My organization is
incredible guilty for our own version of "the vicious circle for
leaders" (Obolensky,
2010). I would argue that the model for my organization takes on a more a composite of two balancing loops with an abridge side effect.
The balancing loop at the bottom would be comprised of the junior officer’s
abilities or capabilities. The balancing loop at the top would be senior
officer oversight. There would be a side effect or injection consisting of
senior officer intervention on critical or serious situation where they felt
the junior officer may not be capable to handle.
The overall effects are a decreased
morale and productivity along with an increase in frustration from the junior
officer personnel as a whole. It’s essentially like getting bench in the
playoffs due to a few last minute players coming on the team. The fact the
senior officer spearhead the critical elements or situation obviously entails
there is importance but should not be at the cost of junior officer’s
experience.
In order to promote strong
followership and even leadership at the lower levels of the organization the balancing
loops would have be shattered and a system of positive reinforcement
implemented. The senior officers would have to develop both the skill set they
deem necessary in their junior officer such that they do not feel the need to
jump in and further trust their subordinate or junior officers to do the right
things. The emphasis on this system is that the junior officers must maintain
that skill set and the motivation to enact to the demands placed upon them.
Obolensky,
N. (2010). Complex adaptive leadership: Embracing paradox and uncertainty.
Farnham, Surrey: Gower
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