Name: 適應型上司與傳統型上司 (Adaptive leadership vs traditional leadership)
Uploaded: 2025-06-17T16:17:04.000Z
Duration: 4 min 56 s

What distinguishes and differentiates adaptive leadership from a more traditional idea of leadership?

適應型上司與傳統上司理念的區別和不同之處是什麼？

In our traditional idea of leadership, we imagine leaders positioned as a senior authority and agent to get work done.

在我們傳統的領導力觀念中，我們把領導者想象成一個高級權威和完成工作的代理人。

The traditional idea of a leader oversees direct reports and the active leadership directs daily actions.

傳統觀念認為，領導者負責監督直接下屬，而積極上司則負責指導日常行動。

When situations arrive escalating attention, the traditional idea of leadership is concerned with responding to and working the issue or crisis.

當事態升級，人們開始關注時，傳統的上司理念是對問題或危機做出反應並加以解決。

Whereas the adaptive leader sets conditions for employee action that is in harmony with the vision and mission of the organization.

而適應型領導者則為員工的行動創造條件，使其與組織的願景和使命相一致。

The adaptive leader does this on the front end, long before the crisis or need for adaptation occurs by being clear, concise, transparent, and empowering.

適應型領導者通過清晰、簡明、透明和授權的方式，在危機或適應需求出現之前，在前端就做到了這一點。

Adaptive leadership then is less about what you do and more about the conditions that you set and what you teach others to do within them.

是以，適應性上司與其說是你做了什麼，不如說是你創造了什麼條件，以及你教別人如何在這些條件下做事。

Let's look at an example situation, imagine a situation where a customer service representative is talking to a customer who has a particular problem that lies outside the norm.

讓我們來看一個例子，想象一下客戶服務代表正在與一位客戶交談，這位客戶有一個超出常規的特殊問題。

In other words, a problem that requires the organization and the customer service representative to adapt.

換句話說，這是一個需要組織和客戶服務代表進行調整的問題。

In our traditional idea of leadership, we imagine the leader somewhere close by in both time and space, they share the same office area and are working on the same day.

在我們傳統的上司理念中，我們想象領導者在時間和空間上都離我們很近，他們共享同一個辦公區域，在同一天工作。

The leader will perhaps help the representative to solve the problem or the representative may escalate the problem through multiple layers of leadership until the problem can be solved.

領導者可能會幫助代表解決問題，或者代表可能會通過多層上司將問題升級，直到問題得到解決。

Alternatively, the leader noticing that a number of such problems seem to occur, would schedule meetings with other leaders to review the types of problems, catalog them, categorize them, and push them down, micromanage solutions to the group of representatives.

或者，領導者注意到似乎出現了一些這樣的問題，就會安排與其他領導者開會，審查問題的類型，將其編目、歸類，並向下推送，微觀管理代表小組的解決方案。

Aside from the obvious lack of empowerment and subsequent disengagement associated with such a solution, we can also see that this organizational structure cannot account for all the sundry unique situations and customer complexities that may occur on a daily basis.

除了這種解決方案明顯缺乏授權和隨之而來的脫離之外，我們還可以看到，這種組織結構無法應對每天可能出現的各種獨特情況和客戶的複雜性。

Therefore, even with the best intentions, there is very little about this traditional scenario that is adaptive.

是以，即使有再好的意圖，這種傳統方案也很少有適應性。

To push solutions upward, leading to customer frustration and delay, and resulting in what can only be called a lose lose situation where a costly solution to the organization is also displeasing to the customer.

將解決方案向上推，導致客戶失望和延誤，結果只能說是兩敗俱傷。

Alternatively, adaptive leadership takes a very different view and approach.

另外，適應性上司則採取了截然不同的觀點和方法。

First and foremost, it is not assumed that the situation and the leadership of the situation shares the same time and space.

首先，也是最重要的一點是，不能假定局勢和局勢的領導者擁有相同的時間和空間。

In other words, there may not be a physical leader nearby sharing the same office or working on the same day.

換句話說，附近可能沒有一個實體領導人共用同一辦公室或在同一天工作。

The leadership may have occurred weeks, months, or years before in establishing a clear vision, mission, capacital systems, learning protocols, and deep culture that sets the stage for the customer service representative.

在建立明確的願景、使命、能力系統、學習協議和深厚的文化方面，領導力可能在數週、數月或數年前就已開始，這為客戶服務代表奠定了基礎。

To act upon this clarity in what we would call a distal CEO.

In other words, we can imagine what the CEO of the company would do in that moment as a line level customer service representative.

換句話說，我們可以想象公司首席執行官作為一線客戶服務代表在那一刻會怎麼做。

Knowing the clear vision and mission and understanding the systems, the customer service representative is empowered to adapt to and solve the situation and then to share their learning into the organization.

客服代表瞭解了明確的願景和使命，並理解了各種系統，就有能力適應和解決各種情況，然後將他們的學習成果分享給組織。

As Mike Curtis, Airbnb vice president of engineering explained, we believe in shaping good judgement in individuals instead of imposing rules across the team.

正如 Airbnb 工程副總裁邁克-柯蒂斯（Mike Curtis）所解釋的那樣，我們相信的是塑造個人的良好判斷力，而不是在整個團隊中強加規則。

The goal of any CEO should be to create distal CEOs, people at the end of the tentacle arms of the organization dealing with customers, suppliers and partners who have shared mental models that guide them through the all important mission moments.

任何首席執行官的目標都應該是打造遠端首席執行官，即在組織觸角的末端與客戶、供應商和合作夥伴打交道的人，他們擁有共同的心智模式，能夠在重要的任務時刻為他們提供指導。

People whose thoughts and actions indicate ownership in the organization, leaders need to create individuals who are constantly learning and adapting based on information on the ground.

他們的思想和行動表明了他們在組織中的主人翁地位，領導者需要培養這樣的人，他們能夠根據實際情況不斷學習和調整。