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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