Adaptive Leadership in Military and Government Settings

Abstract

In the modern landscape of military and government operations, multisystem interrelated challenges demand far more complex strategies than traditional leadership models can provide. The Adaptive Leadership Model proposed by Heifetz offers an actionable answer to the question of how organizations can train their leaders to respond effectively to twenty-first-century problems. When adaptive leadership is applied, every member of the workforce has a leadership role in performing analysis and making decisions. This chapter reviews the strategic principles of adaptive leadership, discusses key competencies, and outlines coaching techniques for coaches and leaders interested in implementing this model. It also provides a list of questions that leaders can use to evaluate whether a problem is adaptive, rather than technical. The chapter discusses the seven primary principles of adaptive leadership including: (1) getting on the balcony, (2) identifying the adaptive challenge, (3) regulating distress, (4) maintaining disciplined attention, (5) giving work back to the people, (6) protecting voices of leadership from below, and (7) guiding leaders to take care of themselves. Leaders can be coached in the five competencies (trustworthiness, communicativeness, emotional intelligence, tolerance for ambiguity, and hardiness) for adaptive leadership and can proceed to mentor their organizations through the complexities of current events.