Megan Seibel, Eric K. Kaufman, D. Adam Cletzer, Jeremy Elliott-Engel
While adaptive leadership is a useful framework for leadership practitioners, there is limited empirical research supporting its conceptual tools and tactics. Kirton's adaption-innovation (A-I) theory contends individuals have innate problem-solving style preferences for more or less structure. In the current conceptual paper, we examine the theoretical underpinnings of adaptive leadership and A-I theory within the context of complex problem-solving. We connect A-I theory to concepts from adaptive leadership to link a more rigorous and empirically supported theory to a popular practice. We go further to explore how a leader's A-I style informs the maintenance of an adaptive leadership holding environment (HE), particularly with regard to facilitating a productive zone of disequilibrium (PZD).
{"title":"Advancing Adaptive Leadership Through Adaption-Innovation Theory: Enhancements to The Holding Environment","authors":"Megan Seibel, Eric K. Kaufman, D. Adam Cletzer, Jeremy Elliott-Engel","doi":"10.1002/jls.21841","DOIUrl":"10.1002/jls.21841","url":null,"abstract":"<p>While adaptive leadership is a useful framework for leadership practitioners, there is limited empirical research supporting its conceptual tools and tactics. Kirton's adaption-innovation (A-I) theory contends individuals have innate problem-solving style preferences for more or less structure. In the current conceptual paper, we examine the theoretical underpinnings of adaptive leadership and A-I theory within the context of complex problem-solving. We connect A-I theory to concepts from adaptive leadership to link a more rigorous and empirically supported theory to a popular practice. We go further to explore how a leader's A-I style informs the maintenance of an adaptive leadership holding environment (HE), particularly with regard to facilitating a productive zone of disequilibrium (PZD).</p>","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"17 1","pages":"23-29"},"PeriodicalIF":1.5,"publicationDate":"2023-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/jls.21841","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49225062","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Market Basket started as a local grocery store in Lowell, Massachusetts in 1917, and rapidly expanded into a large supermarket chain by following a business model driven by community empowerment. However, success did not come easy. A sudden change in leadership and the resulting top-down organizational culture pushed the store chain into unprecedented chaos with boycotts and supply chain disruptions. The collective force generated by employees, customers, and business partners left the shareholders with no choice but to reinstate the ousted CEO with full authority. But how did the leadership cultivate trust, loyalty, and commitment in all stakeholders, which resulted in undefeatable resilience against the intended top-down approach? The current paper answers this question by analyzing the collective organizational culture built through collaborative leadership and the ensuing leaderful response of all stakeholders to adversity.
{"title":"The Market Basket Case Revisited: Community Empowerment through Leaderful Organizational Culture","authors":"Soyhan Egitim","doi":"10.1002/jls.21844","DOIUrl":"10.1002/jls.21844","url":null,"abstract":"<p>Market Basket started as a local grocery store in Lowell, Massachusetts in 1917, and rapidly expanded into a large supermarket chain by following a business model driven by community empowerment. However, success did not come easy. A sudden change in leadership and the resulting top-down organizational culture pushed the store chain into unprecedented chaos with boycotts and supply chain disruptions. The collective force generated by employees, customers, and business partners left the shareholders with no choice but to reinstate the ousted CEO with full authority. But how did the leadership cultivate trust, loyalty, and commitment in all stakeholders, which resulted in undefeatable resilience against the intended top-down approach? The current paper answers this question by analyzing the collective organizational culture built through collaborative leadership and the ensuing leaderful response of all stakeholders to adversity.</p>","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"17 1","pages":"51-56"},"PeriodicalIF":1.5,"publicationDate":"2023-04-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/jls.21844","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43300407","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The current paper reviews examples of working with organizational leaders and integrating adaption-innovation (A-I) theory and its associated psychometric, the Kirton's Adaption-Innovation Inventory (KAI; Kirton, 1985). Three specific in-depth cases are reviewed and analyzed, and a series of learning insights are shared. A set of key enabling factors are argued to transform A-I related insights to valuable actions. These include emotional intelligence capabilities focused on self-and-others; the role of a structured learning process to aid reflection and action; effective coping behavior that sustains the options for action; and examples of the sourcing and use of diversity. Areas for further research into practice are also described.
{"title":"Working with Adaption-Innovation in Leadership Practice: What Works and What's Missing?","authors":"Rob Sheffield","doi":"10.1002/jls.21840","DOIUrl":"10.1002/jls.21840","url":null,"abstract":"<p>The current paper reviews examples of working with organizational leaders and integrating adaption-innovation (A-I) theory and its associated psychometric, the Kirton's Adaption-Innovation Inventory (KAI; Kirton, 1985). Three specific in-depth cases are reviewed and analyzed, and a series of learning insights are shared. A set of key enabling factors are argued to transform A-I related insights to valuable actions. These include emotional intelligence capabilities focused on self-and-others; the role of a structured learning process to aid reflection and action; effective coping behavior that sustains the options for action; and examples of the sourcing and use of diversity. Areas for further research into practice are also described.</p>","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"17 1","pages":"45-50"},"PeriodicalIF":1.5,"publicationDate":"2023-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/jls.21840","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42379742","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Currently, organizations are working to create a culture that embraces diversity, equity, inclusion, and belonging. However, as these organizations become more diverse, implicit social cognition or unconscious bias increases, leading to unproductive behaviors and organizational inefficiencies. Yet, diverse teams can be more productive, creative, and increase opportunities to expand into diverse markets if they are managed properly. Accordingly, Kirton's Cognitive Function Schema, a useful framework that leaders can use to identify and address barriers to collaboration among diverse teams will be discussed. Further, considerations for recognizing, appreciating, and utilizing the unique talents of each team member will be introduced.
{"title":"Implicit Social Cognition: The Hidden Element Affecting Equity, Inclusion, and Belonging on Diverse Collaborative Teams","authors":"James C. Anderson","doi":"10.1002/jls.21839","DOIUrl":"10.1002/jls.21839","url":null,"abstract":"<p>Currently, organizations are working to create a culture that embraces diversity, equity, inclusion, and belonging. However, as these organizations become more diverse, implicit social cognition or unconscious bias increases, leading to unproductive behaviors and organizational inefficiencies. Yet, diverse teams can be more productive, creative, and increase opportunities to expand into diverse markets if they are managed properly. Accordingly, Kirton's Cognitive Function Schema, a useful framework that leaders can use to identify and address barriers to collaboration among diverse teams will be discussed. Further, considerations for recognizing, appreciating, and utilizing the unique talents of each team member will be introduced.</p>","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"17 1","pages":"30-37"},"PeriodicalIF":1.5,"publicationDate":"2023-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/jls.21839","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41478854","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The current philosophical paper brings the concepts of community, complex adaptive systems, wicked problems, and Kirton's (2011) adaption-innovation (A-I) theory together as a model to encourage practitioners to recognize the importance of cognitive diversity for sustainable and impactful solutions. Leadership and change practitioners often face the complexity of addressing community based wicked problems. A-I theory offers an additional perspective to help teams foster structural changes in these complex adaptive systems.
{"title":"Examining Complex Problem Solving in Communities Through the Lens of Kirton'S Adaption-Innovation Theory","authors":"Mary T. Rodriguez, Sarah A. Bush","doi":"10.1002/jls.21838","DOIUrl":"10.1002/jls.21838","url":null,"abstract":"<p>The current philosophical paper brings the concepts of community, complex adaptive systems, wicked problems, and Kirton's (2011) adaption-innovation (A-I) theory together as a model to encourage practitioners to recognize the importance of cognitive diversity for sustainable and impactful solutions. Leadership and change practitioners often face the complexity of addressing community based wicked problems. A-I theory offers an additional perspective to help teams foster structural changes in these complex adaptive systems.</p>","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"17 1","pages":"38-44"},"PeriodicalIF":1.5,"publicationDate":"2023-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/jls.21838","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42706395","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The focus of the symposium is adaption-innovation (A-I) theory, as it relates to solving problems with cognitive diversity. The intent of the current article is to introduce adaption-innovation theory; its beginning and key elements. The symposium specifically focuses on implications for adaptive leadership, inclusion, wicked problems, and business.
{"title":"A Problem-Solving Theory to Enhance Understanding and Practice of Leadership","authors":"Curtis R. Friedel","doi":"10.1002/jls.21842","DOIUrl":"10.1002/jls.21842","url":null,"abstract":"<p>The focus of the symposium is adaption-innovation (A-I) theory, as it relates to solving problems with cognitive diversity. The intent of the current article is to introduce adaption-innovation theory; its beginning and key elements. The symposium specifically focuses on implications for adaptive leadership, inclusion, wicked problems, and business.</p>","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"17 1","pages":"20-22"},"PeriodicalIF":1.5,"publicationDate":"2023-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/jls.21842","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43274147","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
<p>Leadership is essential to making and establishing policies, directing and controlling environments, and influencing people to perform at a high level. Innovation awaits the proper balance of labor and motivation. When employees desire to perform at a high level of efficiency for the organization and are committed to making a living for their families, they should not be subject to abuse, harassment, or workplace stressors. Yet, many workers struggle with leaders who are toxic bully bosses.</p><p>Today's toxic bully boss is reminiscent of the 17th-century American slavocracy leadership tactics. Slaveholders valued the slave body, a source of enforced free labor, but convinced themselves the enslaved person's mental capacity was essentially nonexistent. Slaveholders maintained this mindset to control the laborers toiling in the fields and maintain their focus on agricultural productivity (Morrow, <span>2004</span>). During the slavocracy, the fields were equivalent to today's offices. Notably, working conditions then were forced, while today's workers earn wages for their labor. Workers spend the majority of their waking hours at work. According to Hulin (<span>2002</span>), very few things “…influence … each of us, our families, our children, our values, or our status as much as the choice of a job or occupation” (p. 8). Leadership is at the forefront of decisions and policy implementations (Namie & Namie, <span>2009</span>).</p><p>Leslie (<span>2015</span>) introduced nine tenets for leadership efficacy: “change management, inspiring commitment, taking initiative, building collaborative relationships, leading employees, strategic perspective, strategic planning, participative management, and being a quick learner.” Regardless of the leadership style in the 21st century, Leslie's tenets can help convert a toxic workplace into a productive environment. The following definitions provide clarification about destructive leadership styles.</p><p>Toxic bully bosses may exhibit any of these five distinct leadership styles that are detrimental to successful leader-employee relationships because of the destructive behaviors associated with each one: destructive leadership, tyrannical leadership, derailment leadership, supportive–disloyal leadership, and laissez-faire leadership. These leadership styles have the potential to destroy a person's humanity through the leader's abuse of power by conditioning, controlling, and diminishing the worth of those who work for them.</p><p>In the last 20 years, researchers of the toxic bullying-boss phenomenon, or workplace bullying, have seen a steep increase in the number of studies examining the relationship between workplace bullying and mental health. According to Conway et al. (<span>2021</span>), “Workplace bullying represents a powerful stressor and a severely traumatic experience that may profoundly shatter people's assumptions about themselves and the surrounding world” (para. 1). The effects of the act
{"title":"The Toxic Bully Boss: Echoes of American Slavocracy Tactics in Adverse Workplace Leadership Styles","authors":"David Sippio","doi":"10.1002/jls.21831","DOIUrl":"10.1002/jls.21831","url":null,"abstract":"<p>Leadership is essential to making and establishing policies, directing and controlling environments, and influencing people to perform at a high level. Innovation awaits the proper balance of labor and motivation. When employees desire to perform at a high level of efficiency for the organization and are committed to making a living for their families, they should not be subject to abuse, harassment, or workplace stressors. Yet, many workers struggle with leaders who are toxic bully bosses.</p><p>Today's toxic bully boss is reminiscent of the 17th-century American slavocracy leadership tactics. Slaveholders valued the slave body, a source of enforced free labor, but convinced themselves the enslaved person's mental capacity was essentially nonexistent. Slaveholders maintained this mindset to control the laborers toiling in the fields and maintain their focus on agricultural productivity (Morrow, <span>2004</span>). During the slavocracy, the fields were equivalent to today's offices. Notably, working conditions then were forced, while today's workers earn wages for their labor. Workers spend the majority of their waking hours at work. According to Hulin (<span>2002</span>), very few things “…influence … each of us, our families, our children, our values, or our status as much as the choice of a job or occupation” (p. 8). Leadership is at the forefront of decisions and policy implementations (Namie & Namie, <span>2009</span>).</p><p>Leslie (<span>2015</span>) introduced nine tenets for leadership efficacy: “change management, inspiring commitment, taking initiative, building collaborative relationships, leading employees, strategic perspective, strategic planning, participative management, and being a quick learner.” Regardless of the leadership style in the 21st century, Leslie's tenets can help convert a toxic workplace into a productive environment. The following definitions provide clarification about destructive leadership styles.</p><p>Toxic bully bosses may exhibit any of these five distinct leadership styles that are detrimental to successful leader-employee relationships because of the destructive behaviors associated with each one: destructive leadership, tyrannical leadership, derailment leadership, supportive–disloyal leadership, and laissez-faire leadership. These leadership styles have the potential to destroy a person's humanity through the leader's abuse of power by conditioning, controlling, and diminishing the worth of those who work for them.</p><p>In the last 20 years, researchers of the toxic bullying-boss phenomenon, or workplace bullying, have seen a steep increase in the number of studies examining the relationship between workplace bullying and mental health. According to Conway et al. (<span>2021</span>), “Workplace bullying represents a powerful stressor and a severely traumatic experience that may profoundly shatter people's assumptions about themselves and the surrounding world” (para. 1). The effects of the act","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 4","pages":"30-34"},"PeriodicalIF":1.5,"publicationDate":"2023-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/jls.21831","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45613842","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Lonnie R. Morris, Cynthia M. Sims, Wendy M. Edmonds
<p>Inspired by the stories of negative leadership encounters curated in <i>When Leadership Fails</i> (Morris & Edmonds, <span>2021</span>), the current symposium continues the plight to identify, deconstruct, and process leadership at its worst. Leadership from the worst bosses can span the gamut from mere ineffectiveness to extreme unconscionable behavior (Normore & Brooks, <span>2016</span>). It often emanates from self-centered personality traits that trigger indifference, arrogance, intemperance, envy, and greed (Walker & Kutsyuruba, <span>2016</span>). It can include bullying, humiliation, manipulation, deception, and harassment. At times it is abusive in the form of ongoing verbal and nonverbal hostility (Tepper, <span>2000</span>). It may present as unethical leadership when bosses act without a moral compass (Aboyassin & Abood, <span>2013</span>). It can even involve organizational sabotage in the form of absenteeism, deception, or stealing (Einarsen, Aasland, & Skogstad, <span>2007</span>).</p><p>We understand experiences with poor leadership and bad bosses significantly impact individual and organizational outcomes (Aboyassin & Abood, <span>2013</span>). The damage can be long-standing, affecting victims and witnesses even if they move onto new supervisors, departments, or organizations. Bosses and their bad leadership can incite anxiety that increases perceived exposure to negative leadership behaviors going forward and how employees respond to such behavior (Tepper, <span>2000</span>). Employees who endure these experiences are more likely to interpret unfavorable actions as abusive, even if they are not. They may also be more prone to respond negatively to critical actions and decisions.</p><p>The symposium serves as a direct response to calls from Johnson (<span>2018</span>) for leaders to combat evil by stepping out of the shadows, Edmonds (<span>2021</span>) for addressing the dark side of the leadership spectrum and associated consequences, and Klenke (<span>2008</span>) for qualitative documentation of leadership experiences that shape communities, organizations, and nations. In the spirit of Sims & Hughes (<span>2018</span>), we seek to meet the needs of the modern workforce by empowering employees and reimaging approaches to leadership. These stories of surviving bad bosses were deconstructed in the same vein previous works (Carmeli & Sheaffer, <span>2008</span>; Kellerman, <span>2004</span>; Normore & Brooks, <span>2016</span>) unpacked leader failure and bad boss behavior—to promote learning, employee healing, and leader development.</p><p>In the symposium, Dr. Sharon Lassiter reflects on lessons learned from surviving bad bosses in educational leadership. She recounts professional struggles with two different supervisors at opposite ends of the charisma spectrum. She examines how leader ineffectiveness, lack of vision, poor communication, and micromanagement (among other things) provided
{"title":"When Leadership Attacks: Stories of Surviving the Worst Bosses","authors":"Lonnie R. Morris, Cynthia M. Sims, Wendy M. Edmonds","doi":"10.1002/jls.21835","DOIUrl":"10.1002/jls.21835","url":null,"abstract":"<p>Inspired by the stories of negative leadership encounters curated in <i>When Leadership Fails</i> (Morris & Edmonds, <span>2021</span>), the current symposium continues the plight to identify, deconstruct, and process leadership at its worst. Leadership from the worst bosses can span the gamut from mere ineffectiveness to extreme unconscionable behavior (Normore & Brooks, <span>2016</span>). It often emanates from self-centered personality traits that trigger indifference, arrogance, intemperance, envy, and greed (Walker & Kutsyuruba, <span>2016</span>). It can include bullying, humiliation, manipulation, deception, and harassment. At times it is abusive in the form of ongoing verbal and nonverbal hostility (Tepper, <span>2000</span>). It may present as unethical leadership when bosses act without a moral compass (Aboyassin & Abood, <span>2013</span>). It can even involve organizational sabotage in the form of absenteeism, deception, or stealing (Einarsen, Aasland, & Skogstad, <span>2007</span>).</p><p>We understand experiences with poor leadership and bad bosses significantly impact individual and organizational outcomes (Aboyassin & Abood, <span>2013</span>). The damage can be long-standing, affecting victims and witnesses even if they move onto new supervisors, departments, or organizations. Bosses and their bad leadership can incite anxiety that increases perceived exposure to negative leadership behaviors going forward and how employees respond to such behavior (Tepper, <span>2000</span>). Employees who endure these experiences are more likely to interpret unfavorable actions as abusive, even if they are not. They may also be more prone to respond negatively to critical actions and decisions.</p><p>The symposium serves as a direct response to calls from Johnson (<span>2018</span>) for leaders to combat evil by stepping out of the shadows, Edmonds (<span>2021</span>) for addressing the dark side of the leadership spectrum and associated consequences, and Klenke (<span>2008</span>) for qualitative documentation of leadership experiences that shape communities, organizations, and nations. In the spirit of Sims & Hughes (<span>2018</span>), we seek to meet the needs of the modern workforce by empowering employees and reimaging approaches to leadership. These stories of surviving bad bosses were deconstructed in the same vein previous works (Carmeli & Sheaffer, <span>2008</span>; Kellerman, <span>2004</span>; Normore & Brooks, <span>2016</span>) unpacked leader failure and bad boss behavior—to promote learning, employee healing, and leader development.</p><p>In the symposium, Dr. Sharon Lassiter reflects on lessons learned from surviving bad bosses in educational leadership. She recounts professional struggles with two different supervisors at opposite ends of the charisma spectrum. She examines how leader ineffectiveness, lack of vision, poor communication, and micromanagement (among other things) provided ","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 4","pages":"22-24"},"PeriodicalIF":1.5,"publicationDate":"2023-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/jls.21835","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49663097","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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