The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
By R. Heifetz, Alexander Grashow, M. Linsky. 2009
1,165 citations recorded by the source corpus.
View Paper: https://www.semanticscholar.org/paper/8c1479a96198f66de3752c3cdb3594d97207d6af
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- Simon Albrecht
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- Christopher B. Field
Citations in the corpus
- Is the 1.5°C target possible? Exploring the three spheres of transformation (2018, background): “[20] introduce a different distinction in relation to the challenge of change: technical versus adaptive.”
- Climate-Resilient Pathways: Adaptation, Mitigation, and Sustainable Development (2014, background): “Transformation processes are linked to learning, leadership, empowerment, and collaboration within and across institutions, organizations, and groups (Heifetz et al., 2009; IPCC, 2012, Chapter 8; Kates et al., 2012; O’Brien, 2012).”
- Leadership: What It Means, What It Does, and What We Want to Know About It (2011, background): “Illustrations include black leadership in the United States (Marable 1998), social movement leadership worldwide (McAdam et al. 2001, Tarrow 1994), and business management (Heifetz et al. 2009).”
- Building State Capability: Evidence, Analysis, Action (2017, background): “5 Adaptive leadership theorists (Heifetz et al. 2009) suggest that authorizers actually find themselves at huge risk when supporting change, arguing that they are often removed or pushed aside when they do step out and try to promote adjustments to the status quo (as other elites deauthorize their c”
- Work engagement: current trends (2018, background): “As a consequence, researchers are beginning to look beyond designated, formal and role-based sources of leadership, to instead look at a range of more inclusive leadership styles such as distributive, shared, collectivist, and adaptive leadership styles (Caulfield and Senger, 2017; Heifetz et al., 2”
- Human rights and impact assessment: clarifying the connections in practice (2013, background): “In the language of adaptive leadership, systems distress must be kept within the productive range (Heifetz 1994; Heifetz et al. 2009).”