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
'
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.
