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Old leaders can stay relevant if they are able to change with the times.  Leadership that is incapable of evolving will negatively impact an organization’s future.  If you cannot adapt you will fail.  Obolensky (2014) wrote “The trend in leadership practice from the traditional deterministic approach (for example, oligarchic) to a more non-deterministic approach (for example, polyarchic) is matched in the trend of science.  An understanding of this scientific evolution, as well as how chaos theory and complexity science can work, lays a good foundation for Complex Adaptive Leadership to be practiced skillfully” (p. 96).  Steve Jobs’ second tenure with Apple was from 1996 to 2011.  Apple experienced phenomenal global growth and astronomical sales during this period.  During his tenure, Jobs had to adapt to the external market.  He had an unrivaled vision for what the consumer of the future needed and how to invent.  Without adapting or evolving, Jobs could not have achieved such success.  He also knew that he had to surround himself with the best team possible.  Stories of his erratic leadership style are legendary but he drove his teams to be the absolute best.  No detail was too small.  In leadership, details are important.  Our teams are important.

Today’s successful adaptive leaders need to be risk takers, flexible, able to learn from past events, and be collaborative.  Gone are the days of having one dominant individual sitting atop the organizational “throne” casting decrees upon employees.  It is an outdated approach and not effective in today’s business environment.  In order for leaders to be successful today it takes a team effort.  As genuine leaders it is our responsibilities to provide our teams with the tools necessary for them to be successful, creative, and contributive.  We should be open to subordinates ideas and thoughts.  As a collective, more can be accomplished than any one single person can achieve.  Today’s effective leaders should not pretend to have all the answers.  Circumstance does not lend itself to having all the answers.  It is up to us to be honest about this fact and say we don’t know when we don’t.  Obolensky (2014) wrote) Breaking out of the charade of pretending to know, and helping others to break out, takes a brave heart.  However, it is not as terrifying or difficult as one thinks, despite the complexities involved” (p. 40).  

 

  

As I move forward in my professional development I will reflect on the lessons I have learned from previous experiences and the different leaders I have worked with.  I was just offered and accepted a new position within my organization.  I am eager to learn from my new leader.  He has been with the organization for about 30 years so I hope to get as much insight and knowledge from him as possible.  As I write this I think of the lessons I learned from my previous manager.  Towards the end of my time with my team there were definitely challenges that we faced.  There were times that we didn’t agree with the position our manager took with us.  These past few months really taught me how important it is to have your finger on the pulse on the team you are working with.  Some of my decision was based on the direction I saw my team headed in which to me was unfavorable.  But in all honesty, my time with them was predominantly positive and I am grateful for the experience and more importantly the relationships I was able to make.

  Obolensky, N. (2014). Complex Adaptive Leadership (2^nd ed.). Burlington, VT; Gower Publishing.