Our philosophy and methodology of teaching integrated adaptive leadership development is predicated on a belief that who the leader is, is as important as what the leader does; that character counts; that leaders must possess a set of core values and beliefs that guide their perspectives and decisions in a fair and ethical manner; and that leadership is an integrated endeavor in which the whole leader matters. Absent these, the ability to lead is impaired. The integrated adaptive leader creates trust - the glue that holds everything together. Without this, relationships are tenuous and the coin of the realm is self-interest.
I believe this; I teach it; I try to live it. Our views evolved from an historical approach to understanding the external context in which leadership occurs, and valid and current psychological research and human development on what health looks like in an individual, an organization, and a community. It is a canon of positivism and idealism that views the common good as a counter balance to self-absorption or dependency on monetary profit as the sole standard of success. So ethical and moral consideration is important. It is not an approach that demands perfection but knows that self-awareness is an essential quality of an integrated adaptive leader.
But there are leaders in powerful positions everywhere who have none of these qualities or attributes! How and why do they retain their influence? I have coined the term “maladaptive leader” as a way to begin the conversation about this. If there is one word that can explain this, it is fear. Fear is a major reason for this kind of leadership and there are five fears that promote and sustain maladaptive leadership:
Fear of loss is a survival issue. Most human beings seek a level of economic well-being that can provide them with the basic needs to live. When this is threatened fear increases. Without adequate coping mechanisms the fear can overtake reason and the capacity to see beyond current reality to a better time is diminished.
The belief that the future is in the hands of something or someone over whom they have little or no control feeds a sense of inadequacy to improve the current state of affairs and erodes a sense of efficacy. When there is no clear explanation for how to regain some modicum of control over life, fear grows and the need for immediate relief is heightened. Fear of the unknown becomes the enemy of hope and the future a projection screen for more adversity rather than an opportunity for change.
If the sense of scarcity increases, fear shrinks the ability to be inclusive, expansive, or empathic to those outside of the inner circle. Tribalism begins to seep into consciousness and anyone who is deemed as different can be scapegoated and excluded. Being different is threatening, and becomes the problem rather than how difference is responded to. Fear of difference isolates and breeds intolerance.
The capacity to learn what moves individuals and systems from survival to thriving mode is lessened even though that is exactly the behavior needed. In significant periods of change more, rather than less, information needs to be obtained; and more rather than fewer options for addressing problems need to be generated and considered. Fear of learning acts as a constrictor in the flow of information, in the exchange of ideas, in the capacity to problem-solve beyond the immediate context.
Many of those we lead are gripped by fears, both real and imagined- their fears are palpable and ever present. Ignoring or appeasing that fear only increases the power of the maladaptive leader. Integrated adaptive leadership can reverse this. We need this kind of leadership, leadership that is an antidote to being led blindly by fear, the kind of leadership that we know to be good and effective, trustworthy and concerned for those most affected by the leader’s authority.
Related Topics: The Integrated Work of Leadership©
