Leading Through the Unknown: Mark LaBusse and the Rise of Adaptive Leadership

In a world where change is the only constant, traditional leadership models are starting to show their cracks. Enter Mark LaBusse—a leadership educator, systems thinker, and passionate advocate for a more human way of leading. His work doesn’t just challenge the status quo; it invites leaders to step into the unknown with courage, curiosity, and compassion.

Adaptive Leadership

From Manager to Mobilizer

Mark LaBusse doesn’t believe leadership is about titles or technical expertise. For him, leadership is a practice—a way of being that’s responsive, relational, and rooted in purpose. His mission? To help managers unlearn the illusion of control and embrace the discomfort that comes with real growth.

Through his coaching and facilitation, LaBusse guides leaders to “stretch to learn”—to lean into ambiguity, listen deeply, and co-create solutions with their teams. It’s not about having the answers. It’s about asking better questions.

The Adaptive Edge

At the heart of LaBusse’s philosophy is the concept of adaptive leadership—a framework originally developed by Ronald Heifetz and expanded by thinkers like Marty Linsky and Alexander Grashow. But LaBusse brings his own flavor to the table: one that’s deeply human, emotionally intelligent, and systemically aware.

He teaches leaders to distinguish between technical problems (which can be solved with expertise) and adaptive challenges (which require shifts in mindset, values, and behavior). It’s a subtle but powerful distinction—one that reframes leadership as a collective, iterative process rather than a solo performance.

Culture as a Leadership Act

LaBusse doesn’t just train individuals; he helps organizations reimagine their cultures. He sees leaders as culture-makers—people who shape the emotional and psychological climate of their teams. And in times of uncertainty, that climate matters more than ever.

Psychological safety, emotional balance, and shared purpose aren’t soft skills in his world—they’re strategic imperatives. When people feel safe to speak up, take risks, and challenge the status quo, innovation flourishes. When they don’t, even the best strategies fall flat.

A Call to Courage

Mark LaBusse’s work is a call to courage. It asks leaders to show up—not as experts, but as learners. Not as heroes, but as hosts. It’s a leadership model that trades certainty for curiosity, authority for authenticity, and control for connection.

In a time when complexity is the new normal, LaBusse’s message is both timely and timeless: leadership isn’t about knowing what to do. It’s about creating the conditions for others to figure it out together.