A633.7.3.RB
- Leader Follower Relationship
Reflect on what this assessment means in terms of you as
a leader and your relationship to your followers. strat 1=3 strat 2=4 strat
3=6 strat 4=3
Before this class, I would say I had
some understanding of poly/oligarchic organizations and the basic leadership
characteristics they behold, but never really knew just how much study went into
these practices. I'd have to say that my current evaluation of an organization based
on the questionaire in chapter 10 would probably be different before I started
this course. Having a better understanding of complexity helps mentor the mind
into being able to spot it quicker, and understand it more clearly and
effectively. It's almost like applying a certain set of filters after
critically thinking about any given piece of information. My organization
scored mostly towards the middle of the chart with some recognizable outliers.
For me this means we have some stark differences between the way certain
matters are accomplished. I do however think this isn't very bad given the
nature of my organization. We have leaders who possess all sorts of different
leadership characteristics and variants of them individually.
Just a couple weeks ago, some of the
exercises we completed are actually linked to several experiments that I had
been part of when I was a child or teenager. I thought I understood their
principles then, but now I clearly can see that I did not. I'm not even
completely convinced that my teachers who were leading the exercises even had a
true understanding of what was transpiring. I can however see that through many
tools this course has exposed, my level of critical thinking has gained a few
new lenses that help shape me to identify, isolate, and understand complexity with
respects to strategy. Why is shaping needed? Lumen (n.d.)
states that 'in order for reinforcement to work, the organism must first
display the behavior. Shaping is needed because it is extremely unlikely that
an organism will display anything but the simplest of behaviors spontaneously."
Therefore, when individuals start emerging with certain tactics, this is where
good mentors can quickly idenftify, modify, and direct them into the most
productive manner possible. There
certainly is an art to understanding this new form
of science, especially how it relates to organizational behaviors and
processes. The problem where I can see most failing is the continued practice
of the process. Change in behavior is usually linked to some form of
experience, whether it be yours or shared. Therefore, having the right mindset
to absorb the right amount of complexity, and realizing the true nature of
simplicity better equips leaders with the right set of tools to put these conceptions
into action.
Change whether it be good or bad is
ultimately a continued behavior until complexity has run out. The thought of
that almost scares me initially, but if everything finally comes into balance,
then I guess the practice might need to change in order to make chaos
interesting again, who knows. Not only has this assessment (and others as well)
allowed me to view complexity and strategic planning from a different focal
point, but also has opened my eyes as to where I can personally self correct
some of my behaviors in order to get a more efficient devolved process going in
my organization. This process focuses on really knowing where individuals lay
whether it be people or goal oriented. Overall, I'm starting to realize that my
leadership focus in regards to strategy should focus more on setting a system
in place that allows for my direct interaction to be minimized or even be
required if that makes sense. Too many times, I've seen it in an organizations
where when the figure heads are gone, productivity comes to a screeching halt
because nobody is used to acting through disciplined initiative. I certainly
don't want to be a contributor factor to that eventuality any further, so I'll
no doubt think about my thinking a little further.
Lumen (n.d.) Operant conditioning. Retrieved from operant-conditioning
Obolensky, M. N. (2014). Complex Adaptive Leadership, 2nd Edition. [Bookshelf Online]. Retrieved from https://bookshelf.vitalsource.com/#/books/9781472447937/
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