Adaptive Leadership: An Opportunity for Increasing the Representation of People with Disabilities in the Workplace

Mark E. Moore () and Lana L. Huberty ()
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Mark E. Moore: East Carolina University
Lana L. Huberty: Concordia University, St. Paul

Chapter 27 in The Palgrave Handbook of Disability at Work, 2020, pp 471-484 from Springer

Abstract: Abstract 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.

Keywords: Adaptive leadership; Motivation; Trust; Diagnostics; Self-element (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-030-42966-9_27

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DOI: 10.1007/978-3-030-42966-9_27

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