A633.9.3.RB - Polyarchy Reflections

 A633.9.3.RB _Manglona, Matthew-Napu_ Polyarchy Reflections

The leadership models from oligarchy to polyarchy to me does not show redundancy but updates and upgrades leadership development in the organization. Change is inevitable and with the ever so changing times in our world we have to be flexible and adaptable to those changes. Although for me, it would be a challenge. As Snyder (2013) stated “Focus on the situation, packed full of tension, and think of a creative way to reimagine the situation that enables you to get through it.” (p. 100) I have to learn to take things one situation at a time and from there I know I will be successful in my leadership endeavors. Oblesnksy (2010) discusses a leader needs understand task, team, and individual. Task having the technical expertise at knowing what is going on. Team, understanding the dynamics of a team, and finally the individual. The ability to connect and motivate a diversity of people (p. 4169)

Over the next 3 years I believe my leadership development needs to find balance. A fine balance between tasks, people, and patience. Harris & Cole (2007) state “leadership development efforts are expected to play key roles in organizations' attempts to enhance their competitiveness and transform themselves and their cultures” This statement pulls me to believe that the effort to develop consistently (meaning always leaving room to learn) is the key to my development in the next 3 years. Groth (2007) With the 70-20-10 approach from what I understood as devoting myself to my core concentration with work at 70% effort, 20 % to other related tasks, and 10% to learning new things. This concept opened my eyes to a whole new approach at leadership development. At some point in the very near future I would definitely shift my approach toward this concept.

As Oblensky (2010) stated “So how a leader behaves will dictate to some degree the level of followership maturity.” (p. 149) I want to also use this as a guideline to my development. Being able to put into practice in my organization will allow for me to develop not only myself but my followers as well. This is a new approach that I would like to push forward with because let’s face it, us as leaders need to empower those under us for the future, after all as a strategy, this puts my organization in a better position to succeed. Kolb (2015) stated “So we all need a strategy for everyday negotiations that will allow us to come away not only successful but also still held in high regard by bosses and colleagues.” (p. 2)

References:

Harris, S. G., & Cole, M. S. (2007). A stages of change perspective on managers' motivation to learn in a leadership development context. Journal of Organizational Change Management, 20(6), 774-793. doi:http://dx.doi.org.ezproxy.libproxy.db.erau.edu/10.1108/09534810710831019

Griffin, N. (2003). Personalize Your Management Development (Links to an external site.). Harvard Business Review, 81(3), 113-119.

Groth, A. (2012, Nov. 27). Everyone Should Use Google's Original '70-20-10 Model' to Map Out Their Career Retrieved from Business Insider: http://www.businessinsider.com/kyle-westaway-how-to-manage-your-career-2012-11

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Kolb, D.M., (2015). Be Your Own Best Advocate Harvard Business Review, 93(11), 130-133.

Snyder, S. (2013). Leadership and the art of struggle: How great leaders grow through challenge and adversity (1;1st; ed.). San Francisco: Berrett-Koehler Publishers.

A633.8.3.RB - How do Coaches Help?

A633.8.3.RB_Manglona_Matthew-Napu_ How do Coaches Help?

Coaches provide guidance, motivation, and guidance to their clients. Von Hoffman (1999) discusses that coaching help people define their goals and set a time where they will achieve those goals. (p.1) There will always be that person that has a little bit more knowledge and wisdom more than you do and in any organization one person alone cannot move upward without the proper guidance. Oblesnky (2010) discusses the GROW model which is to have a Goal, to have a Reality towards that goal, create Options, and to have Will to achieving that goal. That is where I believe a coach comes into play. (3795)

Coaching is a vital aspect in both leadership and strategy due to there is guidance in implementing what works and what does not when it comes to experience. Bleich (2016) stated “Coaching can objectively guide the coachee in building and expanding relationships and alliances crucial for organizational success.” (p. 11) Without the proper coaching in an organization there would be no direction into what needs to be accomplished.

Coaching can make a difference in an organization by allowing an individual to grow. Oblensky (2010) states that the “follower can do what is needed and coaching is employed to encourage.” (p. 3182) Coaching needs to be in every organization no matter how an individual looks at it, whether through a negative aspect or through a positive one. Through my perspective I experience some negative coaching habits (i.e shortcuts through work, playing the system, or finding ways to get the job through the bare minimum) or positive coaching (doing the right things always). It is up to me however to choose which coach to go through when it comes to learning. I believe that it is up to the individual to choose or nitpick the learning criteria from opposable coaches in their organization. Learn from the bad just as much as the good, but it is up to the individual to figure out what to do.

Coaching to my organization is crucial. Coaching provides the right direction (for the most part) in coming up with a solution at personal level or lower level of an organization. I would go through a coach from another unit who has been in my shoes in order for me to gain understanding to an issue. Von Hoffman (1999) stated that “coaching produces more consistent, replicable results than a lot of other management approaches.” (p. 2) I know that my superiors above me have had coaches during their time as young leaders. Through their experience and the additional knowledge of their coaches it has helped shaped not only their specific teams but the entire organization as well.

References:

Bleich, M. R. (2016). A gift to self: Leadership coaching. The Journal of Continuing Education in Nursing, 47(1), 11-13. doi:http://dx.doi.org.ezproxy.libproxy.db.erau.edu/10.3928/00220124-20151230-04

Obolensky, N. (2010). Complex adaptive leadership: Embracing paradox and uncertainty.

von Hoffman, C. (1999).Coaching: The ten killer myths. Harvard Management Update, 4(1), 4.

 

A633.7.3.RB - Leader Follower Relationship

A633.7.3.RB_ Manglona, Matthew-Napu_Leader Follower Relationship

Upon completion of my assessment of this chapter’s exercise I see myself as a leader who has a fair relationship with my followers. I have what Oblensky (2010) discussed as having “People Focus” which as having them in a better position whether it would be through motivation, capability, or just basic human emotion point of view. (p. 3610) I would want to empower them through giving them the opportunity to think for themselves. To develop their character not only as an employee but as individuals as well. During this course over the past six weeks I don’t think my thinking has changed when it comes to leading my subordinates. I always came through with the approach of having my

employees challenged and to make decisions on their own as I developed their professional development.

My thinking in the context of this course has not changed. I always believed that through 

 empowering our employees it will allow for growth in the individual and set up the future of the organization. Teaching them to adapt to change, be flexible with decisions, and to have a sense of direction for your subordinate is a benefit for the organization. Heifetz & Laurie (1997). states “a leader must strike a delicate balance between having people feel the need to change and having them feel overwhelmed by change.” (p. 4)  So there is more to just having them accept and embrace change. I have experienced this in so many ways in my organization through new physical fitness standards and quick changes that occur through mission directives.

The significance of this in my future leadership goals is to ensure that my subordinates are given the proper guidance to become better individuals themselves. From the strategic standpoint this is for the future of the organization. If we can develop our subordinates and subordinate leaders it will allow for the organization to only grow better. Robert-Edomi (2014) states that “Managers are now into a culture of coaching and motivating rather than controlling and it's a very important shift to take note of.” (p. 10) Every leader, especially the new generation leaders that are coming up, need to be good at empowering and mentoring. That is what I would like to leave behind as a leadership goal and objective for my organization. It all start with us now who are the current leaders in our organization.

References:

Heifetz, R. A., & Laurie, D. L. (1997). The Work of Leadership. Harvard Business Review, 75(1), 124-134.

Obolensky, N. (2010). Complex adaptive leadership. (20nd edition.). London, UK: Gower/Ashgate

Robert-Edomi, S. (2014). Confidence = effective leaders. Training Journal, , 9-12. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/1490686140?accountid=27203