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.