ERAU OBLD 633 Adaptive Leadership in Complex Environments Week 7 (CRIGOE)

            I had stumbled on the adaptive leadership theory in an earlier course here at Embry-Riddle Aeronautical University and was fascinated by it. It most resonated with what I have been trying to do in developing my leadership style over the last three years. Whenever I take an SLII-model leadership assessment or similar, as found in Nick Obolensky’s (2016) book Complex Adaptive Leadership, I always come up with the ‘wrong’ answers (p. 165). Based on the results, my strong suit is the S3: Involve leadership style. Part of my issue is that I do not use only one of the answers in nearly every question, but rather a blend of two answers, which does not fit neatly into calculating results. This is part of the limitation of the SLII model as a basis for teaching leaders how to interact with people based on a quadrant mechanism rather than a spectrum or continuum.

            What I enjoy changing my views over this course has been connecting to people inside of Complex Adaptive Leadership, but not based on Obolensky’s model per se. The idea behind Leader-Member Exchange (LMX) is a leadership model built around the interactions between leaders and followers (Northouse, 2022). Part of the concept is that leaders and followers develop unique relationships that broaden over time, in phases, through increased trust. In this particular order, LMX relationship phases are adequately labeled as stranger, acquaintance, and mature partnership (Northouse, 2022). Initially, the roles are typically formalized, where the leader usually guides the relationship. In the secondary phase, acquaintances, the role definitions move from the formal starting point and influence beings to move back and forth between the leader and follower. Lastly, in the mature partnership phase, influence is reciprocal, and roles are more fluid and negotiated (Northouse, 2022). The final component of LMX acknowledges that not all relationships between leaders and followers are equal or fair. Personality conflicts, will versus skill opportunities, and varying degrees of Level V Followership will impact how leaders and followers get along and develop. That acknowledgement in LMX serves as a reminder and warning for leaders to be aware of biases that influence their relational development with their followers.

            That approach towards a polyarchy is unwritten in LMX. However, it is in the idea that over time, the relationship shifts from formal roles in a typical hierarchy to negotiated roles, give-and-take influence, high-quality interactions, and a shift from individual to group or organization-focused interests (Northouse, 2022). Situational leadership is valid in approaching people differently based on their skills, will, needs, and wants. The format built on SLII is not my preferred way to go about it. I have to better balance my approaches from prioritizing a leader-as-follower first to a more personalized approach to my team members based on them individually. This chapter and the SLII-inspired approach were a great reminder that while I do prefer complex adaptive leadership and leader-as-follower, there are opportunities where I am taking the wrong approach to build up that adaptive environment.

            Going forward, I will work on creating a more individualized approach to my leadership in a dyadic focus with each team member while working to keep the polyarchy developing for the overall team. Recognizing that I am a system unto myself is critical in addressing my shortcomings and evaluating how to pivot, adapt, and move forward (Heifetz et al., 2009).  Revisiting some of the models in Peter Northouse’s book Leadership: Theory & Practice will also help me refine and identify other complementary leadership theories and models that support Complex Adaptive Leadership. Leader-Member Exchange, Distributive, and Path-Goal are all models that can help me customize my interactions with my people as individuals, without eroding the progress towards a polyarchy on my team.

 

-Chris

References

Heifetz, R., Grashow, A., & Linsky, M. (2009). The practice of adaptive leadership: Tools and     tactics for changing your organization and the world. Harvard Business Press.

Northouse, P. G. (2022). Leadership: Theory and practice (9th ed.). SAGE.

Obolensky, N. (2016). Complex Adaptive Leadership: Embracing paradox and uncertainty.         Routledge.

 

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