BRM - SM - Cherry Patni - Simran Agarwal

JAIPURIA INSTITUE OF MANAGEMET
JAIPUR
COURSE:- Business research methods
Research Report
Adaptive Leadership: Its Need and Impact on Todays Era
SUBMITTED TO
Dr. Srikant Gupta
Submitted on
29th march 2020
Submitted By:
Simran Agarwal (PGSM 1954)
Page | 1
ACKNOWLEDGEMENT
We feel very obliged while writing this research paper. We are thankful to Dr. Srikant
Gupta for providing us this opportunity to learn and research on this impactful topic.
We would also like to thank Jaipuria institute of management for making this course
mandatory for us. This helped us in learning how research is being, different methods and
its uses. My special thanks to Dr. Srikant Gupta who helped us throughout our research
and take out his precious time for making our research more effective.
Thank you,
Cherry Patni (PGFC 1912)
Simran Agarwal (PGSM 1954)
Page | 2
TABLE OF CONTENTS
S. No Particulars Page no.

Abstract 4
1 Introduction to the topic 5
2 Review of Literature 11
3.1 Review of Literature
3.2 Research Gap
3 Research Methodology 13
4 Data Analysis And Interpretation 17
5 Finding and Suggestions 38
6 Bibliograph 40
7 Appendices (Questionnaire)
Page | 3
ABSTRACT
In the present scenario of constant changes, Adaptive leadership is the essence of life. This
leadership is a practical not theoretical Leadership framework which helps individuals and
organizations to cope up with the challenging environment. It also involves changing
perception and behavior as the situation changes. The purpose of our paper is to find out
the scope and need of adaptive leadership in today’s generation. The paper explores
responses of 250 youth in the age group of 20-24 years and the findings of which will
reflect effectiveness of adaptive leadership and its significance in today’s era. The studies
say that the need of the hour, is to acquire adaptive leadership quality to succeed. This
paper will be useful resource for companies, upcoming leaders, youth, entrepreneurs, and
researchers, policy makers and so on to understand the scope, need and impact of adaptive
leadership in today’s world.
Keywords: Leadership style, Adaptability, Successful, Entrepreneurs, Leader
Performance
Page | 4
CHAPTER ONE
INTRODUCTION
1.1 Introduction
A leadership model known as adaptive Leadership being introduced by Marty linsky and
Ronald Heifetz. They defined it as an act of handling the group by mobilizing the
individuals in all tough challenges emerge winning at the end.. Adaptive leadership is all
about facing uncertainty with the right skill set and also about changing leadership style
considering the changing needs. Adaptive leaders also know how to get maximum results
in a dynamin environment.
1.2 Adaptive Leadership Advantages
Adaptive Leadership have several advantages. Marty linsky said that “Members of every
organization are involved and understands the cause of all the recurring problems It also
leads to better understanding among all the hierarchical layers and it also enables every
individual to be open to creating lasting changes and experiments.”
 Adaptive leadership style can be practiced by anyone.
 It enables out of the box thinking.
 It places an individual into a positions where one can use its strengths.
 These leaders have a very high level of emotional intelligence.
Page | 5
 Adaptive leaders allows for a higher level of leadership which can be practiced.
 These leaders expect change to take place.
 Adaptive leaders focus more on diversity.
1.3 Traits of Adaptive Leaders
Adaptive leader possess certain traits, including:
 These leader understand the fact that change could be a painful process. So, they
foresee the reluctant behavior of teammates.
 Adaptive leaders have ability to link the organizational change to the abilities,
primary values, and to dreams of all the involved stakeholders.
 Leaders are proactive and look for opportunities and investing in the significant
resources.
 They have affair understanding of large-scale change and its nature, which
generally calls for a willingness and persistence to bear the pressure which arises
from the dynamic environment.
 They are open to experimentation and have high risk-taking capacity.
 They easily admit their changing and mistakes or also abandon all non-productive
strategies from routine.
 They believes in influencing and encouraging employees and their innovation.
Page | 6
1.4 Adaptive Leadership Principles
1. Development
Adaptive leadership entails learning new things. If one technique is not yielding desired
results, an adaptive leader goes out of his or her way to discover new strategies that can
work. With new techniques, both the employees and the company at large will experience
growth and development.
2. Organizational justice
Another fundamental principle of adaptive leadership is fostering a culture of honesty.
Adaptive leaders know the best policies to introduce for the good of the organization. They
also know the best ways to introduce these changes so that people embrace them. Adaptive
leaders are willing to accommodate other peoples’ views, hence, assuring them that they
are valued and respected.
3. Emotional Intelligence
Emotional intelligence is the ability to recognize your own feelings and those of other
people. With this awareness, an adaptive leader is able to build trust with other participants
and foster quality relationships.
4. Character
Adaptive leadership is about having a deep sense of character, being transparent and
creative. Adaptive leaders may not always be right but they earn the respect of those they
work with and practice what they recommend.
Page | 7
1.5 Adaptive Leadership: Four Dimensions
Adaptive leadership further have four dimensions-
1. Navigating business environments
Adaptive leaders encourage individuals to look for new approaches and embraces all the
uncertainty. It’s about the context; rules and procedures should be left behind. Sticking to
rules and procedures can actually be counter-productive. Learning from changes will lead
to the best solution.
The Adaptive Leader will inspire the team and encourage them to apply their best skills.
It’s important to discuss things with each other, since that will lead to new insights. Every
member of the organization is equally important. The role of the leader should therefore
go to the person or group most-suited to make a particular decision.
Page | 8
2. Leading with empathy
Adaptive leaders create a group attitude instead of an atmosphere of divide and conquer.
An adaptive leader will understand alternative perspectives and ideas and be able to share
them with others by looking at the organization through the eyes of others. They have the
ability to respond with empathy, allowing them to influence co-workers, competitors and
other stakeholders.
3. Learning through self-correction and reflection
Adaptive leaders encourage experimentation. Of course some experiments will fail, but
those failures can serve as lessons for the future. Falling and getting back up teaches us
that many roads can lead to success.
Adaptive leaders would do well though to offer their people the chance to reflect on both
successes and failures. By identifying mistakes and problems properly and in a timely
manner, they can be tracked down, filtered and decoded, giving the organization a chance
to respond to them. Adaptive leaders ensure that their organization is always aware of
what’s going on outside it and what customers are thinking. All this information can then
be included in the strategy. Adaptive leaders also allow decisions to be made at lower levels
in the organization and minimize the number or organizational layers.
4. Create win-win solutions
An adaptive leader values platforms for cooperation and builds on them. The organization’s
success often depends on the involvement of an extended network of stakeholders.
Page | 9
Technology even makes it possible to involve suppliers and customers in complex issues
such as product innovation and product changes. Their knowledge and insight is worth a
lot and a lot of a company’s influences come from outside.
Adaptive leaders do more than just focus on profit and revenue growth. They safeguard the
continuity of their organizations’ business models and explore opportunities to have
economic and social vectors play a role in these.
1.6 Adaptive Leadership : Adaptive change
Organizations which operates in the dynamic environment could be benefited from
Adaptive Leadership and its four leadership dimensions. Not all challenges and the
environments are equal, whereas, just like different environmental situation will require
different organizational models as per the requirement. So, there are different leadership
styles from which we can choose.
With time, an organization can easily transition itself from the chosen leadership style to
other style. For instance, it can be smart to switch to any other more experimental style
when initially stable industry is in upheaval. When it becomes stable again, going to an
analytical can be more appropriate. Adaptive leadership is real-time and deliberate
evolution.
Page | 10
CHAPTER TWO
LITERATURE REVIEW
2.1 Review of Literature
• Heifetz et al (2019) “The Practice of Adaptive Leadership: Tools and Tactics for
Changing Your Organization and the World, this book contains stories, tools,
diagrams, cases, and worksheets to help in developing skills as an adaptive leader,
able to take people outside their comfort zones and assess and address the toughest
challenges.”
• According to Obolensky (2017) “Complex Adaptive Leadership Embracing
Paradox and Uncertainty The book was focused on why the context for leadership
has changed, and why complexities in organisations have emerged - what
complexity is and what lessons can be drawn from this emergent area of scientific
study - how Complex Adaptive Leadership can be exercised in a very practical way
at two levels: organisationally and individually, and how to get more for less - the
actions that can be taken when Complex Adaptive Leadership is applied.”
• According to Zimmerman and Mensah, (2017) “Changing Through Turbulent
Times – Why Adaptive Leadership Matters. He focused on conceptual framework
suggesting that researchers, practitioners, and leaders applying adaptive leadership
to traditional, prescriptive organizational change models can develop
competencies and behaviors among all stakeholders as they thrive and move
towards a new normal.”
Page | 11
• According to Rubina and et al (2010) “Why flexible and adaptive leadership is
essential. Their Paper focused on different conceptions of flexible and adaptive
leadership and the reasons why such leadership is essential in today's organizations.
Their major findings, provide some practical guidelines for leaders on how to
become more flexible and adaptive”
• According to Yukl (2002) in the book, “Leadership in Organizations, has a
specific focus on managerial leadership in large organizations and attempts to
bridge the gulf between academics and management practitioners; though the focus
is more towards an academic audience. The author looks into research theories:
leader-versus follower, descriptive versus prescriptive.”
• According to Bass (1995), “he critically analyze the definition of leadership on

various dimensions as the focus of group processes, as a personality attribute, as
the art of inducing compliance, as an exercise of influence, as a particular kind of
act, as a form of persuasion, as a power relation, as an instrument in the attainment
of goals, as an effect of interaction, as a differentiated role and as the initiation of
structure.”
2.2 Research Gap
 We identified that none of the study tells about what qualities are posed by an
individual in order to become an adaptive leader.
 Also, no study particularly focused on what all qualities need to be enhanced in an
individual to become adaptive leader
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CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Objective of the Research
 The main objective of our paper is to find the need and impact of Adaptive
Leadership in today’s generation.
 To find the adaptive leadership qualities in the upcoming leaders.
3.2 Research Hypothesis
Hypothesis 1: Relationship between Lead with Empathy and Emotional Quotient
H0: There is no significant relationship between Lead with Empathy and Emotional
Quotient
H1: There is significant relationship between Lead with Empathy and Emotional Quotient
Hypothesis 2: Relationship between Adaptive in Nature and Ability to diagnose the
behavior according to the situation
H0: There is no significant relationship between Adaptive in Nature and Ability to diagnose
the behavior according to the situation
H1: There is significant relationship between Adaptive in Nature and Ability to diagnose
the behavior according to the situation
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Hypothesis 3: Relationship between Focus less on power, more on team work and
welcome ideas from Subordinates.
H : There is no significant relationship between Focus less on power, more on team work
0
and welcome ideas from Subordinates
H : There is significant relationship between Focus less on power, more on team work and
1
welcome ideas from Subordinates
3.3 DESCRIPTIVE RESEARCH
Research Instrument : Questionnaire
Sampling Technique : Stratified Sampling
Number of Questions : 20
Sampling Size : 210
Respondent’s age : 20-24
Relevant questions on Adaptive Leadership qualities
3.4 SECONDARY RESEARCH
We have done our research on exploratory based with stratified sampling by taking care of
the objective of our research. Internet based articles, publications etc.
While doing our research we took the data of mainly the millennial based in Jaipur of
mostly MBA pursuing students. It took us 1 month to do the research
Page | 14
For our research we have prepared a questionnaire which is subject to use for this research
purpose only. The questionnaire is based on the qualities of adaptive leadership which one
should poses for being Adaptive Leader in the present and upcoming business scenario.
In our questionnaire we asked them to rate themselves on the scale of 1-10 low to high on
particular quality.
By doing the SPSS testing on our questionnaire that how relevant and how reliable our
questionnaire we got. This is quite satisfactory for us to conduct the further research and
this ensures that we can go with this questionnaire and we conducted the research among
the relevant respondents.
We did not took the names and email of the respondent so that they can rate themselves
without any embarrassment. This also ensure more reliability on our questionnaire.
3.5 Here are the qualities on which we asked the respondents to rate themselves-
1. Lead with Autonomy and Independency
2. Openness to experience
3. Think before you act
4. Focus on creating win-win solution
5. Ability to diagnose the behavior according to the situation
6. Quickly identify the opportunities and respond them accordingly
7. Creative and Innovative
Page | 15
8. Ability to accommodate others opinion and views
9. Ability to Shape the role of group members according to their potential
10. Welcome ideas from Subordinates
11. Synchronize everyone's skills rather than top level executives
12. Focus less on power and more on team works
13. Conceptual thinker
14. Result oriented
15. Quality oriented
16. Decision making skills in dynamic environment
17. Risk taker
18. Emotional Quotient level
19. Adaptive in nature
20. Lead with Empathy
Page | 16
CHAPTER FOUR
DATA ANALYSIS AND INTERPRETATION
Data Analysis
LEAD WITH EMPHATHY
Interpretation:-
 In this data we see that major of the respondents h have rate themselves 8.
 74 out of 210 feels that they have this quality with rating 8 themselves.
 40 respondents rate themselves on leading with empathy 9 on scale of 1-10
 31respondents rate themselves 7 on scale of 1-10
Inference:-
Overall we can see that 168 respondents out of 210 rate themselves 7-10 range which is
good. Only 20-30 respondents are below average. From which we can say upcoming
generation of managers have quality of leading with Empathy which is important for
Adaptive leader.
Page | 17
LEAD WITH AUTONOMY AND INDEPENDENCY
Interpretation:-
 42 respondents rate themselves 7 on scale of 1-10
Inference:-
generation of managers have quality of leading with autonomy and independency which is
important for Adaptive leader.
Page | 18
OPENNESS TO EXPERIENCE
Interpretation:-
Inference:-
generation of managers have quality of experiencing new things which is important for
Adaptive leader.
Page | 19
THINK BEFORE YOU ACT
Interpretation:-
Inference:-
Overall we can see that 154respondents out of 210 rate themselves 7-10 range which is
generation of managers have quality of thinking before acting which is important for
Adaptive leader.
Page | 20
OPENNESS TO EXPERIENCE
Interpretation:-
Inference:-
generation of managers who focus on creating win-win solution which is important for
Adaptive leader.
Page | 21
ABILITY TO DIAGNOSE THE BEHAVIOUR ACCORDING TO
THE SITUATION
Interpretation:-
Inference:-
generation of managers have quality of diagnosing their behaviour according to the
situation which is required quality for being an Adaptive leader.
Page | 22
QUICKLY IDENTIFY OPPORTUNITIES AND RESPOND THEM
ACCORDINGLY
Interpretation:-
Inference:-
generation of managers have quality of identifying opportunities and responding them
accordingly which is important for Adaptive leader.
Page | 23
CREATIVE AND INNOVATIVE
Interpretation:-
Inference:-
generation of managers have quality of doing creativity and innovation which is important
for being an Adaptive leader.
Page | 24
ABILITY TO ACCOMMODATE OTHERS OPINION AND VIEWS
Interpretation:-
Inference:-
generation of managers have quality of accommodating others opinion and views which is
important for being an Adaptive leader.
Page | 25
ABILITY TO SHAPE THE ROLE OF GROUP MEMBERS
ACCORDING TO THEIR POTENTIAL
Interpretation:-
Inference:-
generation of managers have quality to shape the role of group members according to their
potential of which is important for Adaptive leader.
Page | 26
SYNCHRONIZE EVERYONE’S SKILLS RATHER THAN TOP
LEVEL EXECUTIVES
Interpretation:-
 46respondents rate themselves on leading with empathy 9 on scale of 1-10
Inference:-
generation of managers have quality of synchronize everyone’s skills which is important
for Adaptive leader.
Page | 27
FOCUS LESS ON POWER AND MORE ON TEAM WORK
Interpretation:-
Inference:-
We can see that 160 respondents out of 210 rate themselves 7-10 range which is good.
Only 20-30 respondents are below average. From which we can say upcoming generation
of managers have quality of focusing less on power and more on team work which is
Page | 28
CONCEPTUAL THINKER
 Interpretation:-
Inference:-
generation of managers have quality of thinking conceptually which is important for
Adaptive leader.
Page | 29
RESULT ORIENTED
Interpretation:-
Inference:-
generation of managers have quality of result oriented which is important for Adaptive
leader.
Page | 30
QUALITY ORIENTED
Interpretation:-
Inference:-
Overall we can see that 162respondents out of 210 rate themselves 7-10 range which is
generation of managers have quality of focusing quality orientation which is important for
Adaptive leader.
Page | 31
DECISION MAKING SKILLS IN DYNAMIC ENVIRONMENT
Interpretation:-
Inference:-
generation of managers have skills of decision making in Dynamic environment which is
Page | 32
RISK TAKER
Interpretation:-
Inference:-
generation of managers have quality of taking risk which is important for Adaptive leader.
Page | 33
EMOTIONAL QUOTIENT LEVEL
Interpretation:-
Inference:-
generation of managers have high emotional quotient level which is important for Adaptive
leader.
Page | 34
ADAPTIVE IN NATURE
Interpretation:-
Inference:-
generation of managers have quality of being adaptive in nature which is important for
Adaptive leader.
Page | 35
Testing the Data
Table 1 – Correlation between the Qualities
Page | 36
Analysis of the test-
Since p value (0.00001) < 0.05, hence we reject H0, thus we conclude that H1
is accepted which means that there is significant relationship between all the
respective Qualities.
Page | 37
CHAPTER FIVE
FINDINGS AND SUGGESTIONS
8.1 Findings
 Approximately 60% of upcoming youth have qualities of Adaptive Leader.
 Around 25% of youth rate themselves 5-7 on these qualities.
 The Literature review says that there is need of the hour to acquire Adaptive Leadership
quality to succeed but our findings says that around 60% of aspiring leaders have these
qualities.
8.2 Need of Adaptive Leadership
• To “Recognise” shifts, changes and new emerging patterns.
• To make “Choices” and “Decisions.”
• To “Adapt” the change in the workplace.
8.3 Impact of Adaptive Leadership
• Organizational structures are temporary and fluid to meet the immediate situation,
as opposed to bureaucratic structure.
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• Communications are open and employees are encouraged to form their own
networks to facilitate better sharing of information
• Flexible Policies encourage people to innovate and find solutions.
8.4 Suggestions
 From this research we can conclude that all those who rated themselves less than 7 feels
that they do not possess these qualities. Also they feel that there is a need of training
and some practical hands on experience to prove these qualities in required quantum.
 While training and development, Organisation should majorly focus on enhancing the
following skills:
i) Identification of opportunities
ii) Decision making skills
iii) Adapting skills
8.5 Limitations
• Research was limited to Rajasthan.
• Major respondents were MBA aspiring students.
• Sample size is 210 only
Page | 39
BIBLOGRAPHY
 Obolensky (2017), “The Principles and Traits of Leadership”, Journal Abnormal
Social Psychology, 1947, No, 42, pp. 267-268.
 M. Francis Abraham, Dynamics of Leadership in Village India, Indian International
Publications, Allahabad, 1974, p, 15.
 Zimmerman and Mensah, (2017), Nature of Leadership: A Practical Approach,
Lalvani Publishers, New Delhi, 1969, p.90
 Yukl (2002), Leadership: Theory and Practice, Sage Publications, New Delhi,
2003, p. 261.
 Rubina and et al (2010), Leadership in Administration: A Sociological
Interpretation, Row Peterson and Company, New York, 1957, pp.22-23.
 Cecil, “ Leadership: Psychological Aspect” Quoted in Davil L. Sills (ed)
International Encyclopedia of Social Science, Vol.9, Mac Millan and Free Press,
New York, 1968, p.102.
 G. Rasool, Youth Leadership, Seema Publications, New Delhi, 1981, pp, 11-12
 Bass (1995), Management Concept and Organisational Behaviour, Anmol
Publications, New Delhi, 2005, p, 203. See also, S. K. Srivastava, Leadership Style
Management in Public and Private Organisation, Bhari Publications, New Delhi,
1990, p. 9.
 Heifetz et al (2019) “The Practice of Adaptive Leadership”- BOOK
Page | 40
QUESTIONNAIRE
1. Lead With Empathy.

1 2 3 4 5 6 7 8 9 10
2. Lead With Autonomy And Independency.

1 2 3 4 5 6 7 8 9 10
3. Openness to Experience.
1 2 3 4 5 6 7 8 9 10
4. Think Before You Act.

1 2 3 4 5 6 7 8 9 10
5. Focus On Creating Win-Win Solution.

1 2 3 4 5 6 7 8 9 10
6. Ability to Diagnose the Behavior According To the Situation.

1 2 3 4 5 6 7 8 9 10
7. Quickly Identify The Opportunities And Respond Them Accordingly.

1 2 3 4 5 6 7 8 9 10
Page | 41
8. Creative and Innovative.
1 2 3 4 5 6 7 8 9 10
9. Ability to Accommodate Others Opinion and Views.

1 2 3 4 5 6 7 8 9 10
10. Ability to Shape the Role of Group Members According To Their Potential.
1 2 3 4 5 6 7 8 9 10
11. Welcome Ideas from Subordinates.

1 2 3 4 5 6 7 8 9 10
12. Synchronize Everyone's Skills Rather Than Top Level Executives.

1 2 3 4 5 6 7 8 9 10
13. Focus Less On Power And More On Team Works.

1 2 3 4 5 6 7 8 9 10
14. Conceptual Thinker.

1 2 3 4 5 6 7 8 9 10
Page | 42
15. Result Oriented.
1 2 3 4 5 6 7 8 9 10
16. Quality Oriented.

1 2 3 4 5 6 7 8 9 10
17. Decision Making Skills in Dynamic Environment.

1 2 3 4 5 6 7 8 9 10
18. Risk Taker.

1 2 3 4 5 6 7 8 9 10
19. Emotional Quotient Level.

1 2 3 4 5 6 7 8 9 10
20. Adaptive In Nature.

1 2 3 4 5 6 7 8 9 10
Page | 43
Page | 44

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JAIPURIA INSTITUE OF MANAGEMET

COURSE:- Business research methods

Adaptive Leadership: Its Need and Impact on Todays Era

Simran Agarwal (PGSM 1954)

Cherry Patni (PGFC 1912)

Simran Agarwal (PGSM 1954)

S. No Particulars Page no.

4 Data Analysis And Interpretation 17

5 Finding and Suggestions 38

organizations to cope up with the challenging environment. It also involves changing

leadership in today’s world.

Keywords: Leadership style, Adaptability, Successful, Entrepreneurs, Leader

1.2 Adaptive Leadership Advantages

individual to be open to creating lasting changes and experiments.”

 Adaptive leadership style can be practiced by anyone.

 It enables out of the box thinking.

 These leaders have a very high level of emotional intelligence.

 These leaders expect change to take place.

 Adaptive leaders focus more on diversity.

1.3 Traits of Adaptive Leaders

Adaptive leader possess certain traits, including:

foresee the reluctant behavior of teammates.

primary values, and to dreams of all the involved stakeholders.

from the dynamic environment.

 They are open to experimentation and have high risk-taking capacity.

strategies from routine.

 They believes in influencing and encouraging employees and their innovation.

growth and development.

Another fundamental principle of adaptive leadership is fostering a culture of honesty.

are valued and respected.

and foster quality relationships.

work with and practice what they recommend.

Adaptive leadership further have four dimensions-

1. Navigating business environments

to the best solution.

go to the person or group most-suited to make a particular decision.

3. Learning through self-correction and reflection

that many roads can lead to success.

in the organization and minimize the number or organizational layers.

4. Create win-win solutions

success often depends on the involvement of an extended network of stakeholders.

lot and a lot of a company’s influences come from outside.

continuity of their organizations’ business models and explore opportunities to have

economic and social vectors play a role in these.

1.6 Adaptive Leadership : Adaptive change

Organizations which operates in the dynamic environment could be benefited from

styles from which we can choose.

analytical can be more appropriate. Adaptive leadership is real-time and deliberate

2.1 Review of Literature

diagrams, cases, and worksheets to help in developing skills as an adaptive leader,

• According to Obolensky (2017) “Complex Adaptive Leadership Embracing

has changed, and why complexities in organisations have emerged - what

actions that can be taken when Complex Adaptive Leadership is applied.”

• According to Zimmerman and Mensah, (2017) “Changing Through Turbulent

Times – Why Adaptive Leadership Matters. He focused on conceptual framework

suggesting that researchers, practitioners, and leaders applying adaptive leadership

to traditional, prescriptive organizational change models can develop

towards a new normal.”

essential. Their Paper focused on different conceptions of flexible and adaptive

become more flexible and adaptive”

• According to Yukl (2002) in the book, “Leadership in Organizations, has a

specific focus on managerial leadership in large organizations and attempts to

leader-versus follower, descriptive versus prescriptive.”