A520.8.2.RB_TAYLORHEATHER

Obolensky defines eight principles which create an effective, complex, adaptive leader.  These principles include:

1  Clear individual objective- delineation of duties, responsibilities, tasks, norms and values
2  A few simple rules- enforcement of critical rules needed to sustain business operations
3  Clear boundary- setting the structure for the company
4  Continuous feedback- allowing two-way communication to occur in order to maintain the feedback  loop
   5 Skill/will of the participant- Does and employee know how to do their task and do they want to do the task?
6  Discretion and freedom of action- moving away from micromanagement and into self-managed individuals
  7 Underlying purpose- shared vision and achieving the mission of the organization
8  Ambuiguity and uncertainty- preparing for the moments of chaos, knowing that you will never have all the answers but with the right people on the team you can adapt.

It is interesting that Obolensky not only created the eight principles but then joined each principle in a way to create balance for leaders.

1 (Clear Individual Objective) was paired with 7 (Underlying purpose)

2 (A few simple rules) was paired with 5 (Skill/will of the participant)

6 (Discretion and feedom of action) was paired with 3 (Clear boundary)

8 (Ambiguity and Uncertainty) was paired with 4 (Continuous feedback)

Each of these principles are well-applied on a daily basis in the workplace.  Does the team understand their role and do they see how it aligns with the overarching purpose of the business?  Are team members aware of their expectations, do they have the knowledge to complete their tasks and are they motivated to do so? Is there an ability to trust employees to self-manage with an underlying awareness of the ethical expectations and business norms?  Do workers understand that they will never have all the answers but the door is always open to receive and provide feedback?

What I learned through the reading of oligarchic and polyarchic principles is that narrow minded, strict and unbending leadership is not conducive to helping those you lead to become leaders themselves.  By creating a balanced system there is the opportunity to develop trust and to grow together. Employees feel empowered and are more willing to work as a team to achieve goals.

Will there be times where a leader needs to take a firm stand among the group and demonstrate leadership power/control.  Sure.  However, that does not mean that it is done to lower the morale or esteem of employees.  It is all about balance and these eight principles help create directional beacons for leaders to understand where they are on the spectrum of oligarchical and polyarchic assumptions.

Obolensky, Nick. Complex Adaptive Leadership : Embracing Paradox and Uncertainty. Farnham, GB: Gower, 2010. ProQuest ebrary. p. 198