Adaptive Leadership: An Opportunity for Increasing the Representation of People with Disabilities in the Workplace
- 10 Downloads
People with disabilities continue to have inadequate access to jobs, which has led to a significant level of attrition from competitive employment. This chapter focuses on what it means to be an adaptive leader and the impact of adaptive leadership on employment diversity as it relates to employment of people with disabilities. When employees perceive equal access to opportunities and fair treatment, intent to change jobs diminishes: employers must strive to keep employees with disabilities contend. Adaptive leadership is designed to build mutual trust with staff members and has four core elements, including diagnosis of situations, managing the ‘self-element’, intervene skilfully, and energize/motivate others. All employees are managed to their strengths, and diverse contributions and adaptive leaders must focus on change to value and motivate each employee’s talents and contributions. It utilizes flexibility for systematic change, focusing long-term transformation through considering the fundamentals of organizations and its building blocks.
KeywordsAdaptive leadership Motivation Trust Diagnostics Self-element
- Atkinson, P. E. (2019). Leading through a crisis. Management Services, 63(2), 41–47.Google Scholar
- Baldridge, D., Kulkarni, M., & Bruyere, S. (2018). New directions in disability research: Work contexts, inclusivity, and well-being interactions. Academy of Management Annual Meeting Proceedings, 2018(1), 1.Google Scholar
- Das, R. (2017). Diversity scholarship and impact on performance: Research synthesis and future directions for theory building. IUP Journal of Organizational Behavior, 16(1), 7–18.Google Scholar
- Davis, S. A. (2009). SHRM’s international diversity and inclusion study reveals global trends and best practices. Profiles in Diversity Journal, 11(3), 14–56.Google Scholar
- Fowler, S. (2014). What Maslow’s Hierarchy won’t tell you about motivation. Harvard Business Review Digital Articles, 2–4.Google Scholar
- Gale, S. F. (2014). The untapped talent pool of people with disabilities. Workforce, 93(11), 10.Google Scholar
- Horlander, T. A. (2013). Workforce development: A leader’s responsibility. Armed Forces Comptroller, 58(2), 20–21.Google Scholar
- Hunter, R. P. (2001). The effect of right-to-work laws on economic development. Government Union Review & Public Policy Digest, 20(3), 27.Google Scholar
- Kotter, J. P. (2005). Change leadership. Leadership Excellence, 22(12), 3–4.Google Scholar
- Kotter, J. P. (2007).Leading change.Bloomsbury Business Library – Management Library, 47.Google Scholar
- Kotter, J. P., & Schlesinger, L. A. (2008). Choosing strategies for change. Harvard Business Review, 86(7/8), 130–139.Google Scholar
- McCarroll, J. (2018). Flexibility, inclusivity and aSense of Purpose. NZ Business + Management, 32(8), M18–M19.Google Scholar
- Regional Center of Orange County. (2017).National disability employment awareness month: Employers and employees benefit from workforce diversity.October 2, PR Newswire.Retrieved December 2019, fromhttps://www.prnewswire.com/news-releases/national-disability-employment-awareness-month-employers-and-employees-benefit-from-workforce-diversity-300526391.html.
- Reitenbach, G. (2015, June 1).Fairbanks Morse leverage the benefits of diversity.Retrieved December 1, 2019, from https://www.powermag.com/women-are-essential-to-a-thriving-power-generation-sector/.
- Stanton, S. (2012). Thinking outside the box: The business case for creating an inclusive workplace. HR Professional, 29(4), 22–25.Google Scholar
- Woolard, N. A. (2018). Rethinking management group projects with the adaptive leadership model: The lesson is the process. Journal of Education forBusiness, 93(8), 392–402.Google Scholar