The exercise in the Obolensky text
(2014) discusses how solutions to issues which actually made change within the
organization. The research looked into
specific areas where “step-change” had occurred. This change was a sweeping change throughout
the organization which included areas such as strategy, culture, and
re-organization. All of the changes
looked into delivered great results into the organizations they affected. I have discusses during this module a lot of
how I think this approach to ward leadership works within the military rank
structure. I think this shift in
leadership and the results of the study conducted in chapter four have to deal
at lengths with what I have stated in other posts. I believe the shift in leadership is due to
the increase in education that all personnel are entering the workforce. I also feel that there has been a tremendous
shift in the way leaders are empowering and providing feedback to those who
they lead. The text discusses how more
dynamic approach to leadership is not for the leader to just stand in front of
their personnel and answer questions but to have an in depth discussion and
have questions and answers flow both ways.
I think this is one way good leaders can empower those to think outside
the box and feel comfortable questioning their leaders on thing they do not
think are going well. This dynamic
approach also empowers the work force because if they see the things they
discuss with their leaders come to fruition then they will feel as if they have
a voice and that their leaders genuinely care for them and their concerns.
Another way I think this change in
leadership is happening is because of the amount of feedback personnel
receive. The Kelley article In Praise of Followers (1988) discusses
the importance of performance evaluations and feedback for followers. I believe this stressed importance of these
items shows those who are not in leadership positions what it takes to be a
leader. I also believe that through
evaluation and feedback you are mentoring and growing your replacement. As a 17 year member of the United States Air
Force I always used to hate when those who out ranked me would say “you just
don’t see the whole picture”. I felt
this statement was not what a good leader should be telling those below. My view was always well what will happen the
day you are not here? Who will know the
whole picture then? If you are not growing
and mentoring your replacement than you are failing as a leader. The Kelley article discusses rating personnel
on both their ability to lead and to follow on the same scale (1988). By doing this you can show those who are
receiving the feedback how they shift between roles and the importance of the
ability to do so. Once again the levels
of education plays an important role in this empowerment of individuals. Due to higher levels of education and
understanding personnel have when they enter the job the leader can levy much
more on their followers than previously.
If a truly bottom-up style of
leadership was to be successful within the military the whole concept of rank
and precedence would have to be altered.
When one enters the military they go in knowing that it is a highly
structured hierarchy which authority stems from the rank and position one
holds. The military would have to adjust
to a more corporate style of operating and not base all decisions on strictly
rank and position.
If this style system was
incorporated there would be some changes in the way strategy is developed. For one the use of the more dynamic question
and answer sessions between leaders and followers discussed in the Obolensky
text would help the thoughts and ideas of those who are on the ground doing the
work have some say in the development of strategy. It would not just be forced from the senior
leaders down the chain. This style of
leadership would also warrant a more emergent strategy development
process. The emergent development
process is one which is the cumulative effect of the day to day decisions made
by middle managers, engineers, salespeople, as well as other lower level staff
personnel (Christensen &Donovan, n.d.).
By basing the decision on strategy by what those within the workforce
want or see you are using a bottom-up approach to leadership.
Within many organizations there is
a shift in the style and approach to leadership that is taking place. This shift has the leader of the organization
using a bottom-up approach. They are
using this approach to engage those who work for them and having them be part
of the decision making process. There are
a few reasons why this shift is transpiring one of which is the amount of
education people are entering organizations with now. People are more educated and smarter than
ever before and these people bring with them a wealth of knowledge and
ideas. This new knowledge base is giving
leaders the ability to empower their personnel to do much more than leaders
used to be able to. With this new
empowerment personnel within the organization are much more apt question
leaders and bring new ideas and issues to the forefront. Another link to this new leadership approach
is the amount of feedback and personal evaluations that take place within
organizations. People are grooming their
replacements much more than what used to happen. Training those they work with to do their job
and mentoring them which builds their confidence and leads to more productive
and innovative workers. This new
motivation and innovation will also help with the development and
implementation of strategy within the organization. Leaders who utilize this approach have more
options and inputs to help them with the development of strategy. This also helps by giving the workers by in
because they feel they are part of the organization and more apt to help carry
out the strategy.
Christensen, C. M., & Donovan, T. (n.d.). The Process of
Strategy Development and
Implementation. Innosight. Retrieved
from: http://www.innosight.com/documents/The%20Processes%20of%20Strategy%20Development%20and%20%20Implementation.pdf
Kelley, R. (1988). In Praise of Followers. Harvard Business
Review, 66(6), 142-148
Obolensky, N. (2014). Complex Adaptive Leadership Embracing
Paradox and Uncertainty. New
York, NY. Taylor & Francis
Group.
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