Leadership Style_Adaptive Leadership

Leadership Style, Adaptive Leadership Name Instructor Name Course Due Date Questions 1 & 6: Competing Commitments and Struggles Questions 1 Marlboro president Kevin F. F. Quigley was faced with a knotty array of competing responsibilities. On one hand, he was bound to preserve Marlboro College’s unique academic culture a community dedicated to individual academic inquiry and close faculty-student relationships. On the other, he was required to ensure the institution’s financial viability and protect the future of its students, faculty, and staff. These goals routinely opposed each other: preserving the college’s ideals required resources that dwindling enrolments and funding could no longer provide. Key struggles emerged among stakeholders: • Students had to cope with the loss of academic home and identity as Marlboro was absorbed into Emerson College. • Staff and faculty faced professional and personal uncertainties, including relocation and job security issues. • Alumni grappled with the perceived erasure of Marlboro's history and felt left out of the decision-making process. • Marlboro community mourned the potential economic and cultural loss that would come with the closing of the college. Questions 6 Adaptive leadership, as Northouse (2021) characterizes it, is a matter of leading followers through value-based challenges. Quigley, in this instance, was at the center of addressing such challenges by identifying stakeholders' emotional and pragmatic...