A633.9.3.RB – Polyarchy Reflections

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Polyarchy Reflections
Leadership is a leader’s capacity to influence and shape the followers’ values, attitudes, and behaviors towards risk, failure, and success (Winston and Patterson, 2006).  According to Winston and Patterson (2006), leadership is creating and sustaining peace in the organization-not a lack of conflict but a place where peace grows.  Whenever a leader influences the follower's values, the followers develop the willingness to be more agreeable on the leader’s initiatives and trust that the leader will lead his/her team to success.  When the team is successful, it brings pride and self-confidence to every member of the team.  When every member of the team is confident, well-engaged and empowered, peace within the organization is sustained and inevitable.
“Polyarchy is an extension, evolution, and synthesis for anarchy (chaos and no leadership) with oligarchy (order and traditional leadership)” (Obolensky, 2014, CAL, para 2).  As stated by Obolensky, polyarchy is an extension of chaos and no leadership in an organization as well as the expansion of order in the workplace that is practicing traditional leadership which means, polyarchy is not replacing the old oligarchy assumptions but rather complimenting or a means of enhancing the old leadership models.  Taking John Adair’s leadership model where the leader is responsible for the Task, Team, and individual (Obolensky, 2014) and is the epicenter of his/her team ensuring that there are a balance and alignment in the needs.  When Adair’s oligarchic leadership co-exist with polyarchic realities, the abilities, skills, knowledge, behaviors of leaders as well as members of the team has to be developed at all levels and the same levels so as ensuring the existence of a self-managed and dynamic team.
According to Obolensky (2014), the purpose of the complex adaptive system is to articulate a dynamic organization where members are formulated to perform with excellence then dissolved when needed.  The framework of the said dynamic is clear people policies and procedures, logical and adaptable communication and information systems of technology, and a clear strategy that is inclusive and malleable in its developmental process. (Obolensky, 2014, p. 26).  Leading through a complex organizational environment, innovation, creativity, and change it is imminent for leaders like me to get a stronger position from my peers and competitors.  Generating the consumers’ apropos to what my organization offer to magnify our capability to influence the global market.  Llopis (2014) stated that innovation starts with individuals who influence business across the board taking time analyzing the competition and the industry’s evolution brands and the emerging role of technology. 
To be a better innovative and task-oriented leader and enable my team to adopt a creative or entrepreneurial mindset over the next three years, I plan to consistently and continuously develop my leadership skills, knowledge, and abilities by utilizing the 70:20:10 Learning Model.  The Center for Creative Leadership (CCL) pioneered the 70:20:10 methodology (Smith, 2016), examining the growth, learning, and change of executives career pathways.  According to Center for Creative Leadership (n.d.), to have a successful leadership development, leaders or managers need to have 70% of assignments that are challenging, 20% of developmental relationships experience, and 10% of experience in leadership training and courses.
As a leader, I am accountable for the creation, development, and leading a team to the highest standards of performance outcomes.  It is of utmost importance to embrace the diversity of members of our team and at the same time creating a transparent relationship with them not only at a ratio of 20% but increasing my inter-personal interaction with my team at 30%.  Cultivating an environment of continuous innovation, improvements, and initiatives in the workplace is one way of fostering team commitment embracing a mindset of innovation or change and ultimately the transformation of the team to a level 5 of followership.  The level 5 followership transformation is not entirely dependent on executive leadership’s participation, but it is reliant on every member of the workforce who are focused and familiar with the organization’s customers, employees, and stakeholders’ unique needs.
I need to free myself with ego, be sensitive and perceptive to the needs of others.  Understanding that innovation is a team initiative, taking time to observe the people around me identifying those that require solutions is critical.  By attending and enrolling in different leadership coursework or training in critical thinking, leading with emotional intelligence, developing team creativity and initiative, etc. at 15% from 10% will benefit me tremendously.  Being sensitive and perceptive to my team will enable me to be supportive change agent recognizing or identifying opportunities for everything improving my team’s performance.
To successfully adapt and grow as a leader, I cannot limit my ratio of growth to a 70:20:10 ratio only.  I have to increase my work experiences by challenging myself consistently to take on opportunities that come along with my current work responsibilities.  Lastly, when it comes to my inhibitions, if not dealt appropriately, would only limit my confidence to be courageous in pursuit of different initiatives that may not be acceptable nor agreeable to others.  I have to eliminate wild assumptions and perceptions to have more ability to think outside the box and have the strength to encourage others to have an open mind to new ideas and solutions without setting confining convictions.
References
Center for Creative Leadership (n.d.). The 70-20-10 rule for leadership development. Retrieved
            from https://www.ccl.org/articles/leading-effectively-articles/70-20-10-rule/
Llopis, G. (2014). 5 ways leaders enable innovation in their teams. Forbes.  Retrieved from
https://www.forbes.com/sites/glennllopis/2014/04/07/5-ways-leaders-enable-innovation-in-their-teams/#7b0a812a8c4c
Obolensky, N. (2014). Complex adaptive leadership (2nd ed.). London, UK: Gower/Ashgate.
Smith, A. (2016, November 29). Why the 70:20:10 learning model works, and how to implement
it.  Modern Workforce. Retrieved from https://www.geteverwise.com/talent-development/why-the-702010-learning-model-works-and-how-to-implement-it/
Winston, B. & Patterson, K. (2006). An integrative definitions of leadership.
            International Journal of Leadership Studies. Retrieved from:

http://www.regent.edu/acad/global/publications/ijls/new/vol1iss2/winston_patterson.doc/winston_patterson.pdf

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