Abstract
Most organizations strive to recruit employees who can accommodate unpredictable changes, demonstrate adaptability, and interact effectively with a diversity of individuals. Nevertheless, recent advances in self regulation imply that leaders can instead cultivate such qualities in employees rather than merely attract individuals with these capacities. This paper delineates some of the leadership characteristics and behaviors that could diminish the fragility of employees to foster these qualities. First, a framework is developed that integrates four theories of self regulation—self discrepancy theory, personality systems interaction theory, optimal self esteem, and self salience. Second, this framework is applied to demonstrate how fragility undermines adaptive performance. Finally, this framework is used to show how many leadership constructs, such as self sacrificing, moral management, and transformational behavior, can curb this fragility and thus improve adaptive performance.
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