Adaptive & Resonant Leadership

Syndicate 2

Anton Christopher

Ayanda Seboni

Freeman Masuku

Marius Kruger

Rhulani Makhubele

Sashin Sookroo

Taheera Hassim

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ADAPTIVE LEADERSHIP“WHEN THE ECONOMY RECOVERS, THINGS WON’T RETURN TO NORMAL—AND A DIFFERENTMODE OF LEADERSHIP WILL BE REQUIRED (HEIFETZ, GRASHOW ET AL. 2009, P1).

Encourage Adaption: A burning platform must be created Diagnosis is critical Experimentation with practices and approaches

Welcome Disequilibrium: People are naturally change averse Balance the amount of change introduced into the organisation

poor results or remission back to old (trusted) behaviours. Feelings of uncertainty and incompetence will need to be managed to ensure results

Inspire Leadership Empower everyone in the organisation to drive the required changes Facilitate change, by creating an ecosystem is support of the change

Think about yourself Lose urge to be authoritatively certain. Adaptive change = High magnitude and pressure = Stress

Maintain mental and physical heath

DIMENSIONS OF ADAPTIVE LEADERSHIP

Embrace uncertainty and

adopt new approaches

Manage through

influence rather than command

and control

Focus on sustainable

success for both company +

stakeholders

Learn through experimentatio

n

AGILITY ACTIONS

• In both agile business and projects, speed and value is a measure of success.Improving speed-to-value

• Management expect agile teams to be adaptive and flexible while in the same time they stick to the project plan which includes scope, schedule and time.

Having passion for quality

• The idea of “doing less” emphasizes on delivering business value at the shortest time as possible by cutting out the tasks that are not adding value to the project.

Do less

• Adaptive leaders have a duty to ensure that all staff members in the organization are actively engaged to ensure that there are no disruptions in delivering tasks, product or services throughout the entire value chain.

Engaging and Inspiring staff

RESONANT LEADERSHIP

Globalizaton and technological advancement has placed rapid and enormous information

in the hands of leaders.

Leaders are under enormous stress and pressure to take decisions in ever changing

environment. Contemporary leadership theories do not address stress and employee

disengagement.

Resonant leadership found its origin in 2002 in a book entitled Primal Leadership

written by Coleman, Boyatzis and McKee.

Resonant leadership is a subcategory of transformational leadership and has

three dimensions:

Mindfulness: Conscious awareness of one’s self, others and environment

Hope: Having dreams, aspirations and believe in the future

Compassion: Being in tune with others, caring, respect and having empathy

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RESONANT LEADERSHIP

Most important Resonance competencies are

Emotional intelligence(EI)– self control, self awareness and positive outlook

Social intelligence – empathy, inspirational leadership, organisational

awareness

High levels of emotional intelligence improves a company’s

performance and creates a culture of trust, healthy risk taking and

learning

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RESONANT LEADERSHIP

Authentic Leader Resonant Leader

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ContextFollowers

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MINDFULNESS “ MINDFULNESS IS A SKILL OF BEING PRESENT AND AWARE, MOMENT BY MOMENT, REGARDLESS OF CIRCUMSTANCES (GONZALEZ 2014 ,P1 )o Traitso Contemplation, compassion, wisdom, ethics.

o Mindfulness techniques

Meditation is the most practiced mindfulness (contemplation) technique.

There are micro meditation techniques for leaders. e.g breathing exercise.

Jogging , swimming , fly fishing are other mindfulness techniques

o Critique Considered western fad with orientalism.

Focussed too much on self and does not adequately consider other factors.

Lack of continuity

Reference List Gonzalez, M. (2014). Mindfulness for People who are busy to meditate. Mindfulness for People who are busy to meditate

HBR online blogs, HBR online blogs.

Heifetz, R., et al. (2009). "Leadership in a (permanent) crisis." Harvard business review 87(7/8): 62-69.