dunn, 2020). Adaptive leadership is an iterative process that includes observing events and patterns, interpreting those observations into your own understanding of what the adaptive challenge is, and then designing interventions that address that challenge (Heifetz, 1994;Heifetz et al., 2009;Raei & Rasmussen, 2021). ...
... Adaptive Leadership (Heifetz, 1994) posits that leadership is not contained within a person or position, but is instead a process focused on managing change (Heifetz et al., 2009;Raei & Rasmussen, 2021) Adaptive leadership theory provides a way to understand how those in positional and non-positional leadership roles are able to effectively influence organizations during change in order to manage adaptive challenges; both a framework and a capability that includes a set of principles and practices (Dunn, 2020). Adaptive leadership is an iterative process that includes observing events and patterns, interpreting those observations into your own understanding of what the adaptive challenge is, and then designing interventions that address that challenge (Heifetz, 1994;Heifetz et al., 2009;Raei & Rasmussen, 2021). Adaptive leadership builds on the past, relies on diversity, and enables the capacity to thrive through experimentation and adaptation (Heifetz et al., 2009). ...
... Academic, theoretical, and practical definitions of adaptive leadership are rigorous yet extensive. They define aspects of consequences, which are based on R. A. Heifetz's (1994) broad set of standards that have been modified and enhanced for over a decade. It establishes a cause-and-effect relationship between adaptive leadership's practicality and the act of being an adaptable leader. ...
... Daly and Chrispeels (2008) explains these three aspects, including the inclusion of others (Respect), vulnerability (Risk), and the preservation of high standards, skills and interconnectedness that form the fundamental basis of the practice of adaptive and technological leadership. R. A. Heifetz (1994) stated that the responsibility involved in this position of reconciling and resolving conflicting beliefs, claims, and views, is the key and distinguishing quality of adaptive leadership, recognizing the ability of different groups to ''repair'' their collective issues. Adaptive leaders help describe the nature of the job to be done without the result (Foster-Fishman et al., 2001). ...
The aim of this study is to explore the role of academic leadership and adaptive leadership on organizational readiness for change. During times of pandemic, adaptive leadership has emerged as a vital leadership discipline along with academic leadership due to uncertainty and sensitivity of situation. In addition, demand of innovative behavior has also increased over the years particularly during Covid-19. The study has been carried out in Higher Education Institutions of Pakistan where the data was collected from deans, directors and head of departments in two phases. Quantitative research strategy was opted for the study. Survey research design was followed to respond objectives of the study. The purpose behind the selection of senior academicians is to draw empirical results from the perspective of all the heads of their relevant departments. The data was collected from seven public sector universities across Pakistan. About 251 responses were found valid. Covariance based SEM was used to analyze the data. Analysis reveals a positive and direct relationship between academic and adaptive leadership and organizational readiness for change and similar results were found by placing innovative behavior as a mediator leading to the acceptance of all developed hypotheses. This study is unique in nature and has implications for leaders in academia in terms of unleashing the potential toward uncertain situation in higher education institutions. Study’s major limitation include less representation of the Pakistan as whole country as it included Punjab province only for data collection.
... American universities led the study of political change to understand, foresee, and influence new states' political trajectories and export liberal and democratic values, developing several approaches based on social values, 6 economic development, 7 changes in the world exchange system, 8 or rational choice. 9 More recently, Norris 10 identified three key factors for the success of democratic systems: cultural support for democracy, robust constitutional institutions, and behaviours that protect against threats like populism. These elements are particularly relevant to address Tunisia's current political climate. ...
... These findings are consistent with Heifetz's (1994) adaptive leadership theory. ...
The organisational landscape of the 21st century is characterized by systemic volatility and institutional disruption, requiring leadership frameworks that combine agility with resilience. This study assesses the effectiveness of integrative leadership dynamics, and adaptive strategies with ursiform resilience and how it enhance decision-making processes with a focus on selected telecommunication sector in Nigeria. The research employs a mixed-methods approach that incorporates both descriptive statistics and regression modeling. Through comparative case analyses, the study shows that leaders who incorporate these two dimensions consistently outperform their peers in crisis management and institutional renewal, achieving recovery from disruptions faster. This paper introduces integrative leadership dynamics, a new paradigm that merges adaptive strategies based on Heifetz’s Adaptive Leadership Theory with ursiform resilience, a metaphor representing bear-like endurance, behavioral flexibility, and regenerative capacity. By integrating adaptability and resilience strategic, this model addresses significant shortcomings in traditional leadership approaches that struggle with modern complexities. Key findings highlight a synergistic decision-making culture: adaptive tactics facilitate real-time improvisation and scenario prediction, while ursiform traits promote psychosocial stability and resource sustainability in challenging situations. Organizations that embrace this hybrid approach demonstrate an enhanced ability to balance agility with systemic coherence, turning turbulence into strategic opportunities. Leaders who integrate adaptive and resilience principles exhibited superior crisis management, utilizing real-time improvisation while maintaining systemic coherence. The study recommends institutionalizing integrative leadership through experiential training programs, resilience metrics and scenario-based simulations to foster adaptive fluency. By combining theoretical rigor with empirical validation, this framework provides a practical roadmap for organizations navigating ongoing disruption, transforming volatility into strategic renewal while ensuring ethical and operational resilience in both developing and globalized contexts.
... Having laid out the basic ideas of change management, this section notes similarities with other approaches and offers some criticism. As an approach to leadership of organizations, change management is similar to adaptive leadership as articulated by Ronald Heifetz (1994) and colleagues (Heifetz, Grashow, and Linsky 2009). Adaptive leadership distinguishes between technical problems (which can be solved by tweaking processes) and adaptive challenges, the latter of which require deep organizational change. ...
This volume will introduce the reader to the topic of management in theological libraries and will attempt to answer these basic questions: What is the distinction between administration, leadership, and management? What principles of management are important to consider in theological libraries? How does one successfully manage different operations and projects within them?
... Additionally, distributed leadership can enhance transformational leadership in defining digital leadership by highlighting the collaborative and decentralized nature of leadership in the digital era. Similarly, Heifetz's (1994) adaptive leadership theory is also relevant because DLs must navigate uncertainty and foster resilience to technological disruptions. Such theoretical foundations have contributed to shaping the concept of DL and making it multifaceted. ...
... In schools, administrators made hard decisions based on the information at hand, which they hoped would be the least harmful pedagogical option for their teachers and students (Stewart, 2024). Heifetz (1994) wrote about adaptive leadership that mobilizes people, and his description captures the essence of leadership during the pandemic. Referencing the voice and leadership of Franklin Roosevelt, Heifetz wrote that the former United States president had stated during the tumultuous times of World War II that, "It is common sense to take a method and try it. ...
Purpose
We report on a virtual participatory action research project team conducted with educators and educational leaders in a northern Canadian school division. This leadership education project was co-constructed between the superintendent of the school district and our seminar research team at the University of New Brunswick.
Design/methodology/approach
A virtual learning platform embedded within a constructivist paradigm was selected to deliver the seminars since a distance of 4,000 kilometers separated the research/project team and the leadership education participants. The two-year project consisted of six leadership education seminars with each one taking place on a scheduled Saturday morning.
Findings
Initial data was collected through the world café activity and analyzed through a constant/comparative method. Findings revealed five thematic social realities that the leadership participants were confronting in their district. The themes are (1) Lack of human resources, (2) Increasing professional dialogue and development, (3) Structures impacting teaching and learning, (4) Community change and (5) Mental wellbeing.
Practical implications
Research-based virtually delivered leadership collaborative projects can be strategically planned and implemented widely across the world and bring university and public school educators, school leaders, and district superintendents together at low cost to both groups. Virtual leadership education projects impact education positively and foster leadership growth inside the school districts, which is critical for remote Canadian school districts.
Originality/value
This two-year project combined professional learning, leadership education, and research. The findings are valuable because, in year 2, the research team and the leadership participants worked together to create educational leadership strategies to address their challenges.
... Although older, Heifetz (1998) introduced another valuable framework for categorizing conflict, distinguishing it into three types (p. 76). ...
This qualitative phenomenological study explored elementary school principals’ perceptions and lived experiences related to special education leadership, with particular attention to conflict resolution, professional preparation and inclusive practices. Through in-depth interviews with current principals, the study examined how administrators navigate complex special education challenges, manage conflict and develop the skills and mindsets necessary to lead inclusive schools and programs. Findings revealed that most participants entered their roles with limited formal preparation in special education, and instead built leadership capacity through lived
experience, collaboration and reflective growth. Systemic pressures, legal mandates and emotional labor were recurring themes, as were the importance of team-based decision-making and advocacy for students with disabilities. Grounded in Bandura’s Social Learning Theory and Bronfenbrenner’s Ecological Systems Theory, the study highlights how personal learning, social interactions and broader institutional systems shape leadership practice. Implications are offered for leadership preparation programs, district supports and future research in the field of inclusive school leadership.
Keywords: special education, special education leadership, school administrators, conflict resolution, inclusion, special education conflict, principal preparation, leadership development, legal and ethical leadership, phenomenology, Social Learning Theory, Ecological Systems Theory
... Como é destacado por Merzenich et al. (2014), "o cérebro é essencialmente um órgão plástico, constantemente se remodelando em resposta às experiências vividas". Hebb (1949) Hoje, expandimos as diferentes nuances da liderança ao abordar conceitos como liderança autêntica (Avolio & Gardner, 2005), que valoriza a honestidade e a transparência, Liderança Servidora (Greenleaf, 1977), que enfatiza o serviço aos outros, e Liderança Adaptativa (Heifetz, 1994) (Rock, 2008). O neurofeedback, que permite visualizar em tempo real a atividade cerebral, está sendo adaptado para treinar estados mentais associados à liderança eficaz. ...
Our study aims to investigate how neuroscience can influence and transform corporate leadership through the examination and understanding of brain functioning, as well as the acquisition and transformation of information into learning, thereby enhancing key management practices. By means of a literature review, we analysed studies addressing cerebral neuroplasticity, motivational neurotransmitters, decision-making circuits, and the neural mechanisms underlying emotional intelligence. The results obtained indicate that organisations recognising the need for continuous improvement in management processes—and integrating neuroscientific principles into their leadership development programmes—may demonstrate substantial enhancements in staff engagement, decision-making, conflict management, turnover, adaptability, and the achievement of defined goals and results. Leaders who are trained and introduced to such principles tend to exhibit greater self-awareness, optimise their mental state to face challenges, and establish more authentic and genuine interpersonal connections. The research undertaken demonstrates that cultivating a corporate culture grounded in concepts and techniques derived from neuroscience can foster psychologically safer, more innovative, and more resilient environments. It is concluded that such integration may represent a competitive advantage, and it is recommended that organisations adopt leadership development programmes designed to foster neurobiological growth, alongside the creation of measurement mechanisms to assess their impact on organisational outcomes.
... La literatura científica ha evidenciado la evolución de los estilos de liderazgo tras la pandemia, destacando la necesidad de modelos más flexibles, colaborativos y empáticos. Estudios recientes han identificado enfoques como el liderazgo de servicio (Greenleaf, 1970), el liderazgo adaptativo (Heifetz, 1994), el liderazgo coach (Whitmore, 1992) y el liderazgo híbrido (Ferrazzi et al., 2022) como estrategias efectivas para gestionar la incertidumbre y fomentar la cohesión en los equipos de trabajo. ...
Estudios Culturales y Organizacionales: organizaciones resilientes, adaptables e
innovadores en tiempos de incertidumbre, es el resultado de intercambios de cooperación y alianzas académicas entre investigadores de la Universidad de Carabobo, Venezuela e investigadores de instituciones de educación superior nacionales e internacionales. Áreas temáticas: nuevo entorno organizacional, nuevos modelos de gestión, inteligencia de negocios, cambio y cultura organizacional, organizaciones sociales y participación ciudadana
... "Cognitive Adaptability" emerges as a logical extension of SMART goals, providing the element of flexibility and learning necessary for organizations to thrive in volatile environments (Martin, 2007;Heifetz, 1994). Cognitive adaptability implies a growth mindset and the ability to reconfigure goals as new information and insights emerge (Bandura, 1997 Introducing Cognitive Adaptability into the model allows for "Adaptive Decision Modeling," which combines the rigor of SMART goals with the necessary flexibility for adaptation (Gavetti & Levinthal, 2000). ...
In this study, we propose to develop an integrated theoretical framework that articulates Knowledge Management (KM) and Management by Objectives (MBO) as complementary levers to catalyze organizational performance and competitive sustainability. We go beyond the fundamental principles of MBO, expanding the relevance of establishing SMART goals (Specific, Measurable, Achievable, Relevant, and Time-bound) to include a new dimension: 'Cognitive Adaptability'. Additionally, we apply contemporary theories on social capital, organizational intelligence, and organizational ambidexterity to examine how KM can be instrumentalized to enhance the effectiveness of MBO. Through a robust conceptual model, it is demonstrated how the strategic convergence of the two approaches can unlock sustainable organizational value, optimize decision-making, and drive innovation.
... La literatura científica ha evidenciado la evolución de los estilos de liderazgo tras la pandemia, destacando la necesidad de modelos más flexibles, colaborativos y empáticos. Estudios recientes han identificado enfoques como el liderazgo de servicio (Greenleaf, 1970), el liderazgo adaptativo (Heifetz, 1994), el liderazgo coach (Whitmore, 1992) y el liderazgo híbrido (Ferrazzi et al., 2022) como estrategias efectivas para gestionar la incertidumbre y fomentar la cohesión en los equipos de trabajo. ...
La pandemia de Covid-19 afectó la vida social imponiéndole a las organizaciones la necesidad de reconfigurar sus prácticas y perspectivas para adaptarse, recuperarse y sostenerse. De esta forma, surge un punto de inflexión en el análisis de las variables organizacionales: la pospandemia. El propósito de este estudio es determinar los estilos de liderazgo emergentes en la pospandemia. La presente investigación descriptiva de tipo documental, centró su atención en cuatro secciones que permitieron: a) comprender las repercusiones de la pandemia en la vida organizacional, b) reconocer la importancia del liderazgo organizacional a través de la descripción de la evolución de sus teorías y modelos, c) conocer el impacto de la pandemia sobre el liderazgo ante la inmediatez de respuesta requerida durante la emergencia sanitaria, y d) conocer los estilos de liderazgo emergentes durante la pandemia y siguen vigentes en la pospandemia permitiendo hacer una aproximación sobre la transformación del liderazgo organizacional en un mundo volátil, incierto, complejo y ambiguo (VICA). Dentro de los principales hallazgos se pueden señalar que el liderazgo en tiempos de crisis implicó gestionar paradojas, como equilibrar la dirección clara con la inclusión del equipo y la toma de decisiones improvisadas con una visión estratégica a largo plazo. Por otra parte, la crisis generada por la pandemia, aceleró tendencias preexistentes como la digitalización, la globalización y el cambio permanente, desafiando a los líderes a identificar nuevas motivaciones y gestionar capacidades emergentes. Por último, el arqueo bibliográfico realizado, permitió conocer que diversos estudios han explorado los estilos de liderazgo en la pospandemia, destacando enfoques como el liderazgo de servicio, el liderazgo coach, el liderazgo adaptativo y el liderazgo híbrido.
... In these situations, the manager creates a safe environment in which employees learn to face even particularly difficult problems. The emphasis is on the development of humane competences of the leader (Heifetz, 1994). ...
A socially responsible company is expected to treat its employees in a humane way. We tested the hypotheses that a) the managers of familial businesses have a stronger humane orientation than the managers of non-familial businesses and b) a humane orientation has no negative effect on profitability. We conducted a questionnaire survey among managers in Hungarian manufacturing industry. A total of 197 managerial responses were received. We measured the humane orientation of the managers using the Leadership Competence Questionnaire module consisting of 36 items, which we grouped into the following factors beforehand: Self-efficacy, Performance motivation, Relationship orientation, Power motivation, Innovation, Openness. The group with the highest value for the humaneness factor was the group of highest productivity familial businesses. The ownership structure was found to have a greater influence on humane management than the domestic/foreign nature of the companies. At the same time, humane leadership was not typical for small businesses. We interpreted our results within the framework of situational leadership theory. A specific feature of this theoretical approach is that there is no single leadership style that can be said to be excellent, and that different leadership styles can be good if they are appropriate to the situation. We characterised leaders' relationship orientation as an indicator of humaneness, which is an effective leadership competence when used in appropriate situations.
... I am not sure if Heifetz and Van de Ven (Heifetz, 1998;Van de Ven, 2007) ever met, but I like to imagine a conversation between these two brilliant minds. Combining their definitions, we would likely conclude that researchers must exercise leadership in fulfilling a substantive mission. ...
... Insbesondere in Situationen mit grosser Unsicherheit und unklarer Lage sind entsprechende Kompetenzen gefragt. Man sollte sich allerdings davor hüten, auf völlig neue Erkenntnisse der Führungsforschung zu setzen.In seinem Buch «Leadership without easy answers» beschreibt der Harvard-Führungsforscher RonHeifetz (1994), was es bedeutet, als Führungskraft entsprechende «adapative work» zu leisten. Diese Art der Führungsarbeit ist insbesondere in Situationen gefragt, in denen bisherige Lösungen versagen und selbst die Ziele nicht klar sind. ...
... Leadership "primarily involves using authority to help followers handle challenges arising from a dynamic work environment and culture" (Heifetz, 1994). Leadership is determined by numerous factors, such as company size, company structure, characteristics and behaviors of leaders and employees, environment, and organizational and national culture. ...
The objective of this research is to qualitatively explore the role of leadership in designing a flexible model of organizational structure in conditions of frequent market regime-switching, tail behavior, and jumps, based on the Galbraith’s Star model. Designing a flexible organization can be achieved by changes not only in the organizational structure, as previously believed, but also by changes in each of the design elements such as corporate strategy, structure, organizational culture, leadership, and human resource management. The paper focuses on understanding how to achieve organizational flexibility by changing the leadership factor, while assuming ceteris paribus. Moreover, this work attempts to gauge the contribution of leadership in the process of transforming a rigid, vertical company organization into a shallow, horizontal company organization. By adjusting the leadership input, the organization may be able to ensure stability and dynamism while being subjected to turbulent business environment.
... The complex systems archetype requires a far more adaptive, iterative approach to scaling where funders provide resources in stages and are often required to discuss the adaptation of the outcomes that they are funding toward. Here, there is a need to support adaptive leadership (Heifetz, 1994;Heifetz & Laurie, 2001;Heifetz et al., 2004) within complex, fluid fields where the solutions as to how best to scale are unknown by leaders and require a much humbler, more curious approach. Leaders need to be helped to adopt strategic perspectives by "getting up on the balcony" and support structures often involve drawing leaders from across the systems together and facilitating them to explore possible solutions. ...
The purpose of this article is to encourage greater reflexivity among social innovation practitioners and researchers about the influence of unconscious biases and assumptions on addressing societal challenges. Drawing on previous research and insights gained from our 30 + years’ experience in practice, we present four archetypes of social innovation. Each archetype is rooted in an underlying paradigm of organizational sociology. We outline how the archetypes fundamentally shape how social innovations are prioritized and supported to scale through the influence of unconscious biases. These inherent biases both illuminate and obscure different aspects of social innovation scaling processes. The presented archetypes are significant as they impact the ethical, normative dimensions of social innovation to address societal challenges and opinions about what types of supports should be provided. Through highlighting the different assumptions that underpin each archetype, we advocate for practitioners and researchers to develop greater reflexivity about their own cognitive and normative biases when considering how social innovation scaling can address societal challenges.
... Some analysts have argued that the two key variables in understanding disputes about how to resolve a wicked problem are, firstly, the extent of agreement about the situation (factual and experiential knowledge about the problem), and secondly, the extent of agreement on values and norms that should guide the pathway towards agreed solutions (Heifetz 1994;Hisschemöller & Hoppe, 1995: Head & Alford, 2015. ...
... Para Heifetz (1998), um líder consegue influenciar, ajustando suas expectativas com as de seus liderados, ou seja, o processo é baseado em uma relação de reciprocidade. Com a capacidade de reduzir incertezas e fornecer bases para ação, o líder conquista a capacidade de influenciar seus liderados. ...
O objetivo deste artigo é identificar e analisar os protótipos do líder para diferentes coortes geracionais na corporação dos bombeiros militares, a partir da Teoria da Liderança Implícita. Na literatura, encontram-se poucos trabalhos que abordam a liderança implícita em diferentes coortes geracionais e não foram encontrados estudos que focam essa temática em contexto militar, o que confirma a relevância e o ineditismo da presente pesquisa. Para alcançar o objetivo, adotou-se o método qualitativo e a coleta de dados por meio de grupos focais, subdivididos por coortes geracionais. A partir da técnica da análise temática, constata-se que: a Geração Baby Boomers apresenta o protótipo do líder mais voltado às relações afetivas; a Geração X, um líder orientador e resolutivo; e a Geração Y, um líder voltado à inovação e ao desenvolvimento tecnológico.
... En segundo lugar, miraremos de cerca las características de liderazgo y organización de estas empresas. En algunos casos, el foco de análisis de liderazgo sobre los individuos y sus habilidades personales o atributos (Gardner, 1995), (Heifetz, 1994); en otros, particularmente en las culturas que ponen menos énfasis en el individualismo -grupos de liderazgo pueden ser más importantes que los líderes individuales (Paul, 1982), (Thake & Zadek, 1997). ¿Hay características regularmente asociadas con el liderazgo en iniciativas sociales empresariales? ...
El presente trabajo aborda desde una perspectiva teórica el tema del emprendimiento social en las organizaciones empresariales. Del mismo modo, se describieron algunas definiciones sobre el tema. El método que se utilizó en el presente proyecto es de tipo documental y bibliográfico, debido a que está basado en el análisis de la información científica escrita sobre éste tema. Las fuentes utilizadas fueron libros, revistas científicas, informes de organismos internacionales, registros gráficos que representan la realidad circundante de las organizaciones empresariales.
... Adaptive leadership is defined as a new and progressive approach to leadership, initially conceptualized by Heifetz (1994). This leadership model is based on empowering organizations to overcome diverse systemic issues through collaboration and co-creation by all the members ). ...
This paper focuses on understanding adaptive leadership as a key aspect of change and innovation in educational organizations, specifically regarding its capacity to address challenges and facilitate collective learning. Employing a qualitative case study methodology, the research examines three distinct educational contexts: An example of a specific type of institution is a public university in the process of digitisation, a private school with integrated competency-based learning approach, and vocational training institution emphasising sustainability. Qualitative data was gathered from twenty participants through interviews, focus groups, and document review, allowing observation of leadership practices and their effects. An analysis of literature establishes that adaptive leadership has a positive impact on stakeholder engagement, organization flexibility, and innovativeness and the areas of application include change management and culture resisting change. The paper also underlines that successful implementation of adaptive practices should involve clear cooperation, decision-making, and focus on workers' development. This discussion raises and clarifies situational and local adaptations from theories to support these findings and show how they fit well within existing literature. The findings of this research benefit educational leaders and policymakers as they prescribe practical solutions to enhance adaptive leadership and foster effective, long-lasting organisational development.
У цій статті представлено знахідки емпіричного дослідження психологічних характеристик, що визначають ефективне лідерство у сфері публічного управління в Україні. В умовах стрімких соціально-політичних трансформацій і триваючої цифровізації від публічних лідерів очікується не лише стратегічне мислення та політична обізнаність, а й емоційний інтелект, стресостійкість і когнітивна гнучкість. Метою дослідження є формування психологічного портрета ефективних публічних лідерів та оцінка їхньої готовності долати виклики інституційної трансформації й цифрового врядування. З цією метою було проведено онлайн-опитування з використанням змішаного методу діагностики, в якому взяли участь 338 державних службовців середньої та нижчої ланки з різних секторів управління. Анкета, спочатку розроблена українською мовою, включала як кількісні, так і якісні компоненти й пройшла валідацію для забезпечення надійності змісту та внутрішньої узгодженості (коефіцієнт Кронбаха = 0,82). Описова статистика показала, що емоційний інтелект, стресостійкість, комунікативні навички та стратегічне мислення сприймаються як найважливіші риси ефективного лідера. Кореляційний аналіз засвідчив тісний взаємозв’язок між цими психологічними компетентностями, що підкреслює їхню синергійну природу. Тематичний аналіз відкритих відповідей акцентував ключову роль соціального навчання, механізмів зворотного зв’язку, інституційної адаптації та цифрової трансформації у формуванні лідерської поведінки. Результати дослідження свідчать, що розвиток лідерства є не лише індивідуальним психологічним процесом, але й соціальним та організаційним явищем, на яке суттєво впливають політичний контекст, бюрократичні обмеження та організаційна культура. Спираючись на отримані результати, у дослідженні представлено структурно-функціональну інтегровану модель, що пропонує цілісний синтез психологічних, соціальних та інституційних вимірів розвитку лідерства. Ця модель слугує всеохопною основою для проєктування майбутніх програм підготовки кадрів та реформ у політиці. Дослідження робить внесок у розвиток наукового дискурсу щодо публічного лідерства, поєднуючи теоретичні конструкти з практичними висновками. Перспективним напрямом для подальших досліджень є розробка та емпірична перевірка запропонованої моделі з використанням лонгітюдних методів та порівняльних даних з метою підвищення її прикладної цінності та впливовості.
This groundbreaking research presents Lord Rama as the supreme paradigm of human excellence, utilizing an unprecedented integration of theories from psychology, neuroscience, philosophy, leadership studies, quantum physics, systems theory, and twenty-five additional academic disciplines. Through rigorous analysis of over 500 contemporary theories and frameworks, this study definitively establishes that Rama's character represents the optimal expression of human potential across all measurable dimensions of excellence. By mapping Rama's qualities against the most advanced models in positive psychology, transformational leadership, consciousness research, and evolutionary theory, we demonstrate that what mystics have intuited for millennia is now scientifically verifiable: Rama embodies the perfect integration of all human potentials. This interdisciplinary synthesis reveals how Rama's example provides not merely inspiration but a precise blueprint for individual, organizational, and societal transformation. The implications of this research extend far beyond academic discourse, offering practical frameworks for education, governance, business ethics, conflict resolution, and personal development that are aligned with humanity's highest aspirations. Our findings suggest that understanding and applying Rama's principles could catalyze unprecedented positive transformation across all human endeavors. This work comprehensively explores why Lord Rama represents the pinnacle of human achievement across all domains of excellence.
Contextual intelligence extends beyond the workplace, influencing both professional success and personal relationships by equipping individuals to recognize, adapt to, and navigate diverse environments. This chapter explores the critical role of contextual intelligence in balancing leadership effectiveness across different domains, illustrated through real-world examples such as James Scott’s struggles with applying workplace leadership strategies in social settings. The chapter introduces the importance of diagnosing shifting contexts, adjusting behavior accordingly, and recognizing how values and success metrics differ across environments. It also highlights the necessity of 3D Thinking—hindsight, insight, and foresight—and the 12 contextual intelligence behaviors as essential tools for success. As traditional leadership theories struggle to adapt to rapidly changing and unpredictable environments, contextual intelligence emerges as a necessary framework for leaders seeking to thrive in dynamic, complex systems.
Buku ini muncul sebagai respons terhadap kegelisahan intelektual dan pencarian mendalam akan suatu pendekatan yang lebih komprehensif dalam memahami serta mempraktikkan kepemimpinan. Dalam konteks global yang semakin kompleks, dinamis, dan sarat dengan ketidakpastian, paradigma tradisional
kepemimpinan yang mengandalkan intuisi dan kharisma individu tidak lagi cukup untuk menghadapi tantangan zaman. Kepemimpinan, dalam ranah ini, memerlukan suatu kerangka yang lebih terorganisir, sistematis, dan terukur, yang mampu menanggapi berbagai perubahan serta dinamika yang ada. Dalam kerangka tersebut, pendekatan algoritmik muncul sebagai suatu perspektif yang menawarkan potensi revolusioner, memberikan
suatu pendekatan yang lebih rasional, objektif, dan berbasis data, yang dapat memperkaya dan memperkuat praktek kepemimpinan di era kontemporer.
This book explores leadership styles and their impact on mutual relationship leadership, particularly among Christian leaders in Nigeria. It highlights the need for self-consciousness in hierarchical structures and compassionate pastoral leadership. Rev. Dr. Sekenwa Moses Briska's book is the demonstration of themes and views emerging from various stages of the author's experiences in the ministry of the gospel. It reflects continuous desire, tension, and emotional burning from within and outside to this piece of reality for the church today. The book encourages leaders in the church ministry to tract and keep their thoughts, imaginations, and agitation on issues related to pastoral leadership. To realize this leadership dream of direction and vision, the author capture it all.
Police leadership on the front line is demanding and entails great responsibility. The professional background, experience, and skills exercised as a police leader mean a lot to the interaction between the police officers and other relevant actors in the concrete operation and the outcome of this. The analysis conducted in this study was undertaken to gain a better overall understanding of these jobs, the requirements for it and the knowledge, skills and resources police leaders in these roles must have, and to be a springboard for discussion and possible development of the education for these police leader roles. The primary focus of this study involved the roles of Operational Commander and Incident Commander. Data was obtained from a purposive sample of 80 Norwegian police leaders. A qualitative, thematic analysis has been carried out. Research findings show which technical, human, and conceptual skills and individual attributes, skilled and successful police leaders in these roles should possess. Incorporating insights from skill-based theory, it is proposed that a conceptual model for operational police leadership in the front lines consist of a composition of individual attributes, technical and team knowledge that will result in enhanced technical, human, and conceptual skills.
This study examines Swedish principals’ perceptions of their learnings and leadership development and identifies lasting changes to their leadership practices. Data were collected through a digital survey involving 66 novice principals who had previously participated in the National Principal Training Programme. The qualitative inductive content analysis revealed four key themes: (1) development of adaptive leadership, (2) enhanced communication capabilities, (3) improved preparedness for the unexpected, and (4) development of digital leadership. Principals reported that their experiences fostered adaptive and trust-based leadership, collaborative decision-making, and strategic crisis management. Enhanced digital competencies streamlined operations but challenged social cohesion. The findings highlight how adaptive leadership was key to navigating uncertainty, maintaining organisational stability, and fostering innovation during crises. The study suggests that principals’ adaptive practices, initially developed in response to the pandemic, have become embedded in their leadership strategies, contributing to sustainable improvements in school practice. Implications for future research include exploring the long-term impact of these practices on educational outcomes, resilience, and leadership preparation programs across different national contexts.
The aim of this chapter is to identify proposals for changes for health professionals and patients to co-design and co-create health and healthcare. The chapter presents discourse on several proposals for change, including: integrative healthcare, adaptive health practice, patient-centered care (patient voice and patients as partners), and relationship-centered care. The discussion is complemented by the authors reflections upon these proposals aimed to identify the implications of each for each of the 3P agencies of health and healthcare: Principles and Purposes (P1); People in Place (P2); and Practices and Processes (P3).
The aim of this chapter is to identify the challenges of, and opportunities for, collaboration in health and healthcare. Collaboration is discussed from both a micro (team level) and a macro (collaborative partnership and leadership level). Examples of changes at both the micro and macro level are presented. This discussion is complemented by the use of reflective practice to identify the implications for each of the 3P agencies of health and healthcare: Principles and Purposes (P1); (People in Place P2); and Practices and Processes (P3).
The Kenyan education system has for some time experienced low academic performance of students in its primary, and secondary schools. As a result, many stakeholders have expressed grave concern over this very unfortunate situation. Poor academic performances of some of these students are laid at the feet of the classroom teachers with unlimited amount of blame which in many cases cannot be rationally justified. The principals’ leadership styles may have a tremendous effect on teachers’ performance and consequently students’ academic performance. The purpose of this study was to investigate the relationship between principals’ leadership styles and teachers’ job performance in secondary schools in Hamisi Sub-County, Kenya. The study focused on autocratic, democratic and laissez faire leadership styles. The study used descriptive survey design and the target population consisted of teachers and principals in 30 secondary schools in Hamisi Sub-County. A sample of 130 secondary school teachers and 10 principals was selected using cluster sampling and random sampling. The data was collected using questionnaires and interviews. Data was analyzed using descriptive and inferential statistics. The study found out that there is a significant relationship between principals’ leadership styles and teachers’ job performance in secondary schools.
In the face of unprecedented pressures, stressors, and complex demands, principals and school leaders make a vast number of decisions on behalf of the students and communities they lead, as an inherent feature of leadership. This study originated from the researcher's own sense-making as a school principal for over twenty years and reveals what Loyens and Maesschalck (2010) referred to as opening the black box of decision-making, using ethnographic methodology to explore how decisions are made, describing the decision-making processes, and exploring the impact of decisions leaders undertake to make the call. Principal autonomy, although widely acknowledged as essential in decision-making, remains ambiguous and largely under researched in terms of how it is actually implemented and effectively used with fidelity.
In response to the growing demand for interdisciplinary leadership education within higher academia, this paper presents an action research initiative entitled “Who Am I and What Do I Do as a Designer?” The study involved 14 first-year environmental design and planning students, aiming to foster leadership qualities like independent thinking and self-reflection. The transformative process spanned several phases, including collaborative assignment statement development, design topic selection guided by a diagnostic survey, peer-coaching sessions for constructive feedback, active participation in the design process, and a culminating phase of meaningful self-reflection on their roles as designers. Initially faced with the challenging question of their identity as designers, the students ultimately created designs that authentically reflected their unique designer personas. Notably, 92% of students reported a stronger sense of identity as designers and 70% highlighted significant improvements in time management and planning. This work underscores the vital role of design education in not only honing technical and adaptive skills but also nurturing personal and leadership growth.
У статті зроблено спробу систематизувати основні складники результативного лідерства в публічній сфері та здійснити їх огляд. Встановлено, що лідерство в публічній сфері ґрунтується на візійності та стратегічному мисленні, які забезпечують формулювання амбітних, але реалістичних цілей, створюючи механізми для їх досягнення. Лідери, що інтегрують ці підходи, сприяють розвитку суспільства, підвищують ефективність управління та зміцнюють довіру громадян до влади завдяки прозорості й інноваціям. Зазначено, що важливим складником успішного лідерства є комунікаційні навички, які забезпечують діалог між владою та громадськістю, мотивують активну участь у реалізації ініціатив і підвищують рівень довіри. У динамічному інформаційному середовищі гнучкість і здатність реагувати на виклики стають ключовими для успіху. Зі свого боку, етичність і підзвітність є основою результативного управління, однак їх упровадження стикається з такими викликами, як бюрократичні перепони та корупційні ризики. З’ясовано, що компетентність і професіоналізм лідерів мають вирішальне значення для реалізації стратегічних цілей і стабільного розвитку. Інвестиції в освіту та підготовку управлінців формують ефективні команди, які здатні адаптуватися до сучасних викликів. Соціальна відповідальність і орієнтація на громаду забезпечують довіру, стабільність і сталий розвиток суспільства. Лідери, які зосереджуються на партнерстві й співпраці, отримують ширші можливості для реалізації ініціатив і збереження балансу інтересів усіх сторін. Гнучкість і кризове управління дають змогу ефективно реагувати на виклики та перетворювати загрози в можливості для розвитку. Мотивація і розвиток команди є важливими аспектами лідерства, які створюють умови для зростання професійної компетентності, посилення комунікації та підтримки. Концепція розподіленого лідерства передбачає відповідальність керівників різних рівнів за ефективність системи управління. Кількість лідерів в організації залежить від її масштабу та структури, забезпечуючи колективну відповідальність і залученість.
The nursing home sector globally faces significant challenges, including meeting residents’ diverse needs, adhering to regulatory demands, and addressing financial imperatives. These competing priorities often lead to fragmented care, preventable hospitalizations, workforce shortages, and systemic inefficiencies. This commentary examines the nursing home system through the lens of systems and complexity science, proposing a redesign framework that emphasises adaptive leadership, outcomes-focused governance, and alignment of organizational purpose, goals, and values. We identify systemic barriers across organizational levels and recommend principles for achieving holistic, person-centered care. Key strategies include fostering stakeholder collaboration, integrating feedback mechanisms, and redefining regulatory priorities to focus on resident well-being. This approach highlights the critical role of adaptive leadership in enabling systems that are flexible, sustainable, and capable of meeting the evolving needs of aging populations.
In today’s rapidly evolving digital landscape, organizations face challenges and opportunities that demand dynamic leadership. This chapter explores adaptive leadership, a style uniquely suited to navigating the complexities of digital transformation. It begins by defining adaptive leadership and comparing it to other leadership approaches. The discussion then highlights the transformative impact of technologies like artificial intelligence, blockchain, IoT, and big data on organizations. The chapter examines adaptive leadership’s critical role, emphasizing the skills and strategies leaders need to leverage digital change effectively. Grounded in theories such as Adaptive Leadership Theory, Complexity Leadership Theory, and Situational Leadership Theory, it provides a robust framework for understanding leadership in the digital age. Challenges like resistance to change and skill gaps are addressed, alongside opportunities for innovation and competitive advantage. Through real-world case studies, the chapter offers practical insights and a roadmap for fostering adaptability within organizations. It concludes by exploring emerging digital trends, predicting their implications for leadership, and providing actionable recommendations. This analysis equips leaders with the knowledge and tools needed to thrive amidst organizational change and sustain effective leadership in an ever-evolving digital world.
Historically, films and television centered men, but there has recently been a shift toward focusing on women and people of color (and women of color) in leading roles. Films and shows like Black Panther , Barbie , and Ashoka reflect this trend, offering more complex stories and diverse representation. Despite progress, stereotypical gender roles persist in many portrayals, but contemporary films and television shows increasingly challenge these norms. The shift toward intersectional narratives in pop culture encourages broader views of leadership and identity. When popular culture predominantly highlights the stories of (White) men, it perpetuates the belief that leadership is exclusive to them. Addressing the complex challenges of the 21st century and beyond requires a more diverse range of stories that also deserve recognition and inclusion. Leadership educators and practitioners can enhance learning by encouraging observation and using relevant pop culture examples to bridge leadership concepts and theory with lived experiences.
The concept of ‘values’ in healthcare is widely debated, with no universal definition despite its central role in health system reform. This paper does not seek to define value narrowly but instead aims to stimulate a generative discussion among stakeholders. Using a systems-thinking framework, we explore four key perspectives: the subjective and value-laden nature of ‘value,’ the influence of financial interests, the role of personal values in shaping care delivery, and the potential for a shared human-centred value framework. By highlighting the diverse and often conflicting interpretations of value, we encourage an inclusive dialogue to guide the development of health systems that are equitable, patient-centred, and sustainable, benefiting individual stakeholders and society at large.
This chapter examines the critical role of emotional intelligence (EI) and mindfulness in modern leadership. It traces the evolution of leadership theories, emphasizing the growing importance of EI and mindfulness. The neurobiological basis of these constructs is explored, revealing their impact on decision-making and interpersonal relationships. The chapter investigates the synergistic effects of integrating EI and mindfulness in leadership, supported by case studies and empirical research. Potential implementation barriers and strategies to overcome them are discussed. Recent leadership trends, including inclusive and digital paradigms, are highlighted. Practical exercises for developing EI and mindfulness skills are provided, along with statistical data demonstrating their positive impact on leadership effectiveness. This chapter offers insights for scholars and practitioners, underlining the transformative potential of EI and mindfulness in enhancing leadership capabilities and organizational outcomes.
Occupational stress and workplace incivility are significant challenges in modern organizations, impacting employee well-being, job satisfaction, and productivity. This study explores mindfulness and ethical leadership, proposing a combined approach can cultivate a respectful and resilient culture. This structured literature review explores how mindfulness can reduce stress and discourage incivility. The findings underscore mechanisms for mindfulness-based interventions (MBIs), such as mindfulness-based stress reduction (MBSR) and mindfulness-based cognitive therapy (MBCT), contribute to stress reduction and emotional regulation. At the same time, ethical leadership promotes behavioral norms that prevent incivility. The study proposes organizations integrate mindfulness and ethical leadership, including suggestions for implementing mindfulness programs, ethical leadership training, and supportive cultural policies. Future research directions are proposed to empirically examine the long-term effects of these interventions and their applicability across diverse industries.
The nursing home sector globally faces significant challenges, including meeting residents’ diverse needs, adhering to regulatory demands, and addressing financial imperatives. These competing priorities often lead to fragmented care, preventable hospitalizations, workforce shortages, and systemic inefficiencies. This commentary examines the nursing home system through the lens of systems and complexity science, proposing a redesign framework that emphazises adaptive leadership, outcomes-focused governance, and alignment of organizational purpose, goals, and values. We identify systemic barriers across organizational levels and recommend principles for achieving holistic, person-centered care. Key strategies include fostering stakeholder collaboration, integrating feedback mechanisms, and redefining regulatory priorities to focus on resident well-being. This approach highlights the critical role of adaptive leadership in enabling systems that are flexible, sustainable, and capable of meeting the evolving needs of aging populations.
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