A633.4.3.RB - Changing Dynamics of Leadership
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 order for change to take place in the workforce, Fraone (2013) stated that we have come a long way on the road toward flexibility, but there are still miles to go before it becomes fixed as a new way of working in all organizations; more importantly embedded in a culture of respect, trust, and commitment to engaged, productive, innovative employees. This is supported by Obolensky (2010) who stated that behavior breeds behavior and to change such behavior takes time and is not done by dictating. Based on the exercise from the opening chapter by Obolensky and the reading text, it is important to evaluate if there is there a shift in leadership in the organization I work for? If so, what are the three implications of why this is happening?
In the organization I work for, I would say many of the solutions go through the breaking the charade by dynamic question and answer session. The questions flow from the bottom to the top and back down. There are too many levels in the organization, therefore; it would be impossible for leadership at the top to have all the answers to the questions. Leadership relies on the individuals who work directly in the department to have the first-hand knowledge and share the information when questions are asked.
The three reasons for the shift in the organization is keeping departments working to the best of their abilities, the highest level of leadership would be overwhelmed and unable to answer all questions because of the various levels and departments within the organization, the complexity would be overwhelming. Finally, the changes occur to break the normal status quo of leadership runs everything and the employees are like machines. Leadership within the organization I work for, balances on the butterfly effect, which Obolensky (2010) explained one small decision or change will have a great impact with large results; this is why leadership relies on all individuals within the organization to share ideas to improve business.
Overall, there is a long way to go in order to change the charade in the workforce of leadership not knowing what happens and employees pretending to not know anything because of an unrealistic expectation. The department I work for strives to utilize the dynamic question approach in order to gain further understanding of what takes place at all levels of the organization.
Fraone, J. (2013, October 28). Workplace Flexibility: Not a 'Program,' It's a Solution. Retrieved
May 17, 2016, from Huff Post Business website: http://www.huffingtonpost.com/
jennifer-sabatini-fraone/workplace-flexibility_b_4170631.html
Obolensky, N. (2010). Complex Adaptive Leadership. Burlington, VT: Ashgate Publishing Limited.
