In chapter 10 of Complex Adaptive Leadership there is a short quiz called Where are you on the map? And according to the map I am operating from a Participative/Facilitative leadership type on the Situational Leadership model. I scored the highest in the third column which represents a Style 3 (S3) consulting (low structuring, high developing) with 7 points , then following with a score of 5 points in Style 4 (S4) delegating (low structuring, low developing), 2 points in Style 1 (S1) telling (high structuring, low developing) and then only 1 point in Style 2 (S2) selling (high structuring, high developing). I was kind of shocked with my scores because I didn’t realize I rely more on consulting then I do selling, but reviewing the specifics behind each of the styles it makes sense why I scored the highest in S3.
I am very concerned with people; especially if I am working one-on-one with them. I am conscious when they need something I can reach for something before they ask for it and I will adjust the room temperature if I see they are hot. I just like to make people feel as comfortable as I can in order to have their full attention on whatever I am working on with them. One could say that I have a tendency to be accommodating and in tune to their needs so consulting with people seems to have become second nature for me. S3 involves low structuring; “behavior which relates more to the need of the task in hand” and high developing which “relates more to the needs of the relationship with people” (Obolensky, 2010). My concern with others explains why I would focus more on developing good relationships with people then the overall tasks, and also why it’s important for me to consult with others prior to making a decision that affects everyone involved.
The S4 approach is the most effective style; yet seems to be the hardest style to achieve as a leader. S4 types delegate tasks because followers are assumed to be “fully capable to do the task and that they can just get on with it” (Obolensky, 2010). S4 leaders provide their followers with support through the completion of their tasks while keeping a safe distance so that he or she does not become a distraction of the overall flow of operations. The Situational Leadership model reveals that the S4 style is the point attractor for all the other styles to focus around. The point attractor or reference point guides all other behaviors and keeps everything in line. We learned how this is possible through the readings comparing complex adaptive leadership to complexity science, but it wasn’t until I witnessed the video with the chaos game in Module 5 that I was able to fully understand how having a reference point is necessary for everyone in an organization to revolve around.
In the game they were given a few simple rules and then were asked to identify silently a reference point, and then make themselves of equal distance. Once the game began everyone was able to complete the task in less than 2 minutes without input from the leader. This is exactly the same way a S4 leader operates, they give their employees a few simple rules and advise them of their responsibilities and let them go to complete their tasks while only coming back in to give them moral support.
Research of the different Styles has established that the S1 and S2 types when paired have yang characteristics in which there is more of a focus on pushing to get things done. The S3 and S4 types when paired have characteristics of a yin leadership approach and they tend to pull from people letting things flow more naturally. S3 and S4 types are more geared to the polyarchy method, but taken as a whole each of the styles is required at different points in time for any leadership role. The goal is be able to be flexible and identify when the necessary tactics should be enforced as well as the correct context in which you are leading in.
Throughout the past 6 weeks I have learned more about leadership then I had ever considered existed prior to taking this class. I have never really thought about the relationships between the leader and the follower being equally effective in enabling one another to succeed. A follower is responsible for their leader’s behavior and vice versa. If the leader’s behavior is negative then the follower has the abilities to take action by becoming a leader themselves setting the example for others to follow. Anyone can truly be the difference and overall it’s the strategy in which you take that makes you successful. In order to become a great leader one needs to drop the hierarchy structure and adapt a polyarchy structure, develop a few simple rules in which everyone can internalize and identify with, maintain the four + four principles and interrelate them to maintain a polyarchy structure when tensions arise, train and positively reinforce employees to reach a level 5 followership, let go so others can take the lead, break the charade through a typical Q&A session, achieve a Taosit state of ‘wu-wei’ and simply accept the that change is the inevitable and it’s in the chaos of the unknown that good happens.
Obolensky, N. (2010). Complex adaptive leadership. (1st edition.). London, UK: Gower/Ashgate
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