A633.9.3.RB_HansardCarey

In traditional leadership, there are top executives, mid-level managers, and followers. There may be many different ways leaders interact with followers but in general, top executives make the decisions involving strategy and then leave the mid-level managers to decide what that will look like. The mid-level managers are in charge of delegating tasks associated with making that strategy come alive to the followers in the department. The opinions and ideas of those at the bottom are rarely factored into the strategic initiatives of the organization.  This oligarchic style can be adapted to a more modern style as suggested by Obolensky (2010, p. 196). This style, John Adair’s Leadership Model, shows that the leader is at the center of the task/team/individual relationship. Using complex adaptive leadership, this style can be transformed into a polyarchic style (Obolensky, 2010, p. 196). The functions of leadership as described by John Adair can be transferred to the leader in a polyarchic style allowing subordinates to have more control and say over what happens in their jobs roles and departments. Leaders can still be at the center of this process but their roles will be completely different. As a polyarchic organization, leaders will be in charge of supporting the process and ensuring that it is completed rather than being responsible for everything him/herself.

Although there is no magic “buffalo map” for leaders to follow, there are certain methods that can be utilized to help people think and feel like a leader. You can lead a horse to water but you cannot make it drink applies to people as well. You can lead them where you want them to go; but ultimately, it will be their decision as to whether or not they become part of the leadership mentality or continue to be a follower waiting to be told what to do. I think that if these people have the opportunity to be part of the team that leads, the ownership and pride that they feel will be the driving force behind realizing strategic initiatives in the long run. The confidence that success provides will inevitably lead to these people taking on the mentality and feeling of a leader.

As a future leader, complex adaptive leadership will have an enormous impact on me. I see now that leaders do not have to do it and know it all. It is ok to ask for help from others and most of the time, it is actually better to let those who work “for” you lead you instead. As subject matter experts, these individuals will know more about certain processes than I will. Having said that, the degree to which I am able to allow others to lead will depend on the organization I am with at the time. Unfortunately, not all organizations have an open mind regarding leadership. In a case where this type of leadership is not practiced, I would hope that I could influence those in positions of leadership to adopt a new philosophy. When everyone understands their role, has input into the final product, and is able to freely share ideas, strategy is positively impacted.

Reference: Obolensky, N. (2012). Complex adaptive leadership, embracing paradox and uncertainty. Gower Publishing Company. 

A633.8.3.RB_HansardCarey

Coaches are able to provide their clients with confidence that they themselves have the capability to solve their own problems. In order for people to be able to understand that they are the best people to make their goals become reality they have to be convinced that their decisions are valid. Being able to talk issues through with someone who is non-judgmental can be a helpful tool in providing clarity to leaders. Coaches should refrain from making judgmental statements when working with clients but instead focus on talking through issues with the client.

Coaching is helpful to both the individual and organization. Coaching helps individuals determine goals and deadlines. The benefits to the individual are that with goals, productivity increases and with deadlines, people are able to focus on what needs to be accomplished which again, increases productivity. The coach can help employees create a better work/life balance which leads to happier employees. Periodic support and feedback provides the coachee with regular self-assessment tools that will promote flexibility and adaptability. When the organization is willing to invest in employees in this way, employee retention increases and skillful and talented people are attracted to the organization.

From an organizational standpoint, coaching, as mentioned above, creates happier employees which will increase productivity. This happiness and self-awareness will produce better relationships with organizational partners and customers positively impacting strategy. Coaching improves the perception that leaders and managers are interested in employees and their personal growth which means they will work harder for the organization.

In my organization, I think the impact would be substantial. There are many who do not feel as though their opinion matter and they show up, do their jobs, and go home. Coaching would provide motivation to these employees so that their ideas and opinions can be heard. It may also impact employees to seek further knowledge and responsibility within the organization.

For me, it would be helpful to have someone to talk through issues with. Coaches asking probative questions would provide me with the opportunity to analyze issues form different perspectives. I would also hope that the coach would provide useful feedback that allows me to grow and pursue help for areas of weakness.

For my organization, I only see benefits. There are many people here who are tied to their desks the entire day and need someone to point out their strengths and encourage them to form personal goals for themselves. When you invest in your employees, they will invest in you creating a win-win situation for employee and organization.

References: Obolensky, N. (2012). Complex adaptive leadership, embracing paradox and uncertainty. Gower Publishing Company.

von Hoffman, C. (1999). Coaching: The ten killer myths. Harvard Management Update, 4(1), 4. 

A633.7.3.RB_HansardCarey

Over the past six weeks, my view of leadership has changed slightly. Upward leadership is not a concept that I was ever able to experience as a public high school teacher. Since the concept itself was foreign to me for so long, I have had a hard time adjusting to the fact that employees have a say in the daily operations and that leaders look to us for our help and ideas for the future. The information provided during the past six weeks has further convinced me that upward leadership can be effective and is a method that I would like to employ. As a follower, I appreciate my opinions and knowledge being considered. As a leader, it is advantageous to be surrounded with subject matter experts who can actively contribute to the formulation and implementation of strategy. Problem solving by those who are experiencing the problem allows employees to feel pride in their work and decision-making.  Style 3, Consulting Leadership, where leaders consult with followers who are at an advanced state of readiness is a style that I think will work for me (Obolensky, 2010, p. 138). Leaders can only be informed to a certain extent. Those who are in the trenches, so to speak, know their jobs inside and out and are best able to determine their needs within the context of organizational goals. The leader is able to then mesh the needs of the employee and organization.

As I look to the future, I am considering how I can use upward leadership effectively. I have applied for a promotion at work. I am not sure if I will get the position or not but it has definitely caused me to think about what kind of leader I want to be. I am convinced I am more relationship-oriented than task oriented. I understand the importance of tasks but I believe if you do not have a good relationship with your co-workers, tasks will not be carried out as efficiently or enthusiastically. Because I am a relationship-oriented person, I think upward leadership will work well for me. Capturing the trust of employees and being able to reciprocate forms the foundation of this leadership style. My only concern is that employees who are not used to this style may think that instead of empowering them, my style makes me look weak and like I am unable to decide things for myself. If I am promoted to director, I would like to meet with my employees to let them know what I expect of and want from them. Obolensky (2010) talks about the democratic style of leadership as being a “participative and involving style, and is very much a ‘pull’ style” (p. 140).  In this case, pull seems to refer to getting information and ideas from people as opposed to a pushing style, which would tell people what to do and how to do it (Obolensky, 2010, p. 140). Pulling styles of leadership require that employees be very knowledgeable and capable. Therefore, in order for me to use this style, it will be necessary for me to surround myself with the right people and be able to recognize their strengths. In addition, once those people are in place, they must understand that they are an integral part of the organizational process. My hope is that they will quickly adapt to not being pushed along themselves but rather push themselves to make the organization more successful.

Reference: Obolensky, N. (2012). Complex adaptive leadership, embracing paradox and uncertainty. Gower Publishing Company.

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The “vicious cycle of leadership” referred to by Obolensky (2010) is unfortunately one that I recognize in my organization. This is not the norm and is not a situation that I would like to find myself in. My former supervisor would make decisions that his supervisor did not necessarily agree with. He also demonstrated poor spelling and grammar when communicating with others in the organization. Because of this, his supervisor would speak to him frequently about these issues in their weekly meetings. These talks led to his confidence fading and therefore, he began to check with her more frequently about the decisions he was making. Eventually, the circle was complete and she began to lose confidence in his skills and would check up on him more frequently. Ultimately, he was put on a performance improvement plan. He did not want to be fired and therefore, tendered his resignation. This is a clear case of a follower and leader not really understanding each other. She is looking for solutions and confidence. He was looking for guidance and reassurance. Because they were not able to understand each other, the relationship fell apart. Followers have to establish trust in them by their superiors (Useem, 2001, p.1). He was obviously unable to do this mainly due to a lack of confidence. This situation could have been different. As the Harvard Business Management Update (2000) points out, “Asking those of lesser rank to say what they candidly think and complimenting them for doing so are among the small measures that can make for a big improvement in attitude” (p.1). Had he been complimented for the things he was doing right and mentored and coached in what he was doing wrong, the outcome could have been different. He was unwilling to reach out for help. I do not happen to know what her attitude was toward helping him. It may be that she tried unsuccessfully to do so and it may be that she was frustrated with his constant questions. Either way, a sincere compliment goes a long way.

The effects on an organization can be many. If followers are insecure, their productivity diminishes. They will constantly second-guess themselves and their decisions. When people are not sure about the decisions they make, they may not make them at all. This slows production and the feeling of uncertainty would eventually trickle out to customers. On the other hand, if a leader feels as though subordinates cannot handle making decisions of their own, he/she steps up to the plate and begins to make decisions for them. This can cause leaders to resent employees. Undue stress can also be a product of such a relationship.

The Harvard Business Management Update (2000) suggests 5 goals for improving lateral leadership: establish goals; think systematically; learn from experience; engage others; and provide feedback. These steps will bring out cooperation from peers rather than resentment for being bossed around. Thinking systematically happens to be an area I would like to improve upon. I have seen colleagues collect and present data to their superior and get results. A little research and some facts to back it up will go a long way to making you and your solutions more reliable.

New Circle:

-•Follower presents data & research With ideas

-•Leader gains confidence in follower

-•Leader begins to value follower opinions

-•Follower gains more confidence in self

-•Leader seeks out follower to contribute to solutions

References:

How to lead when you're not the boss. (cover story). (2000). Harvard

Management Update, 5(3), 1.

Gabarro, J. J., & Kotter, J. P. (1993). Managing Your Boss. Harvard Business Review, 71(3), 150-157.

Obolensky, N. (2012). Complex adaptive leadership, embracing paradox and uncertainty. Gower Publishing Company.