Addressing Complex Challenges through Adaptive Leadership: A Promising Approach to Collaborative Problem Solving

Nelson, Tenneisha; Squires, Vicki

doi:10.12806/v16/i4/t2

Cited by 40 publications

(29 citation statements)

References 19 publications

(29 reference statements)

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“…The ability of the leader to solve complex problems was investigated and had shown that it indirectly improves the overall outcome of the organisation (Leithwood and Steinbach, 1995). There will be a difference in organisational outcomes when the leaders are able or not able to solve complex problems (Leithwood and Steinbach, 1992;Nelson and Squires, 2017). These findings support the contention that leadership capabilities strongly influence the overall results in the organisation.…”

Section: Leadership Capabilities and Organisational Performancesupporting

confidence: 61%

Assessing the mediating effect of leadership capabilities on the relationship between organisational resilience and organisational performance

Zahari

Mohamed

Said

et al. 2021

IJSE

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PurposeThe COVID-19 pandemic had brought drastic economic, social and technological changes in society. The drastic changes and uncertainty in the environment had forced various industries to evolve effectively to cope with the unexpected change and subsequently bounce back to regain business success. For instance, private higher learning institutions face steep challenges due to the shortfall of organisational capabilities. The study aims to examine the role of leadership capabilities and organisational resilience in regaining organisational success among higher private learning institutions in Malaysia.Design/methodology/approachAccording to the dynamic capabilities theory, organisational resilience and leadership capabilities are among the highest order of indicators for organisational success. Subsequently, this study examines the mediating role of leadership capabilities on the relationship between organisational resilience on organisational performance. The dynamic capabilities-based framework was tested using the structural equation modelling technique with the use of partial least squares approach. Data were analysed using 120 responses.FindingsBased on the 120-questionnaire survey received, this study found that organisational resilience and leadership capabilities contribute significantly to the performance of private higher learning institutions. In addition, this study found strong support for the mediating role of leadership capabilities to promote performance. The findings have both theoretical and practical implications for post-disaster organisation resilience development.Research limitations/implicationsThe work focuses on values that would have an impact towards organisational performance, which is an important factor of survival in an unpredictable environment. The findings are limited by the indicated constraints used in this study.Practical implicationsOrganisational survival techniques would provide managers, owners and leaders effective techniques that can be implemented to extend and improve the organisation's life cycle. The focus on organisational resilience and leadership factors would greatly improve the overall sustainability and performance of the organisation.Originality/valueThe study contributed by showing the importance, use and interaction needed from organisational resilience and leadership capabilities for them to survive when there is a sudden change in the environment. The timing and uniqueness of the data during the pandemic illustrates how organisations can survive with high levels of weightage towards resilience and leadership. This research is different from other studies as it had examined the impact of values and resilience and leadership in organisations.

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Section: Leadership Capabilities and Organisational Performancesupporting

confidence: 61%

Assessing the mediating effect of leadership capabilities on the relationship between organisational resilience and organisational performance

Zahari

Mohamed

Said

et al. 2021

IJSE

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“…36 Adaptive leadership enables organizational leaders and staff to develop competencies for supporting patient-centred care: the knowledge, skills and behaviours critical to facilitate new actions and supports. While other leadership approaches, such as transformational leadership, situational leadership, distributed leadership 37 and person-centred leadership, 38 may also enable major shifts in behaviours, roles and relationships, we focus here on adaptive leadership, whose core ideas seem most closely aligned to the changes necessary to move person-centred care from mechanistic to meaningful.…”

Section: What Are Person-centred Care and Adaptive Leadership? How Are These Two Concepts Related?mentioning

confidence: 99%

Applying the principles of adaptive leadership to person‐centred care for people with complex care needs: Considerations for care providers, patients, caregivers and organizations

Kuluski

Reid

Baker

2020

Health Expectations

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Background Health systems in many countries see person‐centred care as a critical component of high‐quality care but many struggle to operationalize it in practice. We argue that models such as adaptive leadership can be a critical lever to support person‐centred care, particularly for people who have multiple complex care needs. Objective To reflect on two concepts: person‐centred care and adaptive leadership and share how adaptive leadership can advance person‐centred care at the front‐line care delivery level and the organizational level. Findings The defining feature of adaptive leadership is the separation of technical solutions (ie applying existing knowledge and techniques to problems) from adaptive solutions (ie requiring shifts in how people work together, not just what they do). Addressing adaptive challenges requires identifying key assumptions that may limit motivations for change and the behaviours influenced by these assumptions. Thus, effective care for patients, particularly those with multiple complex care needs, often entails helping care providers and patients to examine their relationships and behaviours not just identifying technical solutions. Addressing adaptive challenges also requires a supportive and enabling organizational context. We provide illustrative examples of how adaptive leadership principles can be applied at both the front line of care and the organization level in advancing person‐centred care delivery. Conclusions Advancing person‐centred care at both the clinical and organizational levels requires a growth mindset, a willingness to try (and fail) and try again, comfort in being uncomfortable and a commitment to figure things out, in partnership, in iterative ways. Patients, caregivers, care providers and organizational leaders all need to be adaptive leaders in this endeavour.

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“…The extended story includes particular skills (e.g., conceptual skills) and behaviors (e.g., task or relationship behaviors) as key characteristics of leaders (Nelson & Squires, 2017;Northouse, 2016). Dugan (2017) classifies these theories that attend to the leader as person-centered theories.…”

Section: Evolution Of Leadership Theorymentioning

confidence: 99%

“…Dugan (2017) classifies these theories that attend to the leader as person-centered theories. Situational DOI: 10.12806/V18/I4/T1 OCTOBER 2019 THEORY 191 approaches to leadership suggest that good leaders change depending on the needs of the situation or context (Antonakis & Day, 2018;Nelson & Squires, 2017;Northouse, 2016). While attention to skills, behaviors, and situations complicate original trait theories, they primarily focus on the aspects of a "leader.…”

Section: Evolution Of Leadership Theorymentioning

confidence: 99%

Re-Imagining Community Leadership Development in the Post-Industrial Era

Kniffin¹,

Patterson²

2019

Journal of Leadership Education

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The challenges of the 21st century, post-industrial society are increasingly complex. They will not be solved by the actions of individual, "heroic" leaders; instead, they require the participation of diverse stakeholders in order to make progress. Through a discussion of the evolution of leadership theory, we demonstrate that theories emerging from a post-industrial paradigm highlight the collective dimensions of leadership in contrast to the leader-centric theories of the Industrial Era. We draw from this literature to problematize the leader-centric nature of community leadership programs in the United States by specifically examining their sponsorship, content, and structure. Finally, we offer a vision for how to re-imagine community leadership programs so that they are more responsive to the complexity of the 21st century by drawing upon collective leadership and postmodern curriculum theory.

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Addressing Complex Challenges through Adaptive Leadership: A Promising Approach to Collaborative Problem Solving

Cited by 40 publications

References 19 publications

Assessing the mediating effect of leadership capabilities on the relationship between organisational resilience and organisational performance

Assessing the mediating effect of leadership capabilities on the relationship between organisational resilience and organisational performance

Applying the principles of adaptive leadership to person‐centred care for people with complex care needs: Considerations for care providers, patients, caregivers and organizations

Re-Imagining Community Leadership Development in the Post-Industrial Era

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