Adaptive Leadership in a Global Economy

<p>With the entire world experiencing the global pandemic and its aftermath, VUCA (Volatile, Uncertain, Complex, and Ambiguous) conditions have never been more extreme and the need for adaptive leadership never more urgent. But how is adaptive leadership applied outside Western cultures? How can it be taught through leadership development programs? Which tools enhance its practice and its teaching? How does adaptive leadership relate to other key theories and practices? </p><p>This volume answers these questions and more as it illustrates how adaptive leadership practices address some of the world’s most pressing challenges-political and cultural division, remote work, crisis management-across a variety of sectors. Adaptive leadership has been explained as a key leadership approach for dealing with adaptive, as distinguished from technical or predictable, problems, especially prevalent in complex environments. However, adaptive leadership scholarship has suffered from a lack of conceptual clarity and casual application of its core concepts. It remains solidly Western in its prescriptions. This book will expand readers’ understanding of adaptive leadership and its potential to solve local and global adaptive challenges and will explore its relevance and application to cultures outside the United States. </p><p>Aiming to increase conceptual clarity about adaptive leadership to enhance future scholarship and application and illustrate novel approaches and perspectives, this book will be of interest to researchers, academics, practitioners, and students in the fields of leadership, strategy, and organizational studies.</p> <p><strong>Section 1: Foundations </strong>1. Adaptive and Complexity Leadership: Stronger Together <i>Mohammed Raei and Cheryl LeMaster </i>2. Giving Credit Where It’s Due: The Theories that Support Adaptive Leadership <i>Harriette Thurber Rasmussen and Michael Christopher Boyce </i>3. How Teaching Resilience Can Enable Adaptive Leadership <i>Jennifer Eggers </i>4. Adaptive Leadership and Improvement Science: Natural Bedfellows <i>Harriette Thurber Rasmussen, Jacqueline Hawkins, and Robert Crow </i>5. Soul Space for Adaptive Work <i>Jonathan Reams </i><b>Section 2: Adaptive Leadership in Action </b>6. Adaptive Practices on Global Virtual Teams <i>Lejla Bilal </i>7. Leading from Betwixt and Between: Exploring how Liminal, Rhizomic Spaces Shape, Deepen, and Sustain Adaptive Leadership Mindsets Within Complex Healthcare Systems <i>Renee Charney and Lisa Gick </i>8. Modifying the Stories We Tell: Discourse as Racial Justice Capacity Building in the Helping Professions <i>Cherie Bridges Patrick and Lindsay Lyons </i>9. Activism Has Lost Its Way: The Case for Micro-Activism <i>Jeffrey M. Hardesty, Michael Christopher Boyce, and Harriette Thurber Rasmussen </i>10. Leading Through Crisis: The Adaptive Leadership of Jacinda Ardern <i>Deidre M. Le Fevre </i><b>Section 3: Adaptive Leadership Across Cultures </b>11. Adaptive leadership in the Chinese Context: Can Adaptive Leadership be Applied in China? <i>Mohammed Raei </i>12. Kabuki Leadership: Cultivating Adaptive Leadership in a Hierarchical Collectivist Culture in Japan <i>Risako (Lisa) Watanabe and Ryosuke (Reo) Watanabe </i>13. Japanese Universities’ Response to the Global Pandemic Crisis: Harnessing Collective Intelligence to Activate Adaptive and Collaborative Leadership Practices <i>Soyhan Egitim </i>14. Democratic Indigenous Adaptive Leadership (DIAL): An American Indian Women Leadership Model <i>Shannon Kenny and Four Arrows aka Don Trend Jacobs </i>15. The Adaptive Leader as a Mentor–A Practice from Brazil <i>Magda C Kaspary and Rita Michel </i>16. Applications of Adaptive Leadership in Central and Eastern European Contexts <i>Tomas Hancil and Mathew Rich-Tolsma </i></p>