2 2 A633.3.3.GA: New Directions Name OBLD 633 Adaptive Leadership in Complex

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A633.3.3.GA: New Directions

Name

OBLD 633 Adaptive Leadership in Complex Environments

School

Professor

Date

New Directions

The identified issue was the time wastage due to bureaucracy that led to communication, cultural, and effective decision-making issues. The problems have specific implications for the organization I am working for and for me. For example, the management hierarchies and one-way communication linked to a lack of a culture of innovation and employee empowerment would reduce my productivity as an employee and create problems for me as a leader in managing targets and conflicts. In addition, for my organization, the issues would facilitate employee turnover, poor performance, on-time delivery of projects, lack of teamwork, and disputes. Thus, it is critical to implement certain solutions in terms of strategies to handle the negative outcomes of the identified problems.

For example, one of the solutions is employee empowerment. St. Luke’s success is linked to employee empowerment as they allow their employees to make decisions and innovate. The management enables them to take risks without fearing losing their jobs. They implement the strategy of public evaluation of performance, but they don’t fire people but work on their training and development (Coutu, 2000). Besides, one of the implications is adopting a complex adaptive leadership model based on the people focus. It means the organization must focus on developing people relative to their ability (skill and will) and relationship with them. In other words, an open heart is required as investing in people leads to higher productivity and performance (Obolensky, 2017).

Also, the diagnosis and analysis of the problems are linked to the morning star. Morningstar has focused on creating a company where all members will be self-managing professionals. The emphasis would be initiating communication and coordinating the activities with all stakeholders. The organization I work for must enable employees to develop personal mission statements that indicate how they will contribute to the company’s goals and objectives (Hamel, 2011).

Another prominent implication is to manage a pool of talent who are creative risk-takers similar to St. Luke. For instance, the company invites applicants and focuses on advertising. However, the process must be comprehensive and not too long. The company must hire people who know how important it is to take risks for creativity and innovative products and services to sustain themselves in the market. Further, open communication and collaboration are crucial aspects of gaining objectives and getting a competitive edge. The company achieves desired goals when leaders allow employees to openly communicate their concerns and opinions and share information about strategies and important decisions. The employees put in extra effort and show organizational citizenship behaviors (Heifetz, Heifetz, Grashow & Linsky, 2009).

Another implication for the organization is the development of multiple skills. St. Luke’s management focuses on developing various skills in employees instead of mastering only one. It creates a sustainable competitive edge for the companies. The employees could manage diversified situations and develop solutions without depending on the leaders and other stakeholders (Coutu, 2000). Overall, the organization must emphasize employee empowerment and self-management professionals. A lack of management hierarchies and flexibility would increase the room for creativity and innovation. In addition, training and development of the employees to have multiple skills would be a key advantage for the organization to compete in the market and sustain its position. Ultimately, the organization’s performance linked to financial and reputational would increase with the individual performance of employees (Nda & Fard, 2013).

References

Coutu, D. L. (2000). Creating the Most Frightening Company on Earth. Harvard Business Review, 78(5), 142-148.

Hamel, G. (2011). First, let’s fire all the managers. Harvard Business Review, 89(12), 48-60.

Heifetz, R. A., Heifetz, R., Grashow, A., & Linsky, M. (2009). The practice of adaptive leadership: Tools and tactics for changing your organization and the world. Harvard Business Press.

Nda, M. M., & Fard, R. Y. (2013). The impact of employee training and development on employee productivity. Global journal of commerce and management perspective, 2(6), 91-93.

Obolensky, N. (2017). Complex adaptive leadership: Embracing paradox and uncertainty. Routledge.