Advancing Adaptive Leadership Through Adaption‐Innovation Theory: Enhancements to The Holding Environment

Abstract

While adaptive leadership is a useful framework for leadership practitioners, there is limited empirical research supporting its conceptual tools and tactics. Kirton's adaption-innovation (A-I) theory contends individuals have innate problem-solving style preferences for more or less structure. In the current conceptual paper, we examine the theoretical underpinnings of adaptive leadership and A-I theory within the context of complex problem-solving. We connect A-I theory to concepts from adaptive leadership to link a more rigorous and empirically supported theory to a popular practice. We go further to explore how a leader's A-I style informs the maintenance of an adaptive leadership holding environment (HE), particularly with regard to facilitating a productive zone of disequilibrium (PZD).

Prospects for modernization of social and labor relations and reduction of conflicts and social tensions in the workplace

“…Adaptive leadership requires embracing change, flexibility, continuous learning and development for organization teams, calculated risk-taking and innovation (Kuluski et al, 2021). In addition, adaptive leadership touches upon effective communication, building collaborative networks within the organization, formation of situational awareness, application of ethical decision-making, and resilience and persistence (Seibel et al, 2023). Adaptive leadership fosters a learning culture (Kuluski et al, 2021) where mistakes are viewed as opportunities for improvement.…”