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Adaptability: A Primer
Adaptability is an Emotional and Social Intelligence Leadership Competency that entails having the flexibility to handle change, balance multiple demands, and adapt to new situations with fresh ideas.
An adaptable leader can meet challenges as they arise and adjust strategy or style based on what is needed most. They are not halted by sudden change, remaining comfortable with the uncertainty that leadership can bring.
In Adaptability: A Primer, Daniel Goleman and colleagues introduce the Adaptability Competency and describe why it is essential for quality leadership.
This is the third in a series of Primers that explores each of the 12 Emotional and Social Intelligence Leadership Competencies, with a thorough overview of the Competency Model itself. The first in the series is Emotional Self-Awareness, the second is Emotional Self-Control.
Daniel Goleman, Richard Boyatzis, Richard J. Davidson, Vanessa Druskat, and George Kohlrieser explain what it takes to be adaptable from the perspectives of research, psychology, neuroscience, team dynamics, and leadership development.
Here's what is included:
Overview of the Emotional and Social Intelligence Leadership Competency Model
Introduction to Adaptability
Adaptability and Leadership
Teams and Adaptability
Training Your Brain to Be Flexible
Developing Adaptability
Whether you are individual looking to elevate your personal performance, a consultant or coach in need of research-based resources, or a head of leadership development in your organization seeking a brief yet informative resource to share with your team, this Primer is for you.
An adaptable leader can meet challenges as they arise and adjust strategy or style based on what is needed most. They are not halted by sudden change, remaining comfortable with the uncertainty that leadership can bring.
In Adaptability: A Primer, Daniel Goleman and colleagues introduce the Adaptability Competency and describe why it is essential for quality leadership.
This is the third in a series of Primers that explores each of the 12 Emotional and Social Intelligence Leadership Competencies, with a thorough overview of the Competency Model itself. The first in the series is Emotional Self-Awareness, the second is Emotional Self-Control.
Daniel Goleman, Richard Boyatzis, Richard J. Davidson, Vanessa Druskat, and George Kohlrieser explain what it takes to be adaptable from the perspectives of research, psychology, neuroscience, team dynamics, and leadership development.
Here's what is included:
Overview of the Emotional and Social Intelligence Leadership Competency Model
Introduction to Adaptability
Adaptability and Leadership
Teams and Adaptability
Training Your Brain to Be Flexible
Developing Adaptability
Whether you are individual looking to elevate your personal performance, a consultant or coach in need of research-based resources, or a head of leadership development in your organization seeking a brief yet informative resource to share with your team, this Primer is for you.
60 pages, Staple Bound
Published January 1, 2017
17 people are currently reading
85 people want to read
About the author
Richard E. Boyatzis
51 books68 followersRichard E. Boyatzis is a professor in the organizational behavior, psychology, and cognitive science departments of Case Western Reserve University and in the human resources department of ESADE. Using his Intentional Change Theory (ICT) and complexity theory, he continues to research sustained, desired change at all levels of human endeavor: individuals, teams, organizations, communities, countries, and global change.
Boyatzis has authored or coauthored more than 125 articles on leadership, competencies, emotional intelligence, competency development, coaching, and management education. His books include Becoming a Resonant Leader (Harvard Business Review Press, 2008), coauthored with Annie McKee and Fran Johnston; Resonant Leadership (Harvard Business Review Press, 2005), with Annie McKee; Primal Leadership (Harvard Business Review Press 2002), with Daniel Goleman and Annie McKee; and The Competent Manager (Wiley, 1982).
Boyatzis has a BS in aeronautics and astronautics from MIT and an MS and a doctorate in social psychology from Harvard University.
Source: Harvard Business School Publishing
Boyatzis has authored or coauthored more than 125 articles on leadership, competencies, emotional intelligence, competency development, coaching, and management education. His books include Becoming a Resonant Leader (Harvard Business Review Press, 2008), coauthored with Annie McKee and Fran Johnston; Resonant Leadership (Harvard Business Review Press, 2005), with Annie McKee; Primal Leadership (Harvard Business Review Press 2002), with Daniel Goleman and Annie McKee; and The Competent Manager (Wiley, 1982).
Boyatzis has a BS in aeronautics and astronautics from MIT and an MS and a doctorate in social psychology from Harvard University.
Source: Harvard Business School Publishing
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Displaying 1 - 2 of 2 reviews
August 31, 2019
Adaptability
The adaptability competency of the EI framework is essentially about developing a flexible/agile/open/creative/innovative/accepting frame of mind that enables one to alter his/her perspectives to more useful and effective ones. From another perspective, it is very much related to developing/having a growth mindset (adapting needs learning and growing, and thus seeing the world from new vantage points) as opposed to getting stuck in a rigid or fixed mindset. Such a competency or mindset helps us, more specifically leaders, to stay emotionally balanced/clam and focused by adjusting priorities in the face of an ever-changing/uncertain world filled with challenges and juggling multiple demands. Further, the adaptability of a leader is closely related to the notions of humble leadership and intellectual humility.
On the other hand, rigidity is associated with dominance, and it feeds conflicts, not within just organisations, but in broader societies and the world at large. However, the authors duly highlight that in some instances such as in quality traditions and time-tested practices, staying rigid (or maintaining integrity) may be required, especially from the part of leaders. In effect, leaders will have to be mindful of the balancing act of being overly democratic and autocratic styles, and at times switching between the styles depending on the demands of the situations they encounter.
The authors have also highlighted the value of extending the adaptability competency to team environments as well, despite its inherent difficulties (compared to the circumstances of an individual). Research studies have shown that high-performing teams regularly assess and update their goals and action plans. The act of adaptation goes hand-in-hand with assessment, without which there is no catalyst for change. As authors have put forth, research across many industries reveal that high performing teams actively engage in “Team Self-Evaluation” practices. Importantly, the authors have emphasised on the practices such as “Creating an Affirmative Environment” (that enhances the belief in team’s efficacy and minimises the sense of threat) as ways of overcoming the challenges involved in change/adaptation in team environments.
Another important way we can see the competency of adaptability, as the authors presented insightfully, is the ability to respond appropriately to the different contextual situation we encounter unavoidably, possibly associated with the roles we play such as employee, supervisor, subordinate, parent, partner, friend etc. within a day or even less period. In these different roles, the competency of adaptability helps us to overcome the issue referred to as “functional fixedness”. Interestingly, as the authors highlighted, research shows that the hippocampus is the brain area that is associated with the ability to change our responses appropriately to suit the contextual situations. As the hippocampus has high-density receptors for stress/stress hormones such as cortisol, minimising stress is understood to be an effective wat to develop the competency of adaptability. Further, since the hippocampus is highly responsive to neuroplasticity (growth/change of neural connections as a result of undergoing experiences )/neurogenesis (growth of new neurones), adaptability competency can be enhanced by research-proven practices such as aerobic exercises as well as contemplative aerobics (wholesome/positive thoughts/actions such as compassion/kindness/gratitude meditative practices).
Another colourful way the authors define adaptability (that carries the meanings of openness, flexibility and resilience) is a mindset in which “problems can be opportunities and conflict productive”. Fortunately, the ability to be adaptive/embrace change can be trained once we understand that people do not necessarily resist change, but fear the unknown and the pain of possible loss. Consequently, we become hostage to the status quo.
“By seeing change as positive, adaptability becomes a process of exploration, creativity and discovery. By welcoming change, we are not held hostage to the fear of the unknown”
In twelve booklets, a team of contributors led by the world-renowned psychologist/author Dr Daniel Goleman enlightens readers with the essentials of the competencies associated with the important personal/leadership development framework of emotional intelligence (EI). Years of research have shown that EI competencies are directly related to high performance at all levels of work, and EI is referred to as distinguishing competency when used over a threshold competency such as general intelligence/IQ. In fact, it was a book on emotional intelligence published by Dr Goleman over two decades ago made the notion highly popular among many others working in the field of psychology and business leaders alike. We further see that EI competencies also provide useful guidance for any individual in their personal growth so that he/she could become a valued social member/citizen in general. These twelve booklets give the readers the latest enhancements/refinements on the notion compiled by associating the research outcomes, experiences and knowledge/insights of many other scholars working in the area. The authors have divided the notion of emotional intelligence is two broad sets of abilities: self-awareness led self-management and social-awareness led relationship management. It is very interesting and insightful to see that EI led personal growth/leadership development must start from internally oriented self-management before extending to externally oriented relationship management. In other words, it suggests that some introversion characteristics need to be more prominent before moving onto the extrovert ones. Another interesting research revelation highlighted is that depending on the number of EI competencies a leader possesses, he/she would follow different approaches to managing/leading. A leader with six or more EI competencies was shown to be more democratic in their approaches, and as a result, boost employee motivation and effectiveness, leading to strategic gains. On the other hand, a leader with three or fewer competencies tends to fall back onto directive/coercive approaches (i.e. giving commands and ordering people around) that are likely to produce only short-term relative results, if at all.
Moreover and importantly, the authors give the neuroscience basis of the EI framework. Essentially, achieving a higher degree of EI is indicative of enabling the use of the executive area of the brain, the prefrontal cortex (PFC) to manage one’s emotions (and associated brain areas including the amygdala), disallowing the situations referred to by amygdala hijack. Another example of a neuroscience basis for the EI framework is the use of the brain areas referred to as the social brain, which includes mirror neurones, for understanding and connecting with other people/relationship management.
This review/appreciation is based on: “Building Blocks of Emotional Intelligence: 12 Leadership Competency Primers” by Daniel Goleman, Richard Boyatzis, Vanessa Druskat, Richard J. Davidson, George Kohlrieser, Mette Miriam Boell, George Pitagorsky Michele Nevarez, Matthew Lippincott, Ann Flanagan Petry, Peter Senge, Matthew Taylor, Amy Gallo and Claudio Fernández-Aráoz
The adaptability competency of the EI framework is essentially about developing a flexible/agile/open/creative/innovative/accepting frame of mind that enables one to alter his/her perspectives to more useful and effective ones. From another perspective, it is very much related to developing/having a growth mindset (adapting needs learning and growing, and thus seeing the world from new vantage points) as opposed to getting stuck in a rigid or fixed mindset. Such a competency or mindset helps us, more specifically leaders, to stay emotionally balanced/clam and focused by adjusting priorities in the face of an ever-changing/uncertain world filled with challenges and juggling multiple demands. Further, the adaptability of a leader is closely related to the notions of humble leadership and intellectual humility.
On the other hand, rigidity is associated with dominance, and it feeds conflicts, not within just organisations, but in broader societies and the world at large. However, the authors duly highlight that in some instances such as in quality traditions and time-tested practices, staying rigid (or maintaining integrity) may be required, especially from the part of leaders. In effect, leaders will have to be mindful of the balancing act of being overly democratic and autocratic styles, and at times switching between the styles depending on the demands of the situations they encounter.
The authors have also highlighted the value of extending the adaptability competency to team environments as well, despite its inherent difficulties (compared to the circumstances of an individual). Research studies have shown that high-performing teams regularly assess and update their goals and action plans. The act of adaptation goes hand-in-hand with assessment, without which there is no catalyst for change. As authors have put forth, research across many industries reveal that high performing teams actively engage in “Team Self-Evaluation” practices. Importantly, the authors have emphasised on the practices such as “Creating an Affirmative Environment” (that enhances the belief in team’s efficacy and minimises the sense of threat) as ways of overcoming the challenges involved in change/adaptation in team environments.
Another important way we can see the competency of adaptability, as the authors presented insightfully, is the ability to respond appropriately to the different contextual situation we encounter unavoidably, possibly associated with the roles we play such as employee, supervisor, subordinate, parent, partner, friend etc. within a day or even less period. In these different roles, the competency of adaptability helps us to overcome the issue referred to as “functional fixedness”. Interestingly, as the authors highlighted, research shows that the hippocampus is the brain area that is associated with the ability to change our responses appropriately to suit the contextual situations. As the hippocampus has high-density receptors for stress/stress hormones such as cortisol, minimising stress is understood to be an effective wat to develop the competency of adaptability. Further, since the hippocampus is highly responsive to neuroplasticity (growth/change of neural connections as a result of undergoing experiences )/neurogenesis (growth of new neurones), adaptability competency can be enhanced by research-proven practices such as aerobic exercises as well as contemplative aerobics (wholesome/positive thoughts/actions such as compassion/kindness/gratitude meditative practices).
Another colourful way the authors define adaptability (that carries the meanings of openness, flexibility and resilience) is a mindset in which “problems can be opportunities and conflict productive”. Fortunately, the ability to be adaptive/embrace change can be trained once we understand that people do not necessarily resist change, but fear the unknown and the pain of possible loss. Consequently, we become hostage to the status quo.
“By seeing change as positive, adaptability becomes a process of exploration, creativity and discovery. By welcoming change, we are not held hostage to the fear of the unknown”
In twelve booklets, a team of contributors led by the world-renowned psychologist/author Dr Daniel Goleman enlightens readers with the essentials of the competencies associated with the important personal/leadership development framework of emotional intelligence (EI). Years of research have shown that EI competencies are directly related to high performance at all levels of work, and EI is referred to as distinguishing competency when used over a threshold competency such as general intelligence/IQ. In fact, it was a book on emotional intelligence published by Dr Goleman over two decades ago made the notion highly popular among many others working in the field of psychology and business leaders alike. We further see that EI competencies also provide useful guidance for any individual in their personal growth so that he/she could become a valued social member/citizen in general. These twelve booklets give the readers the latest enhancements/refinements on the notion compiled by associating the research outcomes, experiences and knowledge/insights of many other scholars working in the area. The authors have divided the notion of emotional intelligence is two broad sets of abilities: self-awareness led self-management and social-awareness led relationship management. It is very interesting and insightful to see that EI led personal growth/leadership development must start from internally oriented self-management before extending to externally oriented relationship management. In other words, it suggests that some introversion characteristics need to be more prominent before moving onto the extrovert ones. Another interesting research revelation highlighted is that depending on the number of EI competencies a leader possesses, he/she would follow different approaches to managing/leading. A leader with six or more EI competencies was shown to be more democratic in their approaches, and as a result, boost employee motivation and effectiveness, leading to strategic gains. On the other hand, a leader with three or fewer competencies tends to fall back onto directive/coercive approaches (i.e. giving commands and ordering people around) that are likely to produce only short-term relative results, if at all.
Moreover and importantly, the authors give the neuroscience basis of the EI framework. Essentially, achieving a higher degree of EI is indicative of enabling the use of the executive area of the brain, the prefrontal cortex (PFC) to manage one’s emotions (and associated brain areas including the amygdala), disallowing the situations referred to by amygdala hijack. Another example of a neuroscience basis for the EI framework is the use of the brain areas referred to as the social brain, which includes mirror neurones, for understanding and connecting with other people/relationship management.
This review/appreciation is based on: “Building Blocks of Emotional Intelligence: 12 Leadership Competency Primers” by Daniel Goleman, Richard Boyatzis, Vanessa Druskat, Richard J. Davidson, George Kohlrieser, Mette Miriam Boell, George Pitagorsky Michele Nevarez, Matthew Lippincott, Ann Flanagan Petry, Peter Senge, Matthew Taylor, Amy Gallo and Claudio Fernández-Aráoz
January 2, 2026
Valuable resource
Valuable resource for learning adaptability skill in life, and if you make it easier to write a comment is very appreciated! (less limits in the amount os words written)
Valuable resource for learning adaptability skill in life, and if you make it easier to write a comment is very appreciated! (less limits in the amount os words written)
Displaying 1 - 2 of 2 reviews