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LEADERSHIP
THEORY
An Informal Leadership Theory and Development Plan
Kiana King
After studying various leadership theories and exploring the ethical responsibilities that
go along with them, I have constructed the King’s Adaptive Leadership Theory. This informal
approach marries Situational and Adaptive Leadership theories to create a comprehensive and
practical model that will allow for leaders to help workers grow in their own competence, self-
efficacy, and productivity. It is informed by the ideals and principles outlined in the ethical
perspectives of Justice as Fairness and the deontological views from Kant’s Categorical
Imperative. It is my hope that my informal theory will be able to demonstrate what I find to be
The central premise to King’s Adaptive Leadership Theory lies in the practice of
equitably meeting people where they are and challenging them to create the finest versions of
themselves in order to increase the value of their contributions. The whole idea persists through
the production of a leadership chain. This form of instructional leadership will work to develop a
diverse population of unique individuals who are capable of proliferating these ideals and
revolving into the leader role themselves. Rather than using the term ‘follower’, I move to use
‘Core Member’ instead. This terminology is to suggest the ability to revolve through roles and to
inform practitioners that every individual—strengths, weaknesses, and all—are all integral to the
My theory’s central elements lie in the situational practice to meet core members where
they are and the adaptive model to build followership independence. In King’s theory, there is a
great emphasis on growth through adversity. Core members will be challenged to engage
themselves in meaningful simulation, dialogue, and conflict resolution to aid in their personal
and professional growth. It is my hope that through this model, Core Members will be able to
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continue the trend and be able to build their own experience and confidence to help others within
A Collaboration of Theories
I wanted to incorporate Situational Leadership Theory to emphasize the reality that team
members aren’t always at the same level. Although Dugan criticizes some of the theory for
lacking “substantive critique” and “near total lack of empirical support” (Dugan, 2017, 125).
known for meeting followers where they are and providing a specific style that caters to them
individually. I want to incorporate the way that “follower development dictates the leader style
that should be employed to maximize leadership outcomes” (Dugan, 2017, 126). In this way, the
leader themselves are supposed to put in the effort. However, it is important not to create a
divide between follower and leader. The efforts to bridge the gap isn’t meant to be handed down
from an administrative pedestal but rather are meant to work to collectively develop the
followers’ ability to meet their goals and potentials. In order to create an equitable environment,
“situational leadership is not something you do to people. It’s something you do with
people…You look at people more as partners. You don’t see them as subordinates” (Dugan,
2017, 130). In this, King’s Adaptive is drawing on the personalized design to work in different
environments and alongside Core Members that find themselves at different levels of
competence and commitment to the organization. Situational theory provides four different
leadership styles to cater to the different levels of followers. These styles include directing,
coaching, supporting, and delegating. Through this, the “followers can and will increase their
competence and commitment when properly supported, which in turn allows the leader to evolve
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styles” (Dugan, 2017, p.130). However, my theory won’t focus as much on separating the
followers out into in and out groups. I really want to emphasize a cascading effect on the
different capacities helping one another. Rather, I would like to keep and emphasize the
“importance of treating followers as individuals rather than a homogenous collective. This means
that the specification of a follower’s development happens through a dyadic relationship between
One of the major focuses of the King’s Adaptive theory will be attributed to the
traditional Adaptive theory that we discuss in tandem with Vanguard theories. The new model is
Dugan explains, adaptive leadership is “the practice of mobilizing people to tackle tough
challenges and thrive” (Dugan, 2017, p. 265). In the group setting, motivating people to do their
work is incredibly integral. However, pushing people outside their comfort zones, into places
where they perhaps have never reasoned with before, can strengthen their own person and
decision making. The appeal that I see from adaptive leadership is the idea to prepare and equip.
In providing the team with these issues they begin to think strategically in adverse situations
“thus, leadership becomes about discerning the types of loss that people associate with a
particular adaptive challenge and creating a context in which this loss can be examined more
closely” (Dugan, 2017, p. 266). The holding environment is the place in which this type of
learning and preparation can be experienced. In this forum, the leader is to sculpt a “space
formed by a network of relationships within which people can tackle tough, sometimes divisive
questions without flying apart” (Dugan, 2017, p. 170). However, without observing these
interactions from a far, it is of high importance to address issues of authority with adaptive
leadership. I want King’s Adaptive to draw from the skill and necessity required for leaders to
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“become experts in attending to power dynamics and knowing how and when to use the power
they possess or risk it being taken back by constituents” (Dugan, 2017, p. 267). Instead of the
traditional formal definition of authority, granted by a fancy position, Adaptive theory makes use
of a more informal approach. In this way, leaders aren’t creating this divide or rigid hierarchical
scheme but rather are in constant interaction with Core Members, blurring boundaries and
earning their trust. Additionally, attending to authority means attending to those identities that
perhaps lack authority and need to be heard. It is a central goal for my theory to be cognitant of
different groups and the projection of various voices. In interacting with followers, Dugan asks
us to “consider the ways in which authority can do more than just acknowledge these voices but
validate the importance of what is shared, the value of engaging in this type of risk taking and
create space to explore the ideas more deeply” (Dugan, 2017, p. 274). This suggestion opens up
the floor in the wake of adaptive problem solving to discuss different lived experiences and
technical problem-solving focus to a fully adaptive one, full of alternative direction and unclear
ends. However, this form encourages a loss of administrative dependence and expertise and calls
on the follower to tap into their own knowledge base and creative potential to resolve conflict.
This theory places emphasis on learning from our experiences, especially the quick lessons
taught under stress, and rethinking individual agencies within the organization. As Dugan
phrases it, “[adaptive leadership] troubles authority, engages in dialectical thinking around
management and leadership, and centers learning as key” (Dugan, 2017, p.275). With these
attributes in mind, I wish to incorporate these main ideals of this Vanguard theory into King’s
When constructing this theory, I wanted to design something that would be conducive for
diverse and productive groups. I wanted to create something that would allow for the assets of
individual members to be utilized and to educate and strengthen other members to an equitable
position. My experiences as a minority woman of color has arguably been one of the most
influential factors in this theory’s design. The space is meant to welcome difference and educate
other identities. Social awareness is integral for modern day teamwork. Additionally, my identity
as a child of divorce has reminded me of the importance of hardship. The challenges of life have
a profound molding effect and the integration of adaptive leadership and problem solving will
not only bring different identities together to solve these issues but also create a universal bond
Justice as Fairness recognizes that since inequalities exist, treatment ought to vary in order to
raise people to an equitable position. It suggests the use of a guiding principle of liberty,
suggesting that “each person has an equal right to the same basic liberties that are compatible
with similar liberties for all” (Johnson, 2015, p. 162). In other words, treatment and justice ought
to be handed out to anyone, not discriminatory to certain groups. Additionally, resources and
positions should provide equal opportunity regardless of identity. Lastly, the perspective also
“recognizes that inequalities exist but states that priority should be given to meeting the needs of
the poor, immigrants, minorities, and other marginalized groups” (Johnson, 2015, p. 163). King’s
Adaptive makes a distinctive effort to incorporate the ideas of all Core Members along with
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equitable and individualized development. I also want to incorporate this perspective into my
theory to combat some weaknesses of Situational Leadership. Since a divide can easily manifest
between more developed Core Members, I want to keep in mind Johnson’s ethical suggestion
from another theorist that “while you want to encourage more talented, skilled, and fortunate
followers to pursue their goals, Rawls urges you to make sure the fruits of their labor also benefit
the less fortunate neighbors and coworkers” (Johnson, 2015, p. 163). In order to cater to and
mind the identities that exists therein. To create an environment that will “strive to balance
individual freedom and the common good” (Johnson, 2015, p. 163) before anything else.
King’s Adaptive Leadership theory also call on the deontological ways of Kant’s
Categorical Imperative. This ethical perspective serves to ethically advise the practitioners of
King’s theory. It emphasizes an importance to do what is right no matter the cost. Not only
leaders within the theory, but the participating Core Members as well, ought to make choices and
act in accordance to their duty. Johnson quotes Kant saying that leaders should “act so that [they]
treat humanity, whether in your own person or that of another, always as an end and never as a
means only” (Johnson, 2015, 160). This approach still aims to respect all parties while calling
into account the thoughts of others and to refrain from making paternalistic decisions. However,
this particular perspective may be somewhat difficult to manage in high stress situations that may
This theory, although rather idealist in its conception, still has potential to be applied in
everyday practice. Large groups that rely on collective productivity and teamwork need to
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recognize the contributions that can be expected from each member. The company ought to
encourage the individual assets that each person can provide, whether it be in the form of skill,
personal experience, or cultural understanding. The less productive members should find
mentorship offered by the more seasoned members, acting as micro-leaders to boost the less
productive. For example, we can take a look into an elementary classroom. Let’s say that the
head of the classroom is the teacher. That teacher provides the students with the tools necessary
to learn multiplication, providing examples and group instruction. When it comes time to
complete the individual assignments, some students are able to understand from the general
lecture and complete their work. However, some students may lack competence in the subject
and require additional help to understand the material, perhaps they possess a different learning
style. Both the students that understand and the teacher ought to help to provide additional
instruction to these students. Perhaps some would benefit more from a classmate, similar in
status and experience, to raise their equity. Whereas, some may require the expertise of the
teacher to pull them up. However, in order to be adaptive, it is important that instruction is not
given in such a way that the student is merely memorizing but rather they are reasoning through
the problem’s practical applications. The potential strength and weakness of this design could
manifest in its malleable application. Since some environments differ in terms of goals and the
importance of productivity, this theory may need to be bent to fulfill the organization’s specific
needs.
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Figure 1: King’s Adaptive Leadership Model. This image is an adaptation from the equity
model with elements infused from Situational Leadership Theory II (Dugan, 2017, 129). It
demonstrates how a leader must provide the right guidance and leadership style to advance Core
Members to an equitable position, capable of contributing their best work to collaborate and
Like anyone, my own leadership can use a great deal of polishing in order to be capable
of practicing my own theory. Since the King Adaptive puts a great deal of emphasis on
female person of color, I still am not privy to the oppressions that exist within every group. In
addition to cultural competency, I need to further develop and understand various methods of
inclusivity. Since I want to focus a great deal on the adaptive problem-solving practices, I need
to work on my ability to manage confrontation and effectively facilitate and maintain a holding
environment. I am still very rookie to the whole notion of mediation and mentoring. Lastly, I
need to gain experience adapting my own leadership styles to meet the needs of others. Learning
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when I need to direct and when I need to delegate and what these specific transitions look like.
With all these modifications and education, I should be able to reach a place where I can be an
In order to reach these goals and accommodate the needed modifications, I think using
leadership development tools such as retreats, mentors, and a focus on personal growth is
needed. In order to become capable of the responsibilities and mental and emotional demand that
comes along with leadership roles, my own person needs to be refined. I will need to confront
some of my own fears and taking part in an immersive experience or challenge course will help
me learn more about myself. If I can get over my own issues with self-efficacy and fears of
performance, I can be a better resource to the developing Core Members. A retreat can also help
me learn to apply adaptive leadership through personal challenges. Lastly, seeking a mentor in a
position of leadership within my own field of medicine would give me a more comprehensive
idea of how I can apply my theory to that environment. It will also give me more real world and
preserve the lives and wellbeing of those that seek my help. As a physician and surgeon, there is
a great deal of leadership that I will be expected to hold and enact while on the job. The medical
field is not a one person show, but rather the collaboration of many specialties and supports. I
will need to collaborate with a diverse group of physicians and support staff to maximize the
benefit for the patient of interest. Developing my skills for communication and problem-solving
in collaboration with other individuals will be integral for effectiveness. Additionally, modern
medicine doesn’t always align with the beliefs and practices of different religions and cultures.
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By becoming more informed, I will be able to respect and understand the potential cultural
In any field and profession, leadership is present whether recognized formally or existing
as an unseen force. It is important to remain informed and cognitent of the ethical and social
implications that can come in the wake of some practices. My informal theory, King’s Adaptive
Leadership, is meant to emphasize the importance of identity and collaboration within various
organizations. Focusing on follower development is the best way to progress any organization.
collection of adaptive and capable leaders able to revolve into different positions within the
organization. While I am aware that this theory is still unfinished and the theories it draws from
have their own faults, I think that there is something to be said about the collaboration. The best
References
Dugan, J. P. (2017). Leadership Theory: Cultivating critical perspectives. San Francisco: Jossey-
Bass.
Johnson, C. E. (2015). Meeting the Ethical Challenges of Leadership: Casting Light or Shadow.