Leader Follower Relationship
Traditionally, as a leader, or at least being in a position of leadership, I typically would gather as much information as possible, evaluate what my options are, and consider the best way to approach a problem set in order to gain the buy-in of followers and other leaders alike. At times, I would find myself, as self-aware as I am, not engaging as often as I think others believe I should. At other times, when experience has been the vehicle of information for me, I would engage shortly after hearing where a discussion is going, presenting my case with supporting experience as it relates. Our working environment in special operations is so dynamic, it literally requires a day to day update on current operations in order to be well informed enough to make a minimum of a sound decision. If I do not have all the current information when discussions and decisions are being had, I could easily be a leader that has been seen as disengaged, unknowing, and has no place in a leadership role.
Over the past six weeks, reading, assessments, and reflection has shown me that I am not currently the leader that I want to be, but I have begun walking the path with a great sense of awareness about it inside the working environment, as well as within my personal environment. Pfohl (2007), states, "Our followers are changing, within this context, and leaders need to seize the opportunity to lead differently. Leading differently means understanding how to approach the changing context affecting our followers." During this time, I have seen a shift in my intention to be a more autonomous leader when in the presence of my leadership, instead of letting them lead alone. When, in their absence, leadership is required, I step up to the plate, and desire the same initiative when my leadership is around. I no longer want to just follow my leaders, but lead alongside them at times, while following along at other times. My thinking has changed not so much in the way of self-awareness, but in recognizing how I am leading vice following. I understand now how I want to be perceived as a leader, and that being well informed is, in part, the way ahead in being able to take initiative and make decisions without higher leadership involvement. The other part consists of utilizing techniques more consciously where I can productively engage my followers, as well as my leaders, in getting them to think critically and collaboratively, understanding that 'others' may offer a complimentary solution to their own.
The significance of this assessment is knowing that I had scored a 49 out of a possible 64, and believing a more hands-off, and letting go strategy correlates with a higher number, I feel that I am on my way to being just that type of leader. Having that kind of trust, and peace of mind knowing my followers and leaders alike can take care of what is coming at them in a well thought out, timely and innovative manner. This new concept of leadership for me is motivation to pursue it until it is embodied and employed at all levels, no matter the environment. As a potential E8 (next pay grade), or CWO2 (a commission as a Chief Warrant Officer), I feel these leadership skills will help enable my community, as well as myself, to engage in a more collaborative setting more often in attempt to power share, Leader Member Exchange (LMX), info share, and develop better working relationships creating a more efficient and productive working environment. In this context, I can see myself providing rich opportunities to followers and lower leadership to integrate themselves with confidence, and humility (Payne, 2015)
The assessment taken at the end of chapter 10 of Obolensky's Complex Adaptive Leadership: Embracing Paradox and Uncertainty, shows me that while I am open to giving my followers time and opportunities to work out issues and problem sets on their own, I tend not to be a completely hands-off / let-go leader, engaging in order to correct, fix, or assist in the problem solving. In becoming much more self-aware of this, I can and will be more attentive when it comes to both my strategy in letting go within the contexts of command strategy development, as well as its employment. When command strategy is being considered, a series of high level meetings take place, where my position is typically centered around operational concerns, and so much on strategic. However, the strategy of employing standard operating procedures, as well as operational directives within my scope of work, does provide me the opportunities to seek collaborations where relationship development can prove valuable in exercising letting go (Obolensky, 2010).
References:
Obolensky, N. (2010). Complex adaptive leadership: Embracing paradox and uncertainty. Farnham Surrey, EN: Gower Publishing, Inc.
Payne, P. A. (2015, May 9). The leader-follower relationship and how it relates to employees' perception of their own leadership. Retrieved from http://digitalcommons.olivet.edu/cgi/viewcontent.cgi?article=1084&context=edd_diss
Pfohl, R. (2007). Leadership: What followers want from their leaders. Retrieved from https://www.leader-values.com/article.php?aid=357
Over the past six weeks, reading, assessments, and reflection has shown me that I am not currently the leader that I want to be, but I have begun walking the path with a great sense of awareness about it inside the working environment, as well as within my personal environment. Pfohl (2007), states, "Our followers are changing, within this context, and leaders need to seize the opportunity to lead differently. Leading differently means understanding how to approach the changing context affecting our followers." During this time, I have seen a shift in my intention to be a more autonomous leader when in the presence of my leadership, instead of letting them lead alone. When, in their absence, leadership is required, I step up to the plate, and desire the same initiative when my leadership is around. I no longer want to just follow my leaders, but lead alongside them at times, while following along at other times. My thinking has changed not so much in the way of self-awareness, but in recognizing how I am leading vice following. I understand now how I want to be perceived as a leader, and that being well informed is, in part, the way ahead in being able to take initiative and make decisions without higher leadership involvement. The other part consists of utilizing techniques more consciously where I can productively engage my followers, as well as my leaders, in getting them to think critically and collaboratively, understanding that 'others' may offer a complimentary solution to their own.
The significance of this assessment is knowing that I had scored a 49 out of a possible 64, and believing a more hands-off, and letting go strategy correlates with a higher number, I feel that I am on my way to being just that type of leader. Having that kind of trust, and peace of mind knowing my followers and leaders alike can take care of what is coming at them in a well thought out, timely and innovative manner. This new concept of leadership for me is motivation to pursue it until it is embodied and employed at all levels, no matter the environment. As a potential E8 (next pay grade), or CWO2 (a commission as a Chief Warrant Officer), I feel these leadership skills will help enable my community, as well as myself, to engage in a more collaborative setting more often in attempt to power share, Leader Member Exchange (LMX), info share, and develop better working relationships creating a more efficient and productive working environment. In this context, I can see myself providing rich opportunities to followers and lower leadership to integrate themselves with confidence, and humility (Payne, 2015)
The assessment taken at the end of chapter 10 of Obolensky's Complex Adaptive Leadership: Embracing Paradox and Uncertainty, shows me that while I am open to giving my followers time and opportunities to work out issues and problem sets on their own, I tend not to be a completely hands-off / let-go leader, engaging in order to correct, fix, or assist in the problem solving. In becoming much more self-aware of this, I can and will be more attentive when it comes to both my strategy in letting go within the contexts of command strategy development, as well as its employment. When command strategy is being considered, a series of high level meetings take place, where my position is typically centered around operational concerns, and so much on strategic. However, the strategy of employing standard operating procedures, as well as operational directives within my scope of work, does provide me the opportunities to seek collaborations where relationship development can prove valuable in exercising letting go (Obolensky, 2010).
References:
Obolensky, N. (2010). Complex adaptive leadership: Embracing paradox and uncertainty. Farnham Surrey, EN: Gower Publishing, Inc.
Payne, P. A. (2015, May 9). The leader-follower relationship and how it relates to employees' perception of their own leadership. Retrieved from http://digitalcommons.olivet.edu/cgi/viewcontent.cgi?article=1084&context=edd_diss
Pfohl, R. (2007). Leadership: What followers want from their leaders. Retrieved from https://www.leader-values.com/article.php?aid=357
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