Adaptive Leadership

Author(s):  
H. R. McMaster

Harold G. “Hal” Moore was the battalion commander who demonstrated extraordinary adaptability during the Battle of the Ia Drang Valley in Vietnam. Moore’s thorough preparation for command, along with his creative intellect, physical courage, and sheer resolve, were central to his successful leadership. Adaptable leaders understand the contingent and situational nature of leadership and know that an action that is effective in one situation may not necessarily bring success in another.

2018 ◽  
Vol 14 (1) ◽  
Author(s):  
Nyoman Sukamara

Tourism Thematic of Level II Leadership Training and Education organized by the Agency for Human Resource Development of Bali Province is intended to improve leadership competence as the Regulation of the Head of Nasional Institut Public Administration (NIPA) Number 15 Year 2015 which also has a tourism mindset, which ultimately increases the competence of adaptive leadership. The question in this study is how is the effectiveness of the theme of tourism in improving managerial competence and adaptive leadership? By using qualitative descriptive explanatory analysis method can be concluded learning process of thematic training of tourism effective in developing competency of adaptive leadership of training participants with some things that still need to be improved. Furthermore, it can be recommended to prepare the standard implementation of Thematic Leadership Level II Training of Tourism, which provides reinforcement of substance and material insertion process of tourism into the existing curriculum according to Regulation of the Head of NIPA Number 15 Year 2015 Number 15 Year 2015. Keywords: training, tourism, adaptive leadership 


2021 ◽  
pp. 000812562199217
Author(s):  
Don A. Moore

The leadership literature is replete with admonitions that successful leadership requires confidence. While that may be true, striving for greater confidence runs the risk of overconfidence. Overconfident leaders put themselves, their teams, and their organizations at risk. There are reasons to be skeptical that greater confidence improves performance, and substantial reasons to worry that greater confidence can undermine preparation. This article offers suggestions to avoid being fooled by overconfident charlatans. It also offers strategies for wise and honest leaders who would like to be both confident and truthful.


2006 ◽  
Vol 2006 (40) ◽  
pp. 13-16 ◽  
Author(s):  
Doug Lennick ◽  
Fred Kiel

2021 ◽  
pp. 101053952110653
Author(s):  
Awang Bulgiba

Malaysia was slow to begin its COVID-19 immunization program for various reasons. However, it is one of the fastest developing countries to vaccinate 80% of its adult population. Nontraditional health leadership played a large role in the implementation of the National COVID-19 Immunisation Programme (NCIP). Independent opinions from academia also helped the NCIP and may be useful as a way of pushing forward recommendations that may otherwise be difficult to make.


2021 ◽  
Vol 34 (4) ◽  
pp. 405-412
Author(s):  
Donald E. Bailey ◽  
Andrew J. Muir ◽  
Michael P. Cary ◽  
Natalie Ammarell ◽  
Sarah Seaver ◽  
...  

The authors describe a family’s adaptive challenges and adaptive work during a family member’s treatment for Chronic Hepatitis C. We audiorecorded index and final clinical visits and interviewed participants (patients and providers) following the visits. We interviewed by telephone and reviewed medical records over the course of treatment. Transcripts were analyzed using directed content analysis. Three themes were identified: family adaptive challenges, patient-described aspects of family members’ adaptive challenges, and family adaptive work. There were four subthemes related to family adaptive work. The adaptive leadership framework for chronic illness provided direction for future family intervention.


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