A633.7.3.RB_SharpJosh

Leader Follower Relationship

     The quiz at the beginning of chapter 10 (Obolensky, 2014) tests your response to a variety of scenarios.  Four options are given for each scenario, each reflecting a method of leaders interacting with their followers.  'Telling' and 'selling' are the most direct interactions.  'Involving' is a hands-on supportive interaction and 'devolving' is a hands-off supportive approach.  My answers to the quiz suggest that I tend to favor devolving and involving more than the other two approaches.

     Looking at Heifetz's (2009) description of an adaptive culture is an organization that embraces conflict and chaos.  It exploits these uncertain occurrences as opportunities to learn and grow.  Occasionally, my own organization is willing to experiment and debate, but certainly not to the extent that it causes noticeable growth or success.  Part of this could be due to the cynical "old guard" or the fact that it's heavily laden with quasi-governmental bureaucracy.  In either case, it will likely take a generational change of management to bring these newer ideas of adaptive leadership to bear.

References

Obolensky, N. (2014). Complex adaptive leadership: Embracing paradox and uncertainty (2nd ed.). 

New York, NY: Taylor & Francis.


Heifetz, R. (2009) The practice of adaptive leadership: Tools and tactics for changing your organization and the world. Harvard Business Review Press. Kindle Edition.

A633.4.4.RB_SharpJosh

Should the "Boss" Always Know the Answer?

The Harvard Management Update (2009) article on leading when you're not in charge, has five great tips.  One that I use pretty frequently is providing feedback.  I don't have direct subordinates at the moment.  When I did, I made sure to give praise publicly and provide constructive criticism privately.  Being specific and telling a mechanic how their efforts contributed to the overall mission can have the dual effect of boosting morale and providing reinforcement of desired efforts.  When used with peers, I point out how their efforts have helped both our team and the organization overall.  In the long term, this results in being consulted on future efforts and a higher degree of collaboration on other endeavors.  I also provide feedback to my bosses.  After a series of meetings, I noticed that my boss made frequent references to how things were done at his previous organization.  When I had a chance, I mentioned to him that I noticed he makes the references, a lot.  He hadn't realized, it was a blind spot for him that was damaging his credibility.  He thanked me for the feedback and was genuinely appreciative of my bringing it to his attention.

I operate in a space within my organization that provides limited positional authority.  So, I utilize my rapport with individuals and reputation as a subject matter expert to exert leadership.  It results in my being used as a proofreader, a sounding board, and a collaborator.  This also enables me to have the "uncomfortable" conversations with people and attempt to disrupt the unproductive status quo.  Ultimately, the boss doesn't need to always know the answer.  Getting the right people in the room, and sometimes the wrong people, is what adaptive leaders do to get to the solutions their organizations need.

Reference

How to Lead When You’re Not the Boss. (2009). Harvard Management Update, 14(3), 1–2. Retrieved from https://search-ebscohost-com.ezproxy.libproxy.db.erau.edu/login.aspx?direct=true&db=bth&AN=36826490&site=ehost-live