A633.9.3.RB - Polyarchy Reflections

The old thinking that oligarchy is the best way to lead did have its merits, it was certainly simpler, however, simpler doesn’t necessarily mean better.  As Obolensky (2014) stated “leadership in polyarchy is more complex than in an oligarchy (p. 5).  One should not shy away from something because it is more difficult; often times the most rewarding tasks are those that require some struggle.  Being successful in an oligarchy takes the ability to listen to and coach employees so that they can solve problems on their own.  This is not a skill that all leaders are comfortable teaching, some believe that if too much power is given to followers then the balance of control is upset. 

The more a leader can educate their followers the stronger the company is as a whole.  The idea that all the power and knowledge is only accessible to the few is illogical, that only creates a distinctive gap between leaders and followers.  Obolensky (2104) described that the role as leader is to attend to the needs of the task, team, and individual (p. 201).  In this model the leader needs to have knowledge of the task given, an understanding of team dynamics, and the ability to connect and motivate people.  Whereas some people see the role of leader as being a dictator, a true leader has more in common with a teacher. 

In the 70/20/10 model, where 70 percent of knowledge comes from job-related experiences, 20 percent from interactions with others, and 10 percent from formal educational events, there is a strong reliance on the workplace experience.  In other words, a person can be taught a certain amount of educational material, however, in order for them to retain that information they must have hands-on experience also.  This is a powerful realization for some leaders.  In the past leaders have told others exactly what to do, in the new models only a small amount time is spent instructing and the rest on in-the-field experience.  This model also highlights the benefit of interacting with others, which shows that followers can teach other followers.

All of these have had a large impact on my leadership style.  I have found that the style that best fits me is one that involves guidance over direction.  My teaching background has given me a different outlook on what it means to be a leader, I have a firm belief that followers can be taught to solve problems for themselves.  I also believe that by allowing followers to stand on their own only strengthens my role as leader. 

Obolensky, N. (2014). Complex adaptive leadership: Embracing paradox and

uncertainty (2nd ed.). Farnham, England: Gower Publishing Limited.