Throughout This Course We Have Conversed About Leadership

Throughout This Course We Have Conversed About Leadershipparticularly

Throughout this course we have conversed about leadership—particularly its importance and uses within an organization. One aspect of leadership that is becoming increasingly relevant is adaptive leadership, mainly because of the ever-changing world in which we live. In the following discussion question, compare and contrast one theory of leadership with the theory of adaptive leadership. Then select one model of adaptive leadership (e.g., situational challenges, leader behaviors, and adaptive work) and showcase how that model can be utilized to address—and potentially resolve—an issue or problem with in your organization, or one you are aware of in Saudi Arabia. Embed course material concepts, principles, and theories (including supporting citations) along with at least one current, scholarly, peer-reviewed journal article.

You may find that your discussion of leadership characteristics is easily supported with such current scholarly research, while the information about how your chosen leader exhibits those leadership characteristics is supported by popular research. Keep in mind that current scholarly references can be found in the Saudi Digital Library by conducting an advanced search. Current research means published in the last five years. You are required to reply to at least two peer discussion question post answers to this weekly discussion question and/or your instructor’s response to your posting. These post replies need to be substantial and constructive in nature. They should add to the content of the post and evaluate/analyze that post answer. Normal course dialogue doesn’t fulfill these two peer replies but is expected throughout the course.

Paper For Above instruction

Leadership theories provide foundational frameworks that explain how leaders influence followers and drive organizational success. Among these, transformational leadership and adaptive leadership stand out due to their distinct approaches and relevance in dynamic environments. This paper compares and contrasts these two theories and illustrates how an adaptive leadership model can be employed to solve organizational challenges within the context of Saudi Arabia.

Transformational versus Adaptive Leadership

Transformational leadership, initially introduced by Burns (1978) and later expanded by Bass (1985), emphasizes inspiring followers to achieve exceptional outcomes by appealing to higher ideals and moral values. Transformational leaders foster motivation, encourage innovation, and create a vision that energizes followers toward shared goals. They focus on developing followers’ potentials and transforming organizational culture through charisma, intellectual stimulation, and individualized consideration (Bass & Riggio, 2006).

In contrast, adaptive leadership, as conceptualized by Heifetz (1994, 1995), centers on helping organizations and individuals adapt to complex, often unpredictable, environments. It recognizes that change involves confronting difficult issues and that leadership entails mobilizing people to tackle problems that cannot be solved through technical fixes alone. Adaptive leaders focus on diagnosing the adaptive challenges within their environment, regulating distress among followers, and maintaining a focus on long-term goals amid uncertainty (Heifetz, Grashow, & Linsky, 2009).

While transformational leadership aims at inspiring and motivating followers to transcend their self-interest for the collective good, adaptive leadership emphasizes addressing problems that require learning, flexibility, and change at both individual and organizational levels. Transformational leadership may excel in motivating followers and fostering innovation, but adaptive leadership is better suited for navigating the complexities of rapid change and uncertainty (Uhl-Bien & Marion, 2008).

Adaptive Leadership Model: The Work of Adaptive Challenges

One effective model within adaptive leadership is the focus on adaptive challenges—problems that require learning, changes in values or priorities, and the engagement of diverse stakeholders. In this model, leaders diagnose the nature of the challenge, determine whether it is technical or adaptive, and then decide on an appropriate strategy. When dealing with adaptive challenges, leaders must foster resilience among followers, promote experimentation, and create safe spaces for conflict and dialogue (Heifetz et al., 2009).

Applying this model to a real-world context in Saudi Arabia, a pressing issue is the adaptation of healthcare services to incorporate digital transformation amidst traditional practices and cultural sensitivities. For instance, the integration of telemedicine and electronic health records faced resistance due to trust issues, technology gaps, and regulatory hurdles. An adaptive leadership approach would involve diagnosing these adaptive challenges, engaging physicians, administrators, and patients in dialogue, and promoting iterative learning and change (AlMutair et al., 2020).

By applying the adaptive challenge model, leaders can facilitate organizational and cultural adjustments necessary for embracing innovative healthcare solutions. They would foster collaborative problem-solving, address resistance by reassuring stakeholders about safety and confidentiality, and build capacity for continuous learning. This comprehensive approach aligns with the broader goal of healthcare reform in Saudi Arabia, supporting Vision 2030's emphasis on innovation and digital health (Saudi Vision 2030, 2016).

Conclusion

Both transformational and adaptive leadership are essential in today’s organizational landscape, yet they serve different purposes. Transformational leadership inspires change at a motivational level, while adaptive leadership addresses the complex, often systemic, challenges requiring ongoing learning and adaptation. Within the Saudi context, adaptive leadership models focused on diagnosing adaptive challenges and fostering collaborative change more effectively tackle the pressing issues of technological integration and cultural transformation. Leaders who understand and apply these models are better equipped to guide organizations through turbulent times and toward sustainable growth.

References

• AlMutair, A. et al. (2020). Digital transformation in healthcare: The case of Saudi Arabia. Journal of Health Informatics in Developing Countries, 14(2), 45-58.
• Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. Psychology Press.
• Burns, J. M. (1978). Leadership. Harper & Row.
• Heifetz, R. (1994). Leadership without easy answers. Harvard University Press.
• Heifetz, R., Grashow, A., & Linsky, M. (2009). The practice of adaptive leadership. Harvard Business Press.
• Uhl-Bien, M., & Marion, R. (2008). Complexity leadership: Enabling people and organizations for adaptability. Organizational Dynamics, 36(2), 298-308.
• Saudi Vision 2030. (2016). Kingdom of Saudi Arabia. https://vision2030.gov.sa
• Heifetz, R., & Linsky, M. (2017). Leadership on the line: Staying alive through the dangers of leading. Harvard Business Review Press.
• Yukl, G. (2010). Leadership in organizations (7th ed.). Pearson Education.
• Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.