A633.4.3.RB.Changing Dynamics of Leadership_Reyes,Cassandra

Reflecting on the opening exercise at the beginning of Chapter 4 of the of Obolensky text and other readings, why do you think the shift in leadership is occurring and do you think this is indicative of what is happening in your organization.  List three reasons that support or refute this position.

If so, how would leadership dynamics have to be altered to accommodate and promote these types of changes?  What are the implications on strategy?

In my opinion I believe that the percentage of solutions that actually make specific changes is dispersed amongst all levels of an organization. I think that each individual who was to perform this exercise would provide either a higher or lower number according to different variables such as their level of expertise, level of experience, age and culture. I would imagine that an older generation would have a different opinion on where solutions should come from opposed to the younger generation who seems to be less willing to give into the status quo.  

Another reason the number would change would be due to the formality and structure of the organization. If an organizations structure is built with a hierarchical structure then it would make sense that those who held more upper level management positions would feel that the percentage of valuable solutions would come from the top. If the organization was run with a more non deterministic approach then the percentage of solutions would seem to come from the middle or bottom workers.

I believe that the shift in leadership is occurring due to organizations leaning toward a more non deterministic view. In many scenarios the issues that organizations face are recognized by lower level workers. This is because they are the ones to deal with the issues of the organization and its consumers or customers on a daily basis. Another reason this is occurring is because leaders in many organizations do not like to admit that they do not know the answers to some issues and that their lower level workers may have the answers that they are looking for. For those managers and leaders who are willing to look to their peers and colleagues for support in figuring out top level issues, their jobs become that much easier because they are able to forget their titles and become one with the crowd.

Lastly, leaders in many organizations are recognizing the quality of their people. Leaders are beginning to both challenge and support their people and bridge the gaps between management and lower level workers. They are requesting more dynamic questions and answer a session which creates a more dynamic environment where questions flow both up and down generating two way intercourse and dialogue.

In order for this type of environment to be successful leadership dynamics would have to be much more open to change. Flexibility and adaptability are also key factors in making changes such as these positive for the workforce in which anyone is accustomed to. The effects these changes would have on strategy would also be extremely beneficial from all aspects including how the corporation is run both internally and externally as well. While some managers and leaders may find it nontraditional in nature, these days it is necessary for leaders to move to a situation where they are following as much as managing in order for them to be successful. No organization can move forward without stretching their boundaries and reaching for the stars.

Cassandra R. 

 References

Obolensky, N. (2010). Complex adaptive leadership. (1st edition.). London, UK: Gower/Ashgate