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 Well now that we’ve reached the end of the course, I can honestly say that there is no successful future in oligarchy organized models. I say that because things are changing to fast, things aren’t how they use to be and how can one leader have all of the answers? I think it has become quite clear that the bottom or the organization has most of the problem solving abilities and ideas already, the top needs to embrace that and create a working environment to foster that growth. Old leadership models will have their place, they’ll be used in organizations who cannot adapt, who cannot accept change and that will end up closed. Adaptability and growth are the driving forces behind any organization today. Not only do leaders need to embrace change, they have to understand that there is power in interlinking creativity. Yes, someone can still be the in-charge. The way to do that is through suggestion, drive, flexibility and idea motivation. Our reading said “from an organizational level, 360 degree feedback processes seem to be growing” (Obolensky, 2014). If getting feedback is so important now, how can an oligarchy model still be successful? When feedback is received, it cannot be dictated to be changed by one person. The change has to occur as a whole organization, through the entire organization.

Reflecting on traditional leadership from the perspective of complex adaptive leadership, address the implications and how they will affect you as a leader in the future. 

I see complex adaptive leadership being the new way of business. We cannot allow one person to dictate the direction of one organization anymore. Personally, I cannot even begin to think how I though that was okay nine weeks ago. That operating procedure is based on people never being wrong and leaders having all the answers. I now know that opportunity stems from interaction and information sharing across the company. Organizations can no longer place their eggs all in one leaders basket. We saw how that worked out for Home Depot when they resorted to a one man takeover. One piece of advice I found helpful this week is “Once you've got your plan in place, stick to it while being mindful that flexibility is sometimes necessary. You may find that different circumstances require a change in approach. Similarly, as individuals develop and mature in their roles, they are likely to require less handholding and more degrees of freedom” (Bvywate, 2012). That is the essential thing that we have to remember as leaders, flexibility and adaptability. Long gone are the days when one person was in charge and things are only done their way. Successfulness now comes from information sharing, coaching, adapting, listening and leading/following.

  

What impact will they have on your future strategy?

In my suture endeavors, I plan to encompass this philosophy in everything I do. Are there times where as the leader I’ll want to be correct? Most likely. I tend to have some control issues when it come to my role as a leader but when I look at the benefit of communication and complex systems, the benefits outweigh the need to be selfish. As a new leader I want to embrace change while keeping the culture of the organization in tact. What can sometimes happen is, new leaders get to zealous and loose their ability to connect to the workforce. They tend to forget where they came from. This also increases tension, decreases information sharing and allows an oligarchy model to creep back in. We have to be able to adapt and change based on the needs of our organization. I look forward to taking this information with me as I continue in my work. Complex adaptive leadership practices, here I come.

  

References

Bywate, L. (2012, April 1). The Flexible Leader: An Adaptable Approach to Managing Your Team. Retrieved October 6, 2015, from https://www.wjmassoc.com/insight/the-flexible-leader/

  

Obolensky, N. (2014). Complex adaptive leadership. (2nd edition.). London, UK: Gower/Ashgate