We need adaptive leadership. Here’s why

“Adaptive leadership starts from a very different premise, one that says we have no solution, and we don’t know where we’re supposed to go. Adaptive leadership is about a practice, not a person or position. It democratises leadership and leverages everyone playing a role.”

Adaptive leadership in practice

The Australian Department of Defence is using adaptive leadership practices to facilitate capability building to better support national interests and security, value local knowledge, confront outdated behaviour patterns, and plan for specific scenarios.

For example, adaptive leadership is helping the Defence Force at all levels to better position personnel across military and non-military settings and encourages the cultivation of leadership by many people across the entire organisation.

Many other organisations, from financial institutions, agricultural operators and health providers through to the Australian Bureau of Statistics and large mining and resources companies are all adopting and deploying adaptive leadership initiatives.

In cybersecurity, for example, it is counterproductive to rely on a single technical, heroic leadership model. Local on-the-ground intelligence coupled with capturing perspectives that would otherwise be missed can be critical.

Logistics, procurement, recruitment and retention are other organisational functions that could benefit from adaptive leadership at a systems level.

“We are seeing people make amazing movement on dealing with realities of learned helplessness that otherwise clog system change,” said Professor Althaus.

Adaptive leadership principles

The practice of adaptive leadership is based on three key principles.

1. Observing and diagnosing situations and challenges: stepping back to see the big picture and paying attention to the strategic and operational problems at play.

2. Temperature and disturbance regulation: assessing and managing interpersonal and organisational pressures that might impact the process of assessing or finding a solution.

3. Building collective capacity: creating the right environment for and promoting leadership as a ‘practice, not a position’ and building everyone’s capacity to contribute.

“The framework is not simply about individual skill development,” says Professor Althaus. “It’s about making systemic and organisational changes that will allow people to practice adaptive leadership in an effective and meaningful way.”

And rather than replacing existing approaches, adaptive leadership encourages people to assess problems and consider the kind of leadership that would be most effective in finding a solution.

“We have to continuously question and be deliberate in how we confront the opportunities and problems we face — and that’s where adaptive leadership can help,” says Professor Althaus.

Benefits of a more human-centric approach

With a more human-centric approach, Professor Althaus says adaptive leadership also makes us better humans.

“Adaptive leadership is all about values, loyalties, and losses. It’s not just the intellectual stuff — you’re also dealing with the heartstrings and very primal things that drive us as human beings. It encourages us to become a more well-rounded human to be able to meet the challenges we face.”

Here are four ways adaptive leadership can help leaders and employees better navigate uncertainty:

1. Build confidence. Adaptive leadership starts with the premise that people have what they need to deal with the issues they confront. “It equips you with more confidence to be able to engage in courageous conversations, with contested viewpoints, disappointment and ambition,” says Professor Althaus.

“It encourages us to think more carefully about the differences between authority and leadership. And it invites us to move beyond technical know-how and technical problem-solving towards meeting, stepping into and embracing adaptive challenges.”

2. Democratising leadership. “We should never create dependency. People in their systems and in their local settings are best placed to make judgement calls. Adaptive leadership democratises leadership, so everyone can contribute,” Professor Althaus explains.

“It starts with the proposition that we’re worthwhile, and we all have something to offer. So, we ask what’s our role in the mess? And what responsibilities can we step into to either get more involved or get out of the way? It encourages us to really take on our full humanity and make choices together.”

3. Leading with questions, not solutions. Questions help us open up conversations, invite diverse ideas and perspectives in and mobilise people. By seeking out progress rather than solutions, it replaces the notion of impossibility with a focus on innovation and creative strategy.

Rather than leading with a top-down, solution-focused mindset, being open to questions not only provides space for more creative solutions but will encourage more feedback and engagement from everyone. “Adaptive leadership is like a family unit. As people’s skills grow and mature, you give them more agency and authority allowing them to take ownership of their decisions,” Professor Althaus says.

4. Inviting equity, rather than equality. While equality is important in many aspects, it doesn’t necessarily consider the important fact that people are different and have different needs.

“Western bureaucracies are designed to prize equality. And that means a universal response. But we have to learn how to deal with diversity and focus on equity,” says Professor Althaus.

Adaptive leadership applauds and leverages differences and divergence as much as consensus and what is held in common. “It celebrates differences which brings a richness that can open up perspectives,” she explains.

“It’s not just actually trying to get consensus all the time. We might want to have three different perspectives that will totally shift the narrative for what’s possible. Adaptive leadership invites that in quite deliberately.”

To learn more about AGSM’s Adaptive Leadership program, click here.