Do characteristics of identity play a role in how successful/unsuccessful, accepted/rejected leadership ACTIONS are, within a situational context? Might a theory of adaptive leadership be tied more to participant perceptions of action? Is this a conversation of a more collective/inclusive course-of-action analysis based on how leadership presents itself in context? In lay-terms, is adaptive leadership a theory that says, leadership makes decision in a way that recognizes participant perceptions of leadership based on intersections of identity and the workplace?