By Deo Mwano

At DMC, we train leaders using a set of core leadership principles designed to help them understand the “being” of their employees in order to effectively influence the “doing.” Over the past nine months, we’ve focused on three key principles with one of our partner organizations: Introspection/Self-Awareness, Validation, and Adaptability. These principles are interconnected and stackable—they build on one another in practice.

In this article, we’re diving deeper into Adaptive Leadership, one of the most commonly misunderstood of the three.

Misconceptions About Adaptive Leadership

In our bi-weekly and monthly check-ins with leaders, a common theme emerges: many interpret adaptive leadership as simply “adjusting to please everyone.” They believe it means tailoring their approach to suit every employee’s preferences so they feel good in interactions with leadership or about their work. While positive experiences are important—feeling accomplished, supported, and engaged—this is not the true goal of adaptive leadership.

Adaptive leadership is about understanding both the situation and the people involved, including their preferences and perspectives, in order to motivate, inspire, and hold them accountable to achieve what’s required of them. It’s about helping employees show up at their best and perform at their highest potential.

The Role of Situational Awareness

Being adaptive means recognizing the different factors that influence an employee’s performance. What’s happening in their environment—positively or negatively—that might be impacting them? Are you addressing external factors that hinder productivity, or nurturing the positive ones that enhance it?

Leaders must assess these conditions and act accordingly. For example:

Are there workplace dynamics or system barriers that need adjusting?
Are certain routines or relationships creating momentum that should be protected and reinforced?

The Importance of Communication

Communication is critical in how employees interpret leadership. It’s not about how you think you come across—it’s about how your team experiences you. Leaders often justify their style based on past norms, inherited behaviors, or personal preference. But effective leadership isn’t just about you—it’s about those on the receiving end of your actions.

You must actively gather feedback through:

Anecdotal check-ins
Formal surveys
Listening sessions
One-on-one interviews

Ask your team:

What aspects of your leadership are effective?
What’s not landing well?
How do they interpret your intentions?

Then, reflect. If there’s a gap between your intent and their experience, clarify your intent and invite suggestions. Implement changes based on their input and follow up. Ask if the new approach feels better and more effective. If it does, great—validate and maintain that progress. If not, try another approach and continue to engage your team for guidance.

Clarity and Accountability

Be clear and specific about expectations, deliverables, and the reasoning behind your direction. Explain the “why”:

If customer satisfaction is low, share that transparently and explain how the team’s work affects outcomes.
If the team is underperforming and facing risk (within HR boundaries), be honest about what’s on the line.

Don’t assume your team knows your motivations. Adaptive leadership requires that you clearly connect organizational goals to team responsibilities. It’s about influencing positive results through connection, clarity, and accountability.

Flexibility Over Rigidity

Don’t cling to a single leadership style just because it defines you. Adaptive leadership means having the agility to shift your style depending on what the moment, task, or team requires. Your ability to assess situations and meet people where they are is crucial to moving them forward.

Leadership is not static. It requires flexibility and responsiveness to keep teams performing, engaged, and moving toward excellence. You can’t afford to lead a team that’s stuck and unable to reach its full potential—or meet the standard your organization demands.

📊 Key Statistics Supporting Adaptive Leadership

Enhanced Employee Engagement
Organizations that implement adaptive leadership practices have observed a 70% increase in employee engagement, along with a 41% reduction in absenteeism and a 24% decrease in turnover.
Impact on Leadership Effectiveness
Leaders proficient in adaptability rank in the 90th percentile for overall leadership effectiveness, whereas those lacking adaptability fall into the 16th percentile.
Current State of Employee Engagement
As of 2024, only 32% of U.S. employees are fully engaged at work, marking a modest increase from previous lows but still below the 2020 peak of 36%.
Global Engagement Trends
Globally, employee engagement remains low, with only 21% of employees engaged in their work, highlighting a significant opportunity for improvement through adaptive leadership.
Adaptive Leadership in Crisis
Research indicates that organizations practicing adaptive leadership experience a 50% improvement in employee engagement scores, especially during times of crisis.

🔗 References

The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.