A633.4.3.RB - Changing Dynamics of Leadership

A633.4.3.RB_Manglona, Matthew-Napu_ Changing Dynamics of Leadership 

I think the shift in leadership is occurring because of the time changes and the difference of generations. Oblensky (2010) stated “it is universally agreed that those at the top of the organizations only know a fraction of the solutions needed to overcome the problems faced by the organizations they lead.” (p.967) Cates, Cojanu, & Pettine (2013) describes the differences in generations. Baby boomers have respect to authority, Generation X produces hard work, and Millennials provide a more multi task and wanting and prefer immediate feedback and results at a quicker pace. (p. 1030) In my organization those in my generation come up with recommendations and solutions to our supervisors whether we are Officers or Enlisted service members. This provides a check and balance between powers, however, those above us are members of the Generation X members.

Obelensky (2010) states that those top executives or directorates do not have or they know the solutions to issues their organizations face. (p.967) in my organization this happens because those same directorates do not take the chance to “wanting” to know what the issue is. They seem to hide behind their rank and use that power entrusted in them to move forward with “my way or the highway” type of decision making or solution creation. As Oblensky (2010) discusses about the “I do not know” approach it seems that lack of ownership to not knowing an answer plays a factor. Leaving a lot of questions at the table which doesn’t provide production in the workplace. In addition, they fail to collaborate and jointly synchronize their team’s analysis for the issues at hand.

Three reasons why I think this is occurring? As Popa (2013) discusses is Involvement, Consistency, and Adaptability. (p. 2) Yes, although generation gaps and thought processes from each generation plays an important role these three factors of involvement, consistency, and adaptability are reasons why we my organization sees the inconsistency in the solution making as discussed in Chapter 4. Involvement, the lack of involvement from our directorates who portray Generation X inconsistent ways of not being around when things at the lower level are being conducted leaves them not knowing what is going on. How to Lead When You're Not the Boss (2009) states, “A high-performing team engages the efforts of every member, and effective team leaders seek out the best fit possible between members’ skills and the tasks that need doing.” (p. 3)

The second is consistency, lack of consistency from our organization leads to disgruntled soldiers. We are told to focus on administrative requirements and five seconds later told to focus on training requirements and get hammered when one requirement is not complete leaving us scratching our heads. Then finally adaptability, when changes occur panic ensues at the top. We need to establish a system where we need to accept and embrace change. When sudden changes occur (which occurs often) we need to establish our ability to adapt and move forward when the Army changes certain polices or agendas or our own internal organization due to external factors (i.e. state requirements).

Leadership dynamics that have to be implemented are the ones stated above. With less participation at the lowest level of our organization they (upper level leadership) will have no idea on how to come up with solutions for our organization or should I say the right solutions. At the top it is so political and bureaucratic that it seems near impossible to accomplish this vision. However, with the right push, and time on our side, it may just happen. Involvement, adaptability, and consistency is what’s needed for this to change and move forward. The implications for strategy is that even at the lowest level we can move our organization to vision our mission statement and organizational goals of teaching and empowerment.

References:

Cates, S. V., Cojanu, K. A., & Pettine, S. (2013). Can you lead effectively? an analysis of the leadership styles of four generations of american employees. International Review of Management and Business Research, 2(4), 1025-1041. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/1497172449?accountid=27203

How to Lead When You're Not the Boss (2009). Harvard Management Update, 14(3), 1-2. 

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

POPA, B. (2013). METHODS, TECHNIQUES AND PROCEDURES TO MAXIMIZE THE INFLUENCE OF ORGANIZATIONAL CULTURE ON THE EFFECTIVENESS OF MILITARY LEADERSHIP. Paper presented at the Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/1477769391?accountid=27203