3. Topic of Presentation
The work of leadership?
(Adaptive Change)

4. Inside the Article
• When adaptive challenges occur?
• What to do when Adaptive Change becomes
necessary?
• What are the key headaches of the leader?
• How to tackles with A.C. as a Leader
• What is the behavior of employees towards A.C.?

5. Theories Implantation
•
•
•
•
Adaptive Leadership
Authoritative leadership
Formal & Informal Leadership
Organizational Learning Behavior
(Experimental )
• Heroic Vs. Post Heroic leadership
• Fiedler's Leadership Styles (Relationship
oriented)

6. Leadership Qualities found in Article
Ability to make decisions
Leadership personality
Reliability
Ability to work hard
Analytical ability
Ability to understand other people
Ability to spot opportunities
Ability to adapt to change
Ability to take risks
Ability to use initiative

7. Collins’ Level 5 Leadership

8. Leader Hunt
• Mingle activity
• Stand up. Walk around. Talk to people
• Speak to at least 5-7 people

9. What is adaptive Change…???

10. Adaptive Change
“””Change that occurs when people
and organizations are forced to adjust
to a radically altered environment.””

11. Adaptive Leadership
• Mobilize people to face problems and their
painful decisions
• Mobilization implies to motivate, organize, orient
and focus attention.
• to confront difficult problems that require the
clarification of values and the generation of
progress.
• progressing the solution of problems.

12. when Adaptive challenges for
companies occurs
• Societies
• Customers
• Market
• Competition
• Technology
Needs:
• Clarify values
• Develop new strategies
• learning new operating ways

13. Heroic Vs. Post Heroic leadership
Traditional
Phenomena
Leader is responsible
New Phenomena
Everyone is
responsible
Direction
Tangible
vision
Management
Group
Leader creates
Shared
responsibility
team
Both (creates)
Downward
influence
Mutual
influence

14. Mehwish shaheen

15. Strategic principles for
Adaptive change

16. 1-Getting on the balcony
• Leadership is both active and reflective. One
must alternate between participating and
observing.
• Develop capacity to distinguish the patterns
• Move back and forth between “Action” and
“Balcony”.

17. 2-Identify the Adaptive Change
• Is it a technical or adaptive problem?
• What are the values, beliefs or attitudes that need to
change?
• What sacrifices must be made and by whom?
• Example: Marshal as leader of Airways (adaptive work
strategy)
Now it is:
• “The world’s favorite Airline from bloody awful”

18. 3-Regulate Distress
• Create Balance between tension necessary
for change and being silent by change
• Holding environment as pressure cooker
• Responsible for “Adaptive Work Call
Leadership "Have presence and self-control
• Leader should have capacity to tolerate
uncertainty, frustration and pain

19. Leader’s
responsibilities
Adaptive Situation
Authority defines problems
and solutions
Authority identifies the adaptive challenges,
frames key questions, issues and solutions.
Authority shields the
organization from external
threats
Authority lets the organization feel external
pressure within a range it can stand
Authority clarifies roles and
responsibilities
Direction
Technical or Routine
Situation
Authority disorients current roles or resists
pressure to orient people in new roles
prematurely
Authority restores order
Authority exposes conflict or lets it emerge
Protection
Orientation
Managing
Conflict
Shaping Norms

20. 4-Giving the work back to the people
• Achieve that people assume locus of
responsibilities
SAS leader Jan carlzon says:
“The key is to let them discover the problem”
• Develop the collective trust and self confidence
• Management needs to support rather than
control.

21. 5-Protecting leadership from below
• For organizations to learn, everybody must be
able to express their opinion
• Absence of opinions can create disequilibrium
• Protect those who put the internal contradictions
of the organization on the table What are they
really talking about?
• Is there something we are missing??

22. 6-Maintain Disciplined Attention
• Encourage managers to grape the issues
• Debate to unlock superficial conflicts and
issues.
• Revert employees attention to issues
• Try to eliminate work avoidence

23. Nabila Liaqat

24. Implementation of Adaptive
Change on KPMG

25. (KPMG) Overview
 Established : 1870
 Chairman: Ruud Koedijk recognized Strategic Challenge
(1994).
 High Profit margins Opportunities
 Auditing business margins squeezed
 Competition was increasing
 Chairman recognized the need to move in profitable
growth areas.
 Demand perfection
 Strength: tools to do Analytical strategy work
 High independence values

26. Strategic Challenge
How KPMG could succeed at a competencebased strategy that depends on multiple units
cooperation………..???????????

27. •
•
•
•
•
•
•
•
•
Identification of Adaptive Change
In history partnership had resisted change
Personal interest
Independence business units likeness
Growth was collective not unified
Need to kill “yes, no, do”
Less learning
Conflict avoidance
Partners attitude and organizational culture
“Behavioral Change”

28. Put work back to the Partners
• Meeting of 300 partners
• To indicate expected impending business
issues
• He started questioning
• Put work back to partners to find strategic
challenges (strategic integration team)
• Set out target (time limited )
• Distributed authority
• Gave value to Below ranked partners in majors
Strategic initiatives.

29. Regulating Distress
• Board took questions from 100
• Group devised sanctions to discourage
unwanted behavior
• Compared KPMG with Hippopotamus
• Desired KPMG as Dolphin
• Scheduled playtime ( laser gun games, bicycle
rides)
• Attended 2-3 off-site meetings

30. Issues to implement strategy
• KPMG culture
• Unit loyalties in cross functional problems
solving
• Members conflict avoidance and unable to
discuss them

31. Usman Qureshi

32. Result of Strategy used by KPMG’s
Chairman
• Partners found adaptive challenges
• Task force team supportive feedbacks to one
another
• Learned to uncover conflicts
• To listen
• To cares

33. KPMG after Adaptive Change
• Got $50 to $60 million new business
• Spotted opportunity to KPMG services to
virtual organizations and strategic alliances
• 28 years old lady auditor guide a group for
implementing firms new strategies.

34. Cont.…
• Developing views opposing
• Demand perfection (creativeness)
• Avoid Conflicts
Desired Culture:
• Opportunity to self-fulfillment
• Caring environment
• Maintain and keep trusting relations

35. Cont..
• Change in behavior
• Curiosity became more valued than
obedience of rules
• Less dependence on senior authority
• Confidence developed to work collectively
• Increased Creativity
• Raised level of trust
• Self assessment
• Improved Collective intelligence of groups

36. •stresses of adaptive work can be severe for leader.
•People exercising authority are always failing
somebody.
•The exercise of leadership is a voluntary activity.
•it’s a time bound intervention: its episodic.
•Manager is not Leader always but can be
•It implies asking questions more than providing
answers.

37. • Adaptive Change is base for growth
• Team work is Important
• Find internal weaknesses to compete with
external threats and weaknesses
• Leader should be “Post Heroic”
• Change is most critical Challenge to compete in
the market
• Stress Management is key in employee
productivity
• Good leader should best situation handler and
“Analytical”

38. Cont.…
•
•
•
•
Encourage and value the employee to talk
Don’t kill voices
Be a good listener and Observer as a leader
Empowerment helps managers

39. Mehwish shaheen

40. Activity
Questionnaire
(How we found our
Leader ..???

41. What type of leadership do your
leader have?

42. Which attribute do your leader have
from Collins’ Level 5 Leadership?

43. Is your Leader supportive, Stress
manager and encourage to give
work back to you?

44. Is your leader a good Listener,
communicative, conservative
Team work supporter?

45. Assume if you all are working in same organization
and you get same leader, do you think he/she has
adaptive leadership?