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Obolenskey's Assessment

 

After completing the exercise and scoring at the beginning of Obolensky’s (2016, p. 169) Chapter 10, I have come to recognize that I’m still not fulfilling my leadership traits as an adaptive leader. I will take this with a grain of salt, because of the way the answers to the questions were limited or slanted, but regardless, this exercise gave me a chance to pause and reflect. The scoring showed that I typically use Strategy #3, Involve. Although this is close to the ultimate Strategy #4, Devolve, it is still not where I envision myself being. It is more of a “pull” strategy (Obolenskey, 2010, p. 172). Further, my scores revealed that I’m both working too hard and I’m also taking too direct of an approach with my followers. I’m not immune from making mistakes and I can see how my scores reflect the style of leadership I’m using. I do think that I overcompensate and try too hard by using the “pull” strategy. When the Four + Four principles are in place, which includes the follower having the skill and will to do the job, this is the strategy for leaders (Obolenskey, 2010, p. 172).

In the last 6-7 weeks, I’ve learned a considerable amount about adaptive leadership. Fostering an adaptive culture will enable your organization or community to meet an ongoing series of adaptive challenges into the future, a future that is almost guaranteed in our day to keep pitching new challenges toward us (Heifetz & Linsky, 2002, p. 151). Learning new leadership methods, listening to other’s stories about how we share similar experiences and then arrive at the conclusion of where I stand in my development has been very exciting. Choosing a master’s degree in leadership has had some spectacular benefits for me in my professional career. This class could not have come at a better time. With the COVID-19 pandemic ravaging the aviation industry, learning how to use adaptive leadership is providing me with new elements that I can use as both a leader and follower. So, to say that my thinking has changed since the start of this class would be an understatement.

The significance of the Obolensky assessment and what it means for the future of my leadership can be found within my passion for positivity. I use these positive thoughts, feelings and emotions to motivate and inspire. However, I’m beginning to see that there is a downfall for using blind positivity; it can lead me to be less of an adaptive leader. I clearly focus too much on the connection between my followers and me or me and the other leaders. These are not terrible problems to have, but it does show a lack of development on my end. Anyone can take things too far and this assessment and the lessons learned from this course give me the chance to reevaluate how I conduct myself. I agree that I need to soon answer these same questions but have a different answer. I know this is an important step in my leadership development and will help my followers at the same time.

References

Heifetz, R., Grashow, A., Linskey, M. (2009). The Practice of Adaptive Leadership. Cambridge Leadership Associates.

Obolensky, N. (2010). Complex adaptive leadership: Embracing paradox and uncertainty. Burlington, Vt: Gower Pub. Limited.

 

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