The Need for Organisational Resilience Chapter 5

Adaptive versus Administrative Leadership

The previous chapter looked at aspects of (de)centralisation and the breadth of decision

making, focusing on matters such as autonomy and intent. As it covers more the ‘what’ of

leadership, this chapter aims to delve further into aspects of ‘how’ to lead. In other words,

how can doctrinal concepts such as Auftragstaktik and La Battaile Conduit be brought to life

through the human agency of culture and behaviour? What conditions of leadership need to

be in place to activate tactical, as well as operational and strategic resilience.

From a modern management perspective, the Germans adopted an adaptive leadership

style in their armed forces:

A culture of adaptability is vital to survival in the armed services. As business executives

cope with increasing unpredictability, they can take a page from the military’s book:

• Create a personal link with every employee—individually or in gatherings. A

direct connection reinforces your message.

• Act fast—don’t shoot from the hip but don’t wait for perfection. Make

organizational interests your top priority—don’t let others falter as you prosper.

• Set a direction but don’t micromanage—give people the freedom to improvise.

(Useem 2010)

[Text Box starts] Limitations of Von Clausewitz and De Jomini: Leadership as a trait

Von Clausewitz and De Jomini tend to describe leadership as a trait; a distinguishing quality or

characteristic, typically one belonging to a higher ranked-person such as a general. First, leadership

may be as much a trait as it is a state; leaders are not so much born as made. Despite extreme

opposing views, research seems to indicate that leadership is up to 40 percent in our genes and 60

percent the result of lessons learned through life experiences, through conditioning. On many

occasions, leadership has emerged, partly because an individual did indeed have the necessary

leadership qualities but mostly because the circumstances were right, because the context allowed

and made someone lead. It may be, though, that leadership is not so much evidenced through

courage and bravery, as stated by Von Clausewitz and De Jomini, but is a predominantly

individualistic exercise.

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