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1 Adaptive Leadership Student's Name Institutional Affiliation Course Name and Number Instructors Name Date

2 Adaptive Leadership Instruction Leadership refers to influencing people to behave by appealing to their interests and what they set out to achieve as a group. This calls for the integration of adaptive leadership, which has been determined to have a significant impact on the followers and the organization at large as adaptive leaders put much emphasis on solving the challenges for tremendous success (Faith and Leadership, 2009). Therefore, recognizing the pressure leader’s face is significant in developing such problems by breaking them into more manageable parts through its indicators and their application in society while considering its suggestions. Pressure for People in Leadership Positions Leaders in positions face quite a several pressures that may make achieving the set objective difficult. These pressures mostly require leaders to make practical and decisive solutions to them. The forces of attaining results are usually joint for leaders. It may need projects to be completed, revenue expectations to be met, and the expansion plans that the society requires to be put in place. Secondly, there is always the pressure of being right created by the followers and the ideology of being a leader (DeRue, 2011). A leader is expected to have the right solutions to all the challenges the organization and employees are facing. In addition, leaders face the pressure of personal growth and balancing the organization and the stakeholders. This is mainly experienced in guiding the necessary change, leading the team and employees' development and honing the effectiveness of time management, prioritization, and strategic thinking. Developing the Capacity to Solve Problems

3 Problem-solving is one of the primary functions of leaders, which requires them to make decisions that respond accordingly to challenges. There is a need to develop criteria for identifying the kinds of problems that the organization is facing to know the types of solutions that are appropriate. An adaptive leader will see the difference between technical challenges and adaptive challenges. For instance, the need to develop a problems-solution duality where the leader is often faced with the challenge of aspiring the business where they need to set ambitious goals and influence their team to accomplish them (Faith and Leadership, 2011). Additionally, researching the problem and systems where the causes of the pain help develop capacity, as when the root of the problem is known, it can be solved quickly. This is followed by visualizing the issues and brainstorming possible solutions to come up with the best which explicitly identifies the problem. Teasing out the Parts An essential part of problem-solving is brainstorming the problem. The ability to break down a problem into simple, manageable pieces is a skill that leaders should develop. It begins by determining what is required for the problem to be solved by deciding what should be accomplished, any obstacles before finding solutions and the concepts or techniques needed. Moreover, there is a need to develop objectives to be achieved by solving the problems by identifying the affected facets (Torres, 2012). These objectives should be thoughtful, measurable, achievable, realistic and time-bound to prevent the problem from exploding further. This is followed by developing a plan of the goals, where determining the priority one is started with. It goes with establishing small wins achieved from meeting the set objectives. Finally, there is the dividend conquer, where the problem is solved. Indicators of Adaptive Challenges

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4 Adaptive challenges are often confused with technical problems. Adaptive challenges are usually unknown, and identifying them is usually difficult because they are recurring. They are usually deeply connected to patterns consisting of persistent dynamics, requiring consistent diagnosing and probing. Moreover, the solution to the problem is generally unknown, requiring more learning and technocrats (Faith and Leadership, 2009). The responsibility of adaptive challenges lies with those affected, such as the stakeholders and the authorities. The obstacles that characterize adaptive leadership are usually less tangible, complex with no clear understanding and sticky without a clear response but with identifiable progress. Using Adaptive Leadership on a Societal Level Societal issues are often complex, just as adaptive leadership requires adaptive leaders to solve them. This model of leadership requires making major decisions which are evidence-based and practical and responding to the problems that society faces. Adaptive leadership can also be applied at the societal level, where immediate feedback is required, and there is a need for inevitable change (Torres, 2012). Moreover, skilled adaptive challenges require nibbling where shifting direction happens at the appropriate time. With society being precious, adaptive leaders should be expandable, including experimentation taking intelligent risks, and disciplined assessment. "Different Conversation" Suggested by Adaptive Leadership There is always the problem of diagnostic failure, where people in authority confuse adaptive challenges with technical challenges. As a result, solutions for technical issues are applied to adaptive challenges making the problem persist and leading to disappointments and leadership failures. Moreover, it creates an interdependency where followers look up to their

5 leaders for decisive solutions leading to a loss of credibility (Faith and Leadership, 2009). Followers need to identify adaptive challenges and incur the costs involved. Leaders should develop questions which lead to developing solutions by utilizing the collective intelligence of the people. Conclusions Adaptive leadership leads to the realization of the problem and the required solutions. Leaders face the pressure of making partial and decisive solutions with the capacity of problem- solving rotating around problem identification. In teasing the crisis, they should be brainstormed, and specific objectives to solutions developed. Indicators of adaptive leadership include persistence, recurrence, and complexities. Moreover, applying adaptive leadership at the societal level includes making major decisive solutions and expanding abilities. Leaders need to develop questions for different conversations using the people's collective intelligence.

6 References DeRue, D. S. (2011). Adaptive leadership theory: Leading and following as a complex adaptive process. Research in organizational behavior . https://doi.org/10.1016/j.riob.2011.09.007 Faith & Leadership. (2009). Ronald Heifetz: The nature of adaptive leadership . YouTube. https://www.youtube.com/watch?v=QfLLDvn0pI8 Torres, R., Reeves, M., & Love, C. (2012). Adaptive leadership. Own the future: 50 ways to win from the Boston Consulting Group . https://doi.org/10.1002/9781119204084.ch4

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