ADAPTIVE LEADERSHIP IN THE INDIAN IT INDUSTRY

Abstract [English]

In an era of unpredictable environments marked by technological disruption, global crises, and societal challenges, traditional leadership models are gradually becoming inadequate, as they are deeply rooted in authority, direction, stability, and predefined solutions. This paper explores the introduction of Adaptive Leadership, a dynamic leadership model introduced by Ronald Heifetz and his colleagues at the Harvard Kennedy School. Adaptive leadership redefines leaders not as mere problem-solvers with set solutions, but as enablers of organizational learning and change. It focuses on developing individuals, teams, and organizations to overcome change, uncertainty, and ambiguity. A key feature of this framework is the different approach from the traditional style of working. Predefined solutions prove to be efficient in dealing with technical problems. In contrast, adaptive challenges gave rise to a necessity to rework values, behaviours, and assumptions among stakeholders. Adaptive leadership suggests that sustainable progress in these situations relies not only on traditional answers but on the collective ability to adapt to complex and uncertain circumstances.
The base of adaptive leadership is deeply rooted in complexity theory, systems thinking, and organizational behaviour. It emphasizes adapting to a new environment and becoming more flexible and responsive to every uncertain situation. Individuals and teams are encouraged to tackle and resolve conflicts by adapting new strategies and solutions. Adaptive leadership further advances the team and individuals to identify problems, test out solutions, and learn collaboratively. They do not provide solutions that the team is required to follow.
Through case studies from business, politics, social movements, and the military, the paper demonstrates the successful implementation of adaptive leadership across sectors. The paper shall also investigate the barriers and challenges to adaptive leadership, including resistance to change, emotional overload, time constraints, and organizational inertia.
The paper will also propose strategies for developing an adaptive leadership model, focusing on the importance of emotional intelligence, mindset shifts, and tools such as "getting on the balcony" and scenario planning. It emphasizes the need to transition from a traditional leadership model to an adaptive leadership approach. It also reiterates the need to move away from a controlling and authoritative style and target the one that promotes investigation, education, and continuous feedback.
To summarize, this essay will provide a theoretical framework and valuable resources for addressing the challenges of modern leadership.
The paper shall emphasize finding visionary facts and motivation for creating flexible methods that support collaboration, long-term learning, and continued success in an uncertain environment.