The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World

  • 10h 59m 25s
  • Alexander Grashow, Marty Linsky, Ronald A. Heifetz
  • Gildan Media
  • 2009

When change requires you to challenge people's familiar reality, it can be difficult, dangerous work. Whatever the context - whether in the private or the public sector - many will feel threatened as you push though major changes. But as a leader, you need to find a way to make it work.

Ron Heifetz first defined this problem with his distinctive theory of adaptive leadership in Leadership Without Easy Answers. In a second book, Leadership on the Line, Heifetz and coauthor Marty Linsky highlighted the individual and organizational dangers of leading through deep change in business, politics, and community life. Now, Heifetz, Linsky, and coauthor Alexander Grashow are taking the next step: The Practice of Adaptive Leadership is a hands-on, practical guide containing stories, tools, and cases to help you develop your skills as an adaptive leader, able to take people outside their comfort zones and assess and address the toughest challenges.

The authors have decades of experience helping people and organizations create cultures of adaptive leadership. In today's rapidly changing world, The Practice of Adaptive Leadership can be your handbook to meeting the demands of leadership in the midst of complexity.

About the Author

Ronald Heifetz is a cofounder of the international leadership and consulting practice Cambridge Leadership Associates (CLA) and the founding director of the Center for Public Leadership at the Harvard Kennedy School. He is renowned worldwide for his innovative work on the practice and teaching of leadership. Marty Linsky is a cofounder of CLA and has taught at the Kennedy School for more than twenty-five years.s

You can find the authors at:

Ronald Heifetz:


Marty Linsky:


In this Audiobook

  • Chapter 1 - How to Use This Book
  • Chapter 2 - The Theory Behind the Practice
  • Chapter 3 - Before You Begin
  • Chapter 4 - Diagnose the System
  • Chapter 5 - Diagnose the Adaptive Challenge
  • Chapter 6 - Diagnose the Political Landscape
  • Chapter 7 - Qualities of an Adaptive Organization
  • Chapter 8 - Make Interpretations
  • Chapter 9 - Design Effective Interventions
  • Chapter 10 - Act Politically
  • Chapter 11 - Orchestrate Conflict
  • Chapter 12 - Build an Adaptive Culture
  • Chapter 13 - See Yourself as a System
  • Chapter 14 - Identify Your Loyalties
  • Chapter 15 - Know Your Tuning
  • Chapter 16 - Broaden Your Bandwidth
  • Chapter 17 - Understand Your Roles
  • Chapter 18 - Articulate Your Purposes
  • Chapter 19 - Stay Connected to Your Purposes
  • Chapter 20 - Engage Courageously
  • Chapter 21 - Inspire People
  • Chapter 22 - Run Experiments
  • Chapter 23 - Thrive


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