Adaptive & Resonant Leadership

1. Leading in a complex environment Syndicate 2 Anton Christopher Ayanda Seboni Freeman Masuku Marius Kruger Rhulani Makhubele Sashin Sookroo TaheeraHassim Adaptive & Resonant Leadership

2. Adaptive Leadership“When the economy recovers, things won’t return to normal—and a differentmode of leadership will be required (Heifetz, Grashow et al. 2009, P1). • Encourage Adaption: • A burning platform must be created • Diagnosis is critical • Experimentation with practices and approaches • Welcome Disequilibrium: • People are naturally change averse • Balance the amount of change introduced into the organisation • poor results or remission back to old (trusted) behaviours. • Feelings of uncertainty and incompetence will need to be managed to ensure results • Inspire Leadership • Empower everyone in the organisation to drive the required changes • Facilitate change, by creating an ecosystem is support of the change • Think about yourself • Lose urge to be authoritatively certain. • Adaptive change = High magnitude and pressure = Stress • Maintain mental and physical heath

3. Dimensions of Adaptive leadership Focus on sustainable success for both company + stakeholders Embrace uncertainty and adopt new approaches Learn through experimentation Manage through influence rather than command and control

4. Agility Actions • Improving speed-to-value • In both agile business and projects, speed and value is a measure of success. • Having passion for quality • Management expect agile teams to be adaptive and flexible while in the same time they stick to the project plan which includes scope, schedule and time. • Do less • The idea of “doing less” emphasizes on delivering business value at the shortest time as possible by cutting out the tasks that are not adding value to the project. • Engaging and Inspiring staff • Adaptive leaders have a duty to ensure that all staff members in the organization are actively engaged to ensure that there are no disruptions in delivering tasks, product or services throughout the entire value chain.

5. Resonant Leadership • Globalizaton and technological advancement has placed rapid and enormous information in the hands of leaders. • Leaders are under enormous stress and pressure to take decisions in ever changing environment. Contemporary leadership theories do not address stress and employee disengagement. • Resonant leadership found its origin in 2002 in a book entitled Primal Leadership written by Coleman, Boyatzis and McKee. • Resonant leadership is a subcategory of transformational leadership and has three dimensions: • Mindfulness: Conscious awareness of one’s self, others and environment • Hope: Having dreams, aspirations and believe in the future • Compassion: Being in tune with others, caring, respect and having empathy renewal Clear vision Self awareness inspire

6. Resonant Leadership • Most important Resonance competencies are • Emotional intelligence(EI)– self control, self awareness and positive outlook • Social intelligence – empathy, inspirational leadership, organisational awareness • High levels of emotional intelligence improves a company’s performance and creates a culture of trust, healthy risk taking and learning Strong EI Coaching with compassion

7. Resonant Leadership Resonant Leader Authentic Leader Resonance

8. Mindfulness“ Mindfulness is a skill of being present and aware, moment by moment, regardless of circumstances (Gonzalez 2014 ,P1 ) • Traits • Contemplation, compassion, wisdom, ethics. • Mindfulness techniques • Meditation is the most practiced mindfulness (contemplation) technique. • There are micro meditation techniques for leaders. e.g breathing exercise. • Jogging , swimming , fly fishing are other mindfulness techniques • Critique • Considered western fad with orientalism. • Focussed too much on self and does not adequately consider other factors. • Lack of continuity Reference List • Gonzalez, M. (2014). Mindfulness for People who are busy to meditate. Mindfulness for People who are busy to meditate • HBR online blogs, HBR online blogs. • Heifetz, R., et al. (2009). "Leadership in a (permanent) crisis." Harvard business review87(7/8): 62-69.