Adaptive Leadership: Leadership Theory or Theoretical Derivative?

Authors

Bill Cojocar

DOI

10.58809/KMLY5598

Abstract

Today’s public and private business leaders and leaders of our Armed Forces are faced with challenges that require leadership that is capable of tackling and solving complex problems and issues, with collective, collaborative, timely effective, and innovative solutions. This set of challenges requires leadership that spans the spectrum of leadership theories, traits, and stylistic approaches that is very adaptive, yet direct in nature. This type of leadership is defined as ‘adaptive leadership’ and is a style of leadership that is developing into a new theory of its own, evolving from situational, transformational, contingency, and complexity theories, as described by Nastanski, (2002), being further refined by leadership theorists such as Heifetz (2004), Yukl,(2002) and Lepsinger (2006), and Bennis (2003), who are pioneering adaptive leadership approaches into the practicality of today’s workplace. A recent study conducted, entitled: “Adaptive Leadership: Leadership Theory or Theoretical Derivative” analyzed, synthesized, and evaluated the legitimacy of adaptive leadership as a leadership theory, and provided conclusive results determining whether or not adaptive leadership is a leadership theory or simply a theoretical derivative from other leadership theories such as situational, transactional, transformational, contingency, or complexity theories.

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This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.

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Recommended Citation

Cojocar, Bill (2009) "Adaptive Leadership: Leadership Theory or Theoretical Derivative?," Academic Leadership: The Online Journal (2003-2012): Vol. 7: Iss. 1, Article 5.
DOI: 10.58809/KMLY5598
Available at: https://scholars.fhsu.edu/alj/vol7/iss1/5