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Chapter 11: Adaptive Leadership
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Intelligence Step 5 - Capacity Analysis Capacity Analysis Without capacity, the most innovative and brilliant interventions will not be implemented, wont.
Note: Lists provided by the Conference Board of Canada
Situational Approach Chapter 5.
Chapter 10 Leaders and Leadership
MNDAKSPAN Conference February 28, 2015
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Session Objectives Analyze the key components and process of PBL Evaluate the potential benefits and limitations of using PBL Prepare a draft plan for.
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CONQUERING ADAPTIVE CHALLENGES: ROLE OF CONTEMPORARY ACADEMIC LEADERS LATA DYARAM, ASSISTANT PROFESSOR, DOMS, IIT MADRAS.
Chapter 6: Path-Goal Theory. Path–Goal Theory Perspective Conditions of Leadership Motivation Leader Behaviors & Follower Characteristics Task.
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Chapter 11: Adaptive Leadership. Overview Adaptive Leadership Description A Model of Adaptive Leadership How Does Adaptive Leadership Work? Strengths,
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Title: Slide 0 Author: Administrator Last modified by: Laurent Ledoux Created Date: 6/3/2005 1:27:16 PM Document presentation format: Custom Company – PowerPoint PPT presentation
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- Diagnose the system
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- The practice of adaptive leadership, Ronald Heifetz, Alexander Grashow Marty Linsky, HBR ed., 2009
- Leadership without easy answers, Ronald Heifetz, HBR ed., 1994
- Leadership on the line, Ronald Heifetz Marty Linsky, HBR ed., 2002
- Leadership can be taught, Sharon Daloz Parks, HBR ed., 2005
- Leading quietly, Joseph Badaracco, HBR ed., 2002
- Questions of character, Joseph Badaracco, HBR ed., 2006
- Arts of the wise leader, Mark Strom, Sophos ed., 2007 (www.artsofthewiseleader.com)
- The powers to lead, Joseph Nye, HBR ed., 2008
- Leading with wisdom spiritual-based leadership in business, Peter Pruzan Kirsten Pruzan Mikkelsen, Response ed., 2009
- La responsabilité sociale de lentreprise comme objet des sciences de gestion, Jean Pasquero dans Responsabilité sociale et environnementale de lentreprise, sous la dir. de Marie-France B.-Turcotte et Anne Salmon, Presses de lUniversité du Québec, 2005
- Responsabilité sociale des entreprises et co-régulation, T. Berns, P.F. Docquir, B. Frydman, L. Hennebel G. Lewkowicz, Bruylant 2007
- La société malade la gestion, Vincent de Gauléjac, Seuil, 2005
- Le capitalisme est-il moral, André Comte-Sponville, Albin Michel, 2004
- Ethique et ordre économique une entreprise de séduction, CNRS Editions, 2002
- Le fondement de la morale, Marcel Conche, PUF, 1993
- Rethinking business ethics A pragmatic approach, Sandra Rosenthal Rogene Buchholz, Oxford Press, 2000
- Business Ethics Values, Colin Fischer Alan Lovell, FT Prentice Hall, 2003
- Working ethics, Marvin Brown, Jossey-Bass, 1990
- Responsabilité sociale de lentreprise Faut-il enchaîner Prométhée ?, Philippe de Woot, Economica, 2005
- Does business ethics pay?, S. Webley E. More, London IBE, 2003
- Managing messy moral matters, C.M. Fischer C. Rice, in Strategic Human Resources, J. Leopold, L. Harris T.J. Watson, 1999
- Consumed How Markets Corrupt Children, Infantilize Adults, and Swallow Citizens Whole, B. Barber, 2007
- Capitalism at crossroads, S. Hart, 2005
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AtlantiCare adds to leadership team during growth initiative
Since the launch of its six-year Vision 2030 initiative in April, Atlantic City, N.J.-based AtlantiCare has expanded its executive team.
The initiative, which includes partnerships with Oracle Health, Philadelphia-based Drexel University College of Medicine, Cleveland Clinic Cancer Institute, and Pennington, N.J.-based Global Neurosciences Institute, has led to several changes in the team.
In June, Jordan Ruch began his role as CIO, following his previous position as chief technology officer at West Orange, N.J.-based RWJBarnabas Health.
"Vision 2030 is super exciting and one of the main reasons I joined AtlantiCare. It's not only a partnership with Oracle Health but involves multiple affiliations aimed at bringing clinical excellence to the region," Mr. Ruch told Becker's in a July interview with Naomi Diaz.
As part of Vision 2030, AtlantiCare plans to activate 20 new major solutions and more than 60 capabilities throughout the partnership with Oracle Health.
AtlantiCare also appointed Kevin McDonnell as its first chief hospital executive to lead hospital operations.
Mr. McDonnell began his new position in August, bringing nearly four decades of healthcare experience with him.
Before assuming his current role, he served as vice president of medical services organization at RWJBarnabas Health Medical Group, according to a news release shared with Becker's . He also previously served as COO of AtlantiCare Physician Group.
In his return to AtlantiCare, Mr. McDonnell leads the system's hospital campuses, overseeing strategic planning for acute care services, clinical and professional performance, quality, patient safety, medical and clinical education, and system growth and development, the release said.
"I am truly excited to return to AtlantiCare and rejoin this exceptional team," he said in the release. "AtlantiCare's Vision 2030 initiative to transform healthcare delivery is incredibly inspiring, and I am eager to contribute to this bold vision and make a significant impact."
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Adaptive & Resonant Leadership
Nov 19, 2014
180 likes | 532 Views
Leading in a complex environment. Syndicate 2 Anton Christopher Ayanda Seboni Freeman Masuku Marius Kruger Rhulani Makhubele Sashin Sookroo Taheera Hassim. Adaptive & Resonant Leadership.
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Presentation Transcript
Leading in a complex environment Syndicate 2 Anton Christopher Ayanda Seboni Freeman Masuku Marius Kruger Rhulani Makhubele Sashin Sookroo TaheeraHassim Adaptive & Resonant Leadership
Adaptive Leadership“When the economy recovers, things won’t return to normal—and a differentmode of leadership will be required (Heifetz, Grashow et al. 2009, P1). • Encourage Adaption: • A burning platform must be created • Diagnosis is critical • Experimentation with practices and approaches • Welcome Disequilibrium: • People are naturally change averse • Balance the amount of change introduced into the organisation • poor results or remission back to old (trusted) behaviours. • Feelings of uncertainty and incompetence will need to be managed to ensure results • Inspire Leadership • Empower everyone in the organisation to drive the required changes • Facilitate change, by creating an ecosystem is support of the change • Think about yourself • Lose urge to be authoritatively certain. • Adaptive change = High magnitude and pressure = Stress • Maintain mental and physical heath
Dimensions of Adaptive leadership Focus on sustainable success for both company + stakeholders Embrace uncertainty and adopt new approaches Learn through experimentation Manage through influence rather than command and control
Agility Actions • Improving speed-to-value • In both agile business and projects, speed and value is a measure of success. • Having passion for quality • Management expect agile teams to be adaptive and flexible while in the same time they stick to the project plan which includes scope, schedule and time. • Do less • The idea of “doing less” emphasizes on delivering business value at the shortest time as possible by cutting out the tasks that are not adding value to the project. • Engaging and Inspiring staff • Adaptive leaders have a duty to ensure that all staff members in the organization are actively engaged to ensure that there are no disruptions in delivering tasks, product or services throughout the entire value chain.
Resonant Leadership • Globalizaton and technological advancement has placed rapid and enormous information in the hands of leaders. • Leaders are under enormous stress and pressure to take decisions in ever changing environment. Contemporary leadership theories do not address stress and employee disengagement. • Resonant leadership found its origin in 2002 in a book entitled Primal Leadership written by Coleman, Boyatzis and McKee. • Resonant leadership is a subcategory of transformational leadership and has three dimensions: • Mindfulness: Conscious awareness of one’s self, others and environment • Hope: Having dreams, aspirations and believe in the future • Compassion: Being in tune with others, caring, respect and having empathy renewal Clear vision Self awareness inspire
Resonant Leadership • Most important Resonance competencies are • Emotional intelligence(EI)– self control, self awareness and positive outlook • Social intelligence – empathy, inspirational leadership, organisational awareness • High levels of emotional intelligence improves a company’s performance and creates a culture of trust, healthy risk taking and learning Strong EI Coaching with compassion
Resonant Leadership Resonant Leader Authentic Leader Resonance
Mindfulness“ Mindfulness is a skill of being present and aware, moment by moment, regardless of circumstances (Gonzalez 2014 ,P1 ) • Traits • Contemplation, compassion, wisdom, ethics. • Mindfulness techniques • Meditation is the most practiced mindfulness (contemplation) technique. • There are micro meditation techniques for leaders. e.g breathing exercise. • Jogging , swimming , fly fishing are other mindfulness techniques • Critique • Considered western fad with orientalism. • Focussed too much on self and does not adequately consider other factors. • Lack of continuity Reference List • Gonzalez, M. (2014). Mindfulness for People who are busy to meditate. Mindfulness for People who are busy to meditate • HBR online blogs, HBR online blogs. • Heifetz, R., et al. (2009). "Leadership in a (permanent) crisis." Harvard business review87(7/8): 62-69.
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IMAGES
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11 Model of Adaptive Leadership. Leader Behaviors Get on the Balcony Stepping out of the fray and finding perspective in the midst of a challenging situation, while still staying connected. Moving back and forth as participant and observer. Identify Adaptive Challenges Analyzing and diagnosing challenges.
Leadership. Conferred power to perform a service. Implies a relationship of dominance/deference. May come from an official position. Or may come from trust. Expectation: will keep the organization or community happy, on an even keel. May be exercised by anyone. Is focused on challenging the organization or community to face its problems.
John Roberto LifelongFaith Associates ([email protected]). Leadership is the activity of mobilizing people to tackle tough challenges (problems) and do the adaptive work necessary to achieve progress and thrive. (Ronald Heifetz and Marty Linsky). Download Presentation. jroberto lifelongfaith com.
Adaptive Leadership - Free download as Powerpoint Presentation (.ppt / .pptx), PDF File (.pdf), Text File (.txt) or view presentation slides online. This document discusses adaptive leadership, which involves mobilizing people to solve difficult problems through adaptive work. Adaptive leaders are mentally flexible, cultivate strong conceptual skills, remain poised under pressure, and employ a ...
Presentation Transcript. Adaptive Leadership • Is a set of strategies and practices that can help organizations and the people in them break through gridlocks, accomplish deep change and develop the ability to thrive in complex, competitive, and challenging environments. (Ron Heifetz) • Active a leader mindset • Identify the expendable ...
Adaptive Leadership - Free download as Powerpoint Presentation (.ppt / .pptx), PDF File (.pdf), Text File (.txt) or view presentation slides online. Adaptive Leadership PPT
Adaptive Leadership: A model for meeting the most difficult challenges. From Adaptive Leadership: Heifetz and Linsky. The Need for New, Adaptive Leadership. Complex, Significant Challenges Myth that Better Execution and Improving Operations Alone will Accomplish Needed Results.
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Adaptive leadership PowerPoint Presentation Templates and Google Slides . 4 Item(s) Slide 1 of 3. Slide 1 of 3 ... This slide shows four vital adaptive leadership skills for organizational change which can benefit them in increasing employee development and annual revenues. It also provides information about emotional intelligence, equality in ...
Our Adaptive Leadership PowerPoint presentations are meticulously designed, fully editable, and customizable tools that provide a comprehensive overview of the dynamic leadership approach. These presentations are crafted with precision, incorporating high-quality graphics and content that effectively communicate the principles and strategies of ...
What is Adaptive Leadership Adaptive leadership is given to impacting the environment. It addresses a very active form of leadership, not a passive effort taken merely to adjust to circumstances as found. Biology teaches that relationships between living entities are circular and interactive.
Team 1: Adaptive Leadership Iraq, Iran and South Africa 30 August 2019, Singapore TEAM 1: LEADERSHIP CONFERENCE 30 AUGUST 2019 ... PowerPoint Presentation Author: Heidel Last modified by: Mnikeli Ndabambi Created Date: 5/7/2018 11:03:38 AM Document presentation format:
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7. Identify the adaptive challenge (Unbundle the. issues) Protect leadership voices w/out authority (Cover. who raises questions authorities cant raise) Give the work back to people (Put pressure on. people with the problem) 5 strategic principles of Leadership. Keep the distress level tolerable (Control the.
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Presentation Transcript. Adaptive Leadership"When the economy recovers, things won't return to normal—and a differentmode of leadership will be required (Heifetz, Grashow et al. 2009, P1). • Encourage Adaption: • A burning platform must be created • Diagnosis is critical • Experimentation with practices and approaches • Welcome ...