A633.9.3.RB - Polyarchy Reflections?

A633.9.3.RB - Polyarchy Reflections?

The rise of polyarchy as a leadership practice does not necessarily mean that oligarchy is redundant. In fact, one of the main objectives of an organization should be how to deal with the existence of polyarchy in oligarchy and hierarchy structure. (Obolensky, 2010) The main issue with our leadership development is an issue of not being able to put managers that can lead effectively in positions that can promote polyarchy style leadership within organizations. This is a common issue with organization today.

The assumption that leadership is done by a few leaders over many followers (oligarchy) is the wrong assumption and a good example of why you should never assume. This is a classic example of the old and outdated Theory X and scientific management models including command and control, dictatorship, authority and numbers metrics task focus. The only organization that resembles this today is the military. For most organizations today, this is the model and path for failure. The implication is that it doesn't work anymore. It doesn't work and isn't people and process focused. This is also an example of "pull" using old outdated and ineffective techniques. Why? Today's highly competitive business environment, global economy, technology, competition and constant change has changed business forever. Most successful organizations today use some form of a team process, e.g., self-directed and high performance.

I do not think that the new assumptions of polyarchy make the old models of oligarchy redundant. I believe that the new model of polyarchy has given us a greater understanding that leadership can be accomplished by more than just a select few. Basically we can take this knowledge of the oligarchy and modify it to the current times of leadership and the recognition that leaders are not limited in their abilities and can be trained and educated.

For me, I have always been under the impression that leaders are born and not made. My views have changed very much on this.  Yes, many leaders are born, but I also strongly believe that leaders can be built.  In comparison to my past views, adaptive leadership involves the understanding that being a great leader takes determination, ambition and the willingness to learn in the field. With the proper knowledge, strong coaching and the aid of a strong mentoring relationship a successful leadership and followership is possible. 

Works Cited

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.