Week 3 - Topic Overview
Week 3 - Topic Overview
Week 3 - Topic Overview
Table of Contents
3.1 Introduction ...........................................................................................................................................................2
3.2. Learning Outcomes ..............................................................................................................................................2
3.3 Change Management and Adaptive Leadership .................................................................................................2
3.3.1 Transformational Leadership ........................................................................................................................6
3.4 Inclusivity, and Culture in leading organizational projects ...............................................................................7
References ....................................................................................................................................................................9
It is a well-known fact that the majority of business environments are characterised by perpetual
change or uncertainty. To thrive, businesses must either swiftly react to changes in their
competitive environments or proactively anticipate shifts in consumer demographics, future
technologies, and potential new products and services. This is essential for businesses that wish
to reinvent their industries. It is essential to recognise that changes in the industry are motivating
companies, particularly those with an entrepreneurial mentality, to seize the chance to redefine
Leadership that is both adaptable and flexible entails modifying one's behaviour as the situation
demands. Numerous terms have been used to define leaders who can accurately assess the
situation and adjust their behaviour accordingly. Flexible, adaptable, agile, and versatile are
examples of these terms (Kaiser, Lindberg, & Craig, 2007). There is substantial ambiguity in the
management and leadership literature regarding the nature and evaluation of flexible leadership.
One reason for the ambiguity is that contexts in which flexible leadership can occur vary. For
instance, a leader must be flexible within the same position as circumstances change, as well as
when moving from one form of leadership position to another with different responsibilities and
challenges.
As the rate of change within organisations accelerates, flexible and adaptable leadership is
becoming increasingly essential for the majority of managers and administrators (Burke &
Cooper, 2004). Increased globalisation and international commerce, rapid technological change,
shifting cultural values, a more diverse workforce, greater use of outsourcing, new forms of
social networking, increased use of virtual interaction, greater visibility of leader actions (e.g.,
Internet), and concern for outcomes besides profits (e.g., ethical actions, social responsibility) are
examples of the types of changes that increase the need for flexibility, adaptation, and innovation
among leaders.
In a typical day or week, most leaders are responsible for a variety of duties, and it is often
necessary to switch quickly from one type of activity to another (DeRue, 2011). Different duties
typically necessitate distinct leadership styles. In addition, subordinates frequently differ in terms
of their experience, skills, values, and needs, and a leader's interactions with various individuals
The extent to which a leader makes appropriate adjustments to strategies and tactics is an
additional indicator of adaptable and flexible leadership. It is essential for leaders to comprehend
the various situations that require flexible and adaptive behaviour. For each context, they must be
able to diagnose the situation and identify the appropriate forms of behaviour. In addition, they
must be adept at employing a variety of behaviours (DeRue, 2011). Leaders require mental
models that facilitate comprehension of the complex effects of their behaviours on multiple
objectives, as well as the necessity of balancing competing values. Leaders must recognise and
seize opportunities to increase their self-awareness of pertinent traits, skills, and behaviours and
to develop necessary skills before they are required. Leaders should also recognise their
obligation to assist subordinates in developing and employing the skills and behaviours
necessary for flexible and adaptive leadership. Being flexible and adaptable in a world full of
change and uncertainty is challenging and stressful, and leaders must have a strong commitment
to doing what is necessary and ethical (Yukl & Mahsud, 2010).
The four facets of transformational leadership are charisma or idealised influence, inspirational
motivation, intellectual stimulation, and individualised consideration. Charisma, also known as
idealised influence, refers to the degree to which a leader's exemplary actions inspire followers to
identify with them. Charismatic leaders demonstrate strong conviction, confidently take
positions, and effectively appeal to the emotions of their followers. Inspirational motivation
refers to the degree to which a leader effectively communicates a vision that captivates and
inspires their followers. Leaders who possess inspirational motivation have the ability to
challenge their followers by setting high standards. They effectively communicate optimism
about achieving future goals and also emphasise the significance of the current task at hand.
Intellectual stimulation refers to the degree to which a leader encourages critical thinking,
embraces calculated risks, and actively seeks input from their followers. Leaders who possess
this trait have the ability to inspire and cultivate the creativity of their followers. Individualised
consideration refers to the degree to which a leader pays attention to the specific needs of each
follower. This involves acting as a mentor or coach to the follower, as well as actively listening
to their concerns and addressing their needs (Judge & Piccolo, 2004).
Project leadership encompasses more than just the management of tasks, budgets, and deadlines.
It is important to foster a culture of diversity and inclusion, where each team member is valued,
respected, and encouraged to contribute their best (Shore et al., 2011).
Diversity and inclusion play a crucial role in achieving project success, fostering innovation, and
ensuring customer satisfaction. Diversity refers to the composition of a team that encompasses a
wide range of perspectives, backgrounds, skills, and experiences, which align with the needs and
preferences of stakeholders and the market. Inclusion refers to the act of guaranteeing that each
member of the team feels a sense of belonging, trust, and support, and is able to actively and
genuinely participate in the project (George, McGahan, & Prabhu, 2012). Research has
consistently demonstrated that teams that are diverse and inclusive tend to outperform their
counterparts. These teams exhibit faster problem-solving abilities and are more effective in
delivering value to both customers and the organisation. Skilful management and inclusivity are
essential for harnessing the benefits of diversity. Diverse teams, when lacking inclusion, are
more likely to experience chaos, resulting in reduced productivity and engagement, increased
turnover, and potential litigation. Managing a group of people with similar backgrounds and
experiences is generally easier than trying to get teams composed of diverse individuals to
appreciate and respect their different thought patterns and behaviours on a personal level (Shore
et al., 2011).
Even when diverse teams are led by skilled and inclusive leaders, they may initially be
outperformed by homogenous teams. This is because the introduction of different perspectives,
experiences, backgrounds, thinking, and communication styles can lead to disruption and conflict
in the early stages of team collaboration. Inclusive leaders are essential for maintaining this
competitive advantage (Shore et al., 2011). They are the individuals who help organisations
move closer to their goals of achieving equity, inclusivity, and diversity. They are the ones
taking the lead in designing systems that unlock the full potential of all their talented individuals.
They are actively promoting diversity initiatives and affinity groups, advocating for structural