Abstract
Effective measurement of adaptive leadership remains a challenge within leadership development programs (LDPs). This challenge is intensified by a gap between the theoretical concepts taught and the assessment tools employed, and by the divergence between developers and users of these tools. This study addresses these gaps by development of two new scales: Adaptive Leadership Behavior (ALB) with four factors and Adaptive Leadership Self-Awareness (ALSA) with three factors. In a collaborative validation process with a Midwestern non-profit leadership center, this research helps bridge the teaching-assessment gap by closely aligning the scales with the theoretical underpinnings of Heifetz's adaptive leadership. The findings empirically demonstrate that certain components of adaptive leadership, once seen merely as practices, are crucial for impact assessment. The scales measure key competencies such as seeking perspectives, surfacing conflict, making space for multiple perspectives, and acting experimentally, along with awareness of needs, defaults, and purpose. This study tackles the long-standing challenge of demonstrating the impact of adaptive leadership programs and interventions. It offers insights for future leadership research and skill development.
Published Version
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call