A520.8.2.RB - Polyarchic
Principles
Based on the reading, I have come to
define leadership as the emerging understanding and evolving process of
thoughts and actions across individuals, which can influence self-organization
toward desirable outcomes.
Pushed to choose between core purpose
and core values, we would likely choose core purpose as the more important of
the two for guiding and inspiring an organization. (Obolensky, 2010) Obolensky argues that leadership should not be something only exercised
by nominated leaders. It is a complex dynamic process involving all those
engaged in a particular enterprise. Leadership is an indirect, catalytic
process that facilitates productive self-organization, a movement in which
activities are reformulated around a common cause.
Obolensky work is a resource that
connects adaptive leadership with complexity science. Obolensky attempts to
show how leadership can be responsive and adaptive to environmental contexts
characterized by systemic change expressed through the paradoxes of order and
chaos, complexity and simplicity. This is leadership that is responsive to leveraging
organizational undercurrents that can build a solid foundation for continued
organization change.
Complex Adaptive Leadership aims to
enable leaders to improve through an understanding and use of chaos theory and
complex adaptive systems science. Chaos and complexity have underlying dynamics
which if understood can be used to enhance performance. Leadership is a complex
issue. However, chaos theory and complexity science shows that within
complexity, simple rules can apply.
Complex Adaptive Leadership assumes leadership
is a dynamic made up of movement between a few simple strategies and a leader
has the opportunity to add value by using a mix of strategies.
The Four + Four model, form the basis of
the organizational level of Complex Adaptive Leadership:
Implicit purpose à Explicit objectives
Freedom to act à Boundaries to confine
People's skill/will à Few
simple rules
Ambiguity/chaos à Unambiguous
feedback
The
underlying hypothesis of Obolensky work
is that the more complex adaptive leadership of organization and its project
managers are developed, the more high levels of socio-economic efficiency of
labor and business management has in a company. The reading is focused on models
of organizational leadership and strategy leadership of project managers,
relationships between the level of existence of different models and strategies
of leadership and indicators of labor efficiency and business management.
References
Apenko, S., & Chernobaeva, G. (2016). The
Influence of Complex Adaptive Leadership on the Efficiency of Business
Management. International Conference on Management, Leadership &
Governance, 17-24.
Obolensky, N. (2010). Complex Adaptive Leadership:
Embracing Paradox and Uncertainty. In N. Obolensky, Complex Adaptive
Leadership: Embracing Paradox and Uncertainty (pp. 104-129). New York:
Ashgate Publishing, Ltd.
Yergler, J. D. (2011). Complex Adaptive Leadership:
Embracing Paradox and Uncertainty. Leadership & Organization
Development Journal, 316-318.
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