One only needs to read the first paragraph of appendix B to
answer the question of old leadership styles becoming redundant. As Obolensky states, old models that worked
are being updated/refined in order to bring them up to speed with the new
trends in leadership like polyarchy (Obolensky 2012). Just like most other facets of life, few
things are permanent; instead, they morph/grow/change with time, which is
exactly what is happening with old leadership models. Old models are being revisited, complexity
science is applied to them, and updated models are then promulgated to the
world. In fact, viewing the science of leadership
as a complex system itself, failure of these theories to adapt would mean that
it isn’t a complex adaptive system after all which it clearly is.
The biggest implication of this fact lies more with the
change aspect of the above statement than the current specific trend of all
things polyarchy. Who knows what the new
idea will be in 20 years? No one can see
into the future; however I would bet my house and my retirement that things
will be in flux then just as it is now. New
ideas will continue to hit the industry as understanding of complexity science
increases and further data is available to support or refute the ideas
contained within it. As a result, the
biggest implication for how this current change will affect me as a leader in
the future is that I must stay on top of the new ideas as they hit the streets –
I must constantly be adapting my style as leadership theory itself adapts. This will require staying tuned in to the
latest models and academic thought regarding leadership and will also require
me to keep an open mind as new ideas are often counter to established thoughts. Moving a little closer to current times, in
the immediate future my plan is to discuss complexity science and its
leadership implications with my students in NROTC as well as push myself to be
a polyarchic leader to the greatest extent possible considering the limitations
I have placed upon me due to naval regulations.
More so than some of the other ideas learned to date in the leadership
curriculum, I think that applications of complexity science could do a ton of
good for developing leaders and I can only hope I can pass of a fraction of the
knowledge I have gained in this class.
Obolensky, N.
(2012). Complex adaptive leadership, embracing paradox and uncertainty. Gower
Publishing Company.
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