A633.9.3.RB - Polyarchy Reflections Clark_A

Polyarchy Reflections

If I had to classify my personality it will evolve around the fact that I am a realist. I understand that polyarchy principles lead to some of the best forms of leadership out there.  However, most organizations are not ready or equipped to fully implement these types of leadership styles. I feel that in addition to not being prepared, many organizations understand that there needs to be a change but are unable to implement such changes.  For instance, the administrative divisions of municipal organizations which are governed and mandated by publicly elected board members which oversee the public operations. 

As a public school district the oligarchy leadership approach fits within the hierarchal organizational structure which limits what we are able to achieve in terms of bottom-up or upward leadership.  As with most governmental organizations with a deep hierarchal leadership model, our teams are reliant on the senior management team to develop strategy and then communicate those decisions down to us. We are however encouraged to give upward feedback to our management, otherwise things flow downward from the executive offices of the Superintendent of Schools as approved by the School Board Members, to the senior level management team and the additional staff members.  I feel that as newer leaders are developed the ideas and principles of polyarchy will start to appear relevant at the departmental level of our organization.  However, I do not feel that oligarchy is redundant when you take into consideration that it will take oligarchic directions in order to even establish polyarchy principles within the organization. 

Reflecting on traditional leadership from the perspective of complex adaptive leadership I will state that the implications of me internalizing the concepts and principles of the polyarchy approach to leadership will include but not be limited to the following;

·         I will be better equipped to identify opportunities to utilized the polyarchy concepts and principles,

·         I will be more open to utilizing multiple styles of leadership and followership

·         I will more opt to look outside the organization for guidance during situations of chaos.   

·         I will be able to execute the functions of leadership within the capacity of supervisor duties.  

These implications will impact my future leadership strategy in a capacity which can result in me applying polyarchy approach to my personal leadership style however, it will not result in change to the organization in its entirety.  As I must be aware of the leadership culture in which I am working. Only so much can be expected by my personal change in leadership approach and these changes will not take place overnight.  However, leading by example may result in have a great impact within my department to facilitate a positive, productive and efficient department.  Things within the administrative department where I have a circle of influence may extend to other departments within our bureau which may result in additional changes outside within other administrative department within the organization.   

In the work environment leading a group of individuals through chaos comes with a level of uncomfortableness which I will have to get acquainted with and overcome so that I can be a more adaptable and effective as leader of people as well as strategically. I must internalize the concepts of the eight principles Obolensky has provided.  It is not difficult for me to apply these concepts in my personal life as I have some level of control of most situations.  However, this will impact my future strategy and require that I begin to approach chaos and complexity in a manner whereby I understand that it does not always mean a disaster, one can figure out how to balance chaos with order (Obolensky, 2014).

Now that I am more familiar with the polyarchy approach to leadership, I must now put into practice some of what I have learned and try to apply this approach to my roles as a leader as well as my role as a follower.  In summary, Obolensky (2007) stated in an essay he wrote that he does not see leadership as “something done solely by leaders but as a seemingly chaotic dynamic involving all.  Leadership does not have to be, nor perhaps shouldn’t it be, the function of someone specifically designated as holding formal office.”  I totally agree with this statement in due time leadership of my organization will recognize that there is a better way to lead, and we will be obligated to put it into practice as the business environment and law and leadership changes. 

References

Obolensky, N. (2007). Chaos leadership and polyarchy – countering leadership stress. Essay for

University of Exeter Centre for Leadership Studies: Extended Leadership Essay. Retrieved                    

from https://business-school.exeter.ac.uk/documents/papers/leadership/395.pdf.

Obolensky, N. (2014). Complex adaptive leadership: embracing paradox and uncertainty, 2d Edition. Burlington, VT: Gower Publishing Limited.