Flexible And Adaptive Leadership

Definition:

Adaptive and flexible leadership is described as a visionary leadership that is tangible and has got the capacity to understand and accommodate changing situations. This type of leadership also includes a quality to adjust to the requirement of a particular moment (Grashow & Abadian 2009) According to Yukl (2002) an adaptive and a flexible leader is one who adapts his or her behavior towards the changing situations and finding an appropriate balance for the tradeoffs and competing demands. He goes on to say that a flexible and adaptive leader at all levels can improve the determinants of institutional performance. These performances include: efficiency, innovation, adaptation, process reliability and human resource and relations. As indicated by Gennard and Judge (2005), adaptive and flexible leadership also enables managers of institutions to effectively take action against external threats and opportunities that might arise. Such external threats and opportunities may arise from technological changes, opponents’ actions, and customers’ anticipation along with economic conditions.

What constitutes adaptive and flexible leadership?

Adaptive and flexible leadership constitutes two main processes, which are diagnosis and action. These two processes spread out in two dimensions. That is, organizations or social system where one operates. First, manager diagnoses what is happening in the institution then he takes action to address the problem that has been identified. The manager does the process of diagnosis and action by first collecting the data and then problem then problem identification. Then he goes through an interpretation stage and finally he gives a potential approach to the problem through actions and series of intervention in the institution (Grashow & Abadian 2009).

Apart from the two main processes, adaptive and flexible leadership also constitutes of tactical and strategic managers who have got the responsibilities to device long term tactical goals for the institution. An institution is more likely to thriving when operated efficiently and reliably. Such institution will produce goods and services that impress the customers due to high levels of skills and commitment among the employees (Yukl 2002).

What constitutes effective employee relationship formation?

A successful employee relation in an institution is determined by the level of human resource and relations. Member’s knowledge, technical expertise, motivation and commitment to the institution are what constitute human resource and relations. Effective human resource management always guarantees employee relationship formation. This factor is what contributes to highly motivated employees. Institutions that regard human resource and relations as their first priority are likely to have effective programs that will help in facilitation, development and application of skills among the employees. A flexible and adaptive leader will have a strong impact on the quality of human relations in an institution. He is vital in hiring motivated people and gives them a chance to apply their ideas and skills in their jobs. Such a manager will also involve the employees in decision making. When an employ takes part in decision making in an institution, he feels his ideas are valued and can make the difference. This will motivate employees to work hard for the institution (Yukl, 2002).

A good human resource management will as well motivate its employees by setting up suitable remuneration schemes and provision of benefits to its employees. These benefits may include: entertainment benefits, employ social benefits and freedom of expression along other non-financial remunerations. Managers have proven to be the key players in the success of an institution. Because of this, only an adaptive and flexible manager will constitute the formation of a successful employ relation in an institution (Price, 2011).

What are some of the strategic, production and human resource adaptive and leadership strategies that can enhance effective employee-relationship formation at BHP-Biliton?

Strategic adaptive and leadership strategies.

Adaptive leadership will include three leadership behaviors, namely efficiency, adaptation and human resources. These behaviors are distinguished by their main objective. The leadership behaviors include task oriented which enhances efficiency and process consistency. Change oriented behavior aids adaptation to external environment. The relations oriented behavior mainly boosts human resources and relations. The adaptive and flexible leadership enhances the employees to assist in management by adapting to its policies.

Human resource adaptive and flexible leadership

The exceptional potential of company employees is of great importance for the competence of the organization. Human resource adaptive and flexible leadership includes member knowledge, technical expertise, motivation of members and commitment to the organization’s mission. Improvement and stimulation of organization’s human resource adaptive and flexible leadership have a positive impact on business results. Organizations that observe human resource adaptive and flexible leadership with precedence encourages development and use of employee skills.

Production adaptive and flexible leadership

In organizations with production adaptive and flexible leadership there is increased and high quality production. High and quality production leads to the expansion of an organization. Production managers should always pay attention to their staff so as to know the performance of the production. New ideas and suggestions should be encouraged to maximize production.

References

Gennard, J., & Judge, G 2009, Employee relations, 2nd edn. London: Institute of Personnel and Development.

Grashow, A., & Abadian, R 2009, practice of adaptive leadership, London: Harvard business press.

Obolensky, N 2010,Complex adaptive leadership embracing paradox and uncertainty, Farnham, Surrey: Gower.

Yukl, G. A 2002 Leadership in organizations 5th edn. Englewood Cliffs, N.J.: Prentice-Hall.

Price, A. 2011, Human resource management,Andover: Cengage Learning EMEA.