A633.9.3.RB - Polyarchy Reflections

Most leadership models have the assumption of oligarchy – leadership is done by a few leaders over many followers. If polyarchy is fast replacing the old oligarchy assumptions does this make these old leadership models redundant? 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. What impact will they have on your future strategy? 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 This is a classic example of the old and outdated Theory X and scientific management models including command and control, dictatorship, authority and numbers metrics task focus.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 This is also an example of "pull" using old outdated and ineffective techniques.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. For example, I use the Hersey and Blanchard Situational Leadership Model and Bruce Tuckman Model in my roles and responsibilities as an Industrial Engineer at Boeing. I am an employee involvement team captain for our team of 15 IE's. This is an example of "pull" and upward communication using team based processes and techniques to achieve business results. The implications of doing this delivering extraordinary business results and customer focus. For example, commercial aerospace is booming and is expected to for the next 20 years. Build rates have increased over the last several years and the relationship between leader and follower is now more important than ever. Competition especially from European Airbus is ferocious too. The impact on my future strategy is continuous improvement to grow and develop as a leader along with having a mentor and coach. References Obolensky, Nick (2010). Complex Adaptive Leadership: Embracing Paradox and Uncertainty. Farnham (Surrey), England: Gower Publishing Limited.