The need to connect as the most pressing issue in criminal justice adaptive change critical thinkings examples

An adaptive change refers to a complete shift in the paradigm of something. When instituting this change, the leader undergoes several challenges and has to apply a variety of strategies to stay alive. Hence, with all the difficulty encountered in initiating the change, a question arises on why a leader should even bother to initiate this change. That is, what would compel a leader to keep pushing on even in the face of seemingly unbearable resistance? The driving force for many criminal justice leaders in implementing change is the need to add meaningfulness to life. This essay looks at the need to connect with other people as the most pressing thing on the line in instituting an adaptive change.
The main driving force of leadership is the desire to make a positive contribution to the environment where the leader operates. An adaptive change is transformational in nature because it seeks to amend the manner of operation in an organization. The leader’s primary motivation for instituting the change is to bring about a difference in the lives of people. By contributing to other people’s lives, a leader gives meaning to his or her life. For example, Sir Robert Peel considered the father of modern-day policing derived satisfaction from reforming the police force. He developed ethical principles for application by police officers, which exist up to today.
Leadership is often a labor of love that necessitates taking heart to succeed. However, just as Sir Robert persisted in the face of stiff opposition, so should criminal justice leaders push on. The leaders’ willingness to meet the challenges stems from the pressing need to connect with others. For the leaders, the best way to connect is to bring a change that they will be remembered for. Implementing an adaptive change is one way of doing this.

References

Heifitz, R. A., & Linsky, M. (2002 ). Leadership on the Line: Staying Alive through the Dangers of Leading. Boston: Harvard Business School Press.