ADAPTIVE LEADERSHIP
Changing perceptions & Adopting new representations
Laurent Ledoux
[email protected] – 0478 62 14 20
(www.philoma.org)
Laurent Ledoux
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What did Parsons do or didn’t do?
What did she achieve?
Is this a leadership case?
Why or why not?
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Distinguish the challenges types
Problem definition
Solution &
implementation
Primary locus of
resp. for the work
Kind of work
Type I
(Benign flu)
Clear
Clear
Physician
Technical
Type II
(Cardio-vascular
problem)
Clear
Requires
learning
Physician
&patient
Technical
&adaptive
Type III
(Metastasized
cancer)
Requires
learning
Requires
learning
Patient >
physician
Adaptive
Source: “Leadership without easy answers”, by Ronald Heifetz
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Leadership
Mobilize
the group
for the
adaptive
work
Heifetz
Photo: ΠΑΣΟΚ
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Modulate the stress
Source: “Leadership on the line”, by Ronald Heifetz & Marty Linsky
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Identify the adaptive challenge
(Unbundle the issues)
Protect leadership
voices w/out authority
(Cover who raises questions
authorities can’t raise)
Give the work
back to people
5
strategic
principles of
(Put
pressure on people
with the problem)
Leadership
Keep the distress level tolerable
Focus on ripening issues
(Control the pressure cooker)
(Counteract work avoidance mechanisms)
Source: “Leadership without easy answers”, by Ronald Heifetz, adapted by Ledoux
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Get on the balcony to see the patterns of the
dance floor and to look at yourself
1
2
Diagnose
the system
3
See yourself as
a system
Mobilize
the system
4
Deploy
yourself
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Adaptive leadership
4 related groups of activities
I
Diagnose the system
II
Mobilize the system
• Be ready to observe & interpret before
intervening
• Make interpretations
• Diagnose the system itself
• Act politically
• Diagnose the adaptive challenge
• Orchestrate the conflict
• Diagnose the political landscape
• Build an adaptive culture
• Design effective interventions
• Understand the qualities that makes an
organization adaptive
III
See yourself as a system
• Identify who you are
IV
Deploy yourself
• Stay connected to your purposes
• Know your tuning
• “Engage courageously”
• “Broaden your bandwidth”
• Inspire people
• Understand your roles
• Run experiments
• Articulate your purposes
• “Thrive”
Source: “Leadership without easy answers”, by Ronald Heifetz, adapted by Ledoux
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Do the pizza & dare to get beyond
your scope of authority
Your scope of authority
Adaptive challenge
Faction
Participant
Constituencies
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Photo: Radoslav Minchev
The best leader
is the one
whose existence
the group barely
knows
Laozi, 630 BC
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The boss
does
nothing
Le vrai chef c’est “celui qui a le ballon”, celui qui fabrique.
Le chef ne doit pas jouer. Il doit rester sur la touche. Sa tâche est avant tout de
regarder le dehors de son équipe: l’équipe adverse, la direction du vent, la position du
Soleil. Il anticipe le match suivant. Il essaye d’entendre les signaux faibles, ceux de
l’intérieur (les craquements du navire), ceux de l’extérieur, qui seront les signaux forts
de demain qu’il faut à tout prix anticiper.
Zobrist, 2005
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Let go
Rosnay
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Let the effect
impose itself
Julien
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“It” shoots
Be one with
the bow, the
arrow, the target
and everything,
everyone else
Anzawa
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Pursue higher goals
Optimize the value
for the society at large
under the constraint of
an adequate profit for shareholders
Faber
VP Danone
Maximize the value (without limits)
for shareholders
under the constraint of
the respect of the law
Friedman
Chicago School
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Authority
Leadership
Power
Adaptive
Leadership
Progress
Leadership without
easy answers
Technical
problems
Adaptive
challenges
Personality
Presence
Source: “Leadership without easy answers”, by Ronald Heifetz, adapted by Ledoux
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Bibliography

The practice of adaptive leadership, Ronald Heifetz, Alexander Grashow & Marty Linsky, HBR ed., 2009

Leadership without easy answers, Ronald Heifetz, HBR ed., 1994

Leadership on the line, Ronald Heifetz & Marty Linsky, HBR ed., 2002

Leadership can be taught, Sharon Daloz Parks, HBR ed., 2005

Leading quietly, Joseph Badaracco, HBR ed., 2002

Questions of character, Joseph Badaracco, HBR ed., 2006

Arts of the wise leader, Mark Strom, Sophos ed., 2007 (www.artsofthewiseleader.com)

The powers to lead, Joseph Nye, HBR ed., 2008

Leading with wisdom: spiritual-based leadership in business, Peter Pruzan & Kirsten Pruzan Mikkelsen,
Response ed., 2009

Rational, Ethical & Spiritual Perspectives on Leadership, Peter Pruzan, Peter Lang ed., 2009

Leadership, Spirituality and the Common Good, Henri-Claude de Bettignies & Mike J. Thompson, Garant ed.,
2010
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Bibliography

La responsabilité sociale de l’entreprise comme objet des sciences de gestion, Jean Pasquero dans
Responsabilité sociale et environnementale de l’entreprise, sous la dir. de Marie-France B.-Turcotte et Anne Salmon,
Presses de l’Université du Québec, 2005

Responsabilité sociale des entreprises et co-régulation, T. Berns, P.F. Docquir, B. Frydman, L. Hennebel & G.
Lewkowicz, Bruylant 2007

La société malade la gestion, Vincent de Gauléjac, Seuil, 2005

Le capitalisme est-il moral, André Comte-Sponville, Albin Michel, 2004

Ethique et ordre économique: une entreprise de séduction, CNRS Editions, 2002

Le fondement de la morale, Marcel Conche, PUF, 1993

Rethinking business ethics – A pragmatic approach, Sandra Rosenthal & Rogene Buchholz, Oxford Press, 2000

Business Ethics & Values, Colin Fischer & Alan Lovell, FT Prentice Hall, 2003

Working ethics, Marvin Brown, Jossey-Bass, 1990

Responsabilité sociale de l’entreprise : Faut-il enchaîner Prométhée ?, Philippe de Woot, Economica, 2005

Does business ethics pay?, S. Webley & E. More, London IBE, 2003

Managing messy moral matters, C.M. Fischer & C. Rice, in Strategic Human Resources, J. Leopold, L. Harris &
T.J. Watson, 1999

Consumed: How Markets Corrupt Children, Infantilize Adults, and Swallow Citizens Whole, B. Barber, 2007

Capitalism at crossroads, S. Hart, 2005
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