Reflecting on the previous exercise and this week's readings, why do you think the shift in leadership is occurring and do you think this is indicative of what is happening in your organization. List three reasons that support or refute this position. If so, how would leadership dynamics have to be altered to accommodate and promote these types of changes? What are the implications on strategy?
For this task, I was asked to reflect on the shift in leadership and if I think it is indicative of what is happening in my organization. I will go over how leadership dynamics in my organization have promoted these changes and the implications on strategy. In order to fulfill the requirements of this assignment, lets first discuss why the shift is occurring.
The opening thought experiment and question in Chapter 4 had me guessing a value of 20% to the percentage of solutions that I think originally come from the top of an organization. In reflecting on why the shift in leadership is occurring, I realized that it is due to survival.
Chapter 2 of the text showed us that technology, human awareness and knowledge have experienced a rapid rate of change. Obolensky (2014) states "the old way of leading... does not really stack up any more, as increasingly better educated followers know faster than leaders what is happening and often what needs to be done" (p. 18). Combined with the fact that power concentration is atomized, makes leadership survival dependent on solutions and input from the bottom of the organization rather than just the top.
What worked (leadership styles) decades ago, may not work today. "Complexity and rapid change characterize today’s strategic environment, driven by globalization, the diffusion of technology, and demographic shifts" (The National Military Strategy, 2015). The ability of leadership to adapt to changes in technology, demographics and globalization is increasingly crucial to an organization’s survival.
The Air Force, in my opinion, has realized the shift in leadership and is trying to adapt. For example, the Air Force vision statement is The World’s Greatest Air Force—Powered by Airmen, Fueled by Innovation. Hamel (2011) stated that the most powerful managers, who are furthest away from the daily activities, tend to have the worst solutions. The Air Force recognizes that it must rely on all Airmen (not just upper level leadership) and innovation in order to survive and grow in today's society.
Leadership dynamics throughout the military have shifted to accommodate these changes. Gone are the days where young Airmen and new recruits are treated like peons (as portrayed in movies such as Full Metal Jacket). Equality and fairness have replaced ridicule and disrespect. Nowadays, the Air Force empower, inspire and motivate Airmen.
General Rand, the Air Force Global Strike Command (AFGSC) Commander states, "We remain committed to our Airmen by empowering them to perform as an elite, highly disciplined team" (2016). In the 2016 AFGSC Strategic Plan, General Rand outlines focus areas such as professional development, training, mentorship, communication and partnership. "I call upon all Airmen to leverage the strengths of our diversity of thought and ideas leading to innovative solutions" (Rand, 2016). Although the Air Force still follows a hierarchical structure, our leaders embrace the changing dynamic and invite bottom-up leadership.
The most important implications of this strategy are survival. In order for an organization to survive, its leaders must share their goals and visions with all level of the organization. Making sure everyone understands the goals and vision, all members can work toward achieving success. Other implications may include increased communication, collaboration and innovation, thus closing the leadership gap. "Behaviour breeds behavior" (Obolensky, 2014, p. 38).
For this task, I was asked to reflect on the shift in leadership and if I think it is indicative of what is happening in my organization. I will go over how leadership dynamics in my organization have promoted these changes and the implications on strategy. In order to fulfill the requirements of this assignment, lets first discuss why the shift is occurring.
The opening thought experiment and question in Chapter 4 had me guessing a value of 20% to the percentage of solutions that I think originally come from the top of an organization. In reflecting on why the shift in leadership is occurring, I realized that it is due to survival.
Chapter 2 of the text showed us that technology, human awareness and knowledge have experienced a rapid rate of change. Obolensky (2014) states "the old way of leading... does not really stack up any more, as increasingly better educated followers know faster than leaders what is happening and often what needs to be done" (p. 18). Combined with the fact that power concentration is atomized, makes leadership survival dependent on solutions and input from the bottom of the organization rather than just the top.
What worked (leadership styles) decades ago, may not work today. "Complexity and rapid change characterize today’s strategic environment, driven by globalization, the diffusion of technology, and demographic shifts" (The National Military Strategy, 2015). The ability of leadership to adapt to changes in technology, demographics and globalization is increasingly crucial to an organization’s survival.
The Air Force, in my opinion, has realized the shift in leadership and is trying to adapt. For example, the Air Force vision statement is The World’s Greatest Air Force—Powered by Airmen, Fueled by Innovation. Hamel (2011) stated that the most powerful managers, who are furthest away from the daily activities, tend to have the worst solutions. The Air Force recognizes that it must rely on all Airmen (not just upper level leadership) and innovation in order to survive and grow in today's society.
Leadership dynamics throughout the military have shifted to accommodate these changes. Gone are the days where young Airmen and new recruits are treated like peons (as portrayed in movies such as Full Metal Jacket). Equality and fairness have replaced ridicule and disrespect. Nowadays, the Air Force empower, inspire and motivate Airmen.
General Rand, the Air Force Global Strike Command (AFGSC) Commander states, "We remain committed to our Airmen by empowering them to perform as an elite, highly disciplined team" (2016). In the 2016 AFGSC Strategic Plan, General Rand outlines focus areas such as professional development, training, mentorship, communication and partnership. "I call upon all Airmen to leverage the strengths of our diversity of thought and ideas leading to innovative solutions" (Rand, 2016). Although the Air Force still follows a hierarchical structure, our leaders embrace the changing dynamic and invite bottom-up leadership.
The most important implications of this strategy are survival. In order for an organization to survive, its leaders must share their goals and visions with all level of the organization. Making sure everyone understands the goals and vision, all members can work toward achieving success. Other implications may include increased communication, collaboration and innovation, thus closing the leadership gap. "Behaviour breeds behavior" (Obolensky, 2014, p. 38).
Due to technological advances, demographic shifts and globalization, leadership and power has shifted. In order to survive this shift, organizations have adapted their leadership strategy. Rather than knowledge and power being concentrated at the top of an organization, solutions now flow from the bottom up. The Air Force is no exception. Although it still follows a hierarchical structure, Air Force leaders encourage empowerment and innovation from all Airmen.
Hamel, G. (2011). First, let's fire all the managers. Retrieved from https://hbr.org/2011/12/first-lets-fire-all-the-manager
Obolensky, N. (2014). Complex Adaptive Leadership. Ashgate Publishing Ltd.
Rand, R. (2016). Air Force Global Strike Command Strategic Plan. Retrieved March 11, 2018, from http://www.afgsc.af.mil/Portals/51/Docs/AFGSC%20Strategic%20Plan_2016_CC%20Signed.pdf?ver=2016-05-06-144801-403
Rand, R. (2016). Air Force Global Strike Command Strategic Plan. Retrieved March 11, 2018, from http://www.afgsc.af.mil/Portals/51/Docs/AFGSC%20Strategic%20Plan_2016_CC%20Signed.pdf?ver=2016-05-06-144801-403
The National Military Strategy. (2015, June). Retrieved March 11, 2018, from http://www.jcs.mil/Portals/36/Documents/Publications/2015_National_Military_Strategy.pdf
No comments:
Post a Comment