A633.9.3.RB_RuggerioSteven

Changing Leaders and Leaving Legacies

Most leadership models have the assumption of oligarchy – leadership is done by a few leaders over many followers. If polyarchy is fast replacing the old oligarchy assumptions does this make these old leadership models redundant? 

Barbara Kellerman (2012), Harvard professor, author, Forbes top 50 business thinker, and one of the best leadership minds of our day, wrote in her book The End of Leadership, “Everything is vulnerable to the vicissitudes of change—a general rule to which leadership is no exception” (p. xv).  With that said, she continued, “It was presumed until only recently that leaders should dominate and followers defer.  Leaders were generally expected to tell followers what to do, and followers were generally expected to do as they were told.  No longer.  Now followers are far sturdier than they used to be, stronger and more independent” (p. xvii).

In explaining the growth of polyarchy and confirming Kellerman’s words, Obolensky (2010) said, “The ‘death of deference’ seems sharper today than ever before.  We hold our leaders to account more now than we have done” (p. 4).  He explains this is a result of, “structures becoming more fluid and traditional boundaries becoming more dynamic.” Moreover, “knowledge and wisdom are becoming wider spread, and this means that leadership needs to be more dynamic and honest” (p. 6).

With leadership being redefined and becoming more personal than corporate, this shift does not negate or eliminate the traditional models of leadership.  Rather, it recognizes and respects their insights and builds upon them instead of replacing them.  Obolensky (2010) agrees and stated, “Traditional leadership models can be seen in a new light using different assumptions” (p. 195).

Reflecting on traditional leadership from the perspective of complex adaptive leadership, address the implications and how they will affect you as a leader in the future. 

One of my favorite books is Alan Deutschman’s (2007) Change or Die in which he said, “Experts identified the odds of people changing are nine to one” (p. 2).  In other words, only one person out of ten actually changes.  The other 9 (or 90 percent) choose to remain on the same course while ignoring the facts around them.  Deutschman discusses change in the area of health care, the criminal justice system, and autoworkers.  Three areas ripe with leaders and followers.  And though most of the statistics showed people couldn’t change, there were leaders within each industry that showed people can change—and would change—with the right leaders in place.

By studying complex adaptive leadership, the reality of complexity and adaptability was enforced, then reinforced, and then reinforced again.  Comfortable is easy.  Change is hard.  Obolensky’s text and the Strategic Leadership course has encouraged and inspired me to learn the traditional models of leadership theory while adding and building upon them with a polyarchic perspective.

I entered this program 9-weeks ago with a view of leadership that generally had a hierarchical and oligarchic concept but still believed in the power of the people.  Being raised in the military will do that to a person.  However, like Kellerman, Deutschman, and Obolensky have stated, times have changed and leadership has changed with it.  By understanding the shift, I have been positioned to empower others in a more pronounced fashion and recognized that the process is the point and path of leadership influence.

What impact will they have on your future strategy?

Being equipped and empowered as a complex adaptive leader, my actions and strategy going forward will be more fluid and flexible.  Rigidity stifles creativity and in the process, a leaders potential as well.  By flowing rather than directing, my leadership has become more guide than director; more coach than title. 

Marcus Buckingham (2012), in Leadership Development In the Age of The Algorithm said, “Virtually every corporate and academic leadership development program is founded on the same formulaic model.  It tries to collect all the various approaches to leadership, shaves off the weird outliers, and packages the rest into a formula” (p. 88).  My strategy will not only be flexible but more personal.  Rather than fitting people into processes, I believe we can build processes from the people. 

We are in the age of individualism.  And while that can carry some social and moral challenges, it also brings with it a spirit of innovation and creativity as the world has never seen.  Technological breakthroughs, cross-cultural relationships, and a global marketplace have created a virtual playground of possibilities.  My strategy will open the door for people to explore and create opportunities for them to connect with a larger crowd.

I use a lot of quotes from other people as I have great respect for those whose words I repeat.  

So, with that, I’ll finish my last Embry Riddle blog with an excerpt from Seth Godin’s book, Tribes.

Godin (2008) said all you need to know is two things (p. 71).

1. Individuals have far more power than ever before in history.  One person can change an industry.  One person can declare a war.  One person can reinvent science or politics or technology.
2. The only thing holding you back from becoming the kind of person who changes things is this: lack of faith.  Faith that you can do it.  Faith that it’s worth doing.  Faith that failure won’t destroy you.

Change without faith is scary.  Change without knowledge is deadly.  Fortunately, I have grown in faith and knowledge over the past two years.  I am leaving this course and this program with a desire to be better.  To make a difference.  To leave a legacy. And for that I am eternally grateful. 

Steve

References:

Buckingham, M. (2012). Leadership Development in the Age of the Algorithm. Harvard

            Business Review, 90(6), 86-94.

Deutschman, A. (2007). Change or die. New York, NY: HarperCollins Publishers.

Godin, S. (2008). Tribes. New York, NY: Penguin Group.

Kellerman, B. (2012). The end of leadership. New York, NY: HarperCollins Publishers.

Obolensky, N. (2010). Complex adaptive leadership. Burlington, VT: Gower Publishing.