Adaptive Leadership Part One

Background: Adaptable leadership can be indispensable in times of change, crisis, and growth, however, much like its originating theory of ethical leadership, it can be misused while in practice and it can fail to live up to its potential. Understanding and applying the virtue of altruism helps to protect against the pitfalls of the practice that Heifetz identified. The authors argue that further connecting the practice to adjacent leadership theories while also connecting theory and practice, provide an ethical anchor while allowing the practice to operate inside of modern organizations. Objectives: Through this four-part series, the authors aim to enrich the understanding of adaptive leadership with this article focusing on the impact ethical leadership has had on the development of the practice. Approach: The authors will move readers through the ethical foundations and history of the practice (past), through modern uses including crisis leadership and shifting hierarchical structures (present), into further development and transformative leadership opportunities (future), ending in a case study to help develop leaders and their understanding of the theory (leadership as practice).