New Leadership

NEW LEADERSHIP The cycle of changes seems to quickened and intensified. The problem with current change is twoflod. First, the pace of change has quickened so much that it is difficult to keep up, and second, the changes themselfes ar filled with so many other changesbthemselves are filled with so many other changes and increase levels of complexity that they are difficult to undestand. People are finding change challenging and difficult to cope with. The leaders's role is directed toward understanding the complexity of change and transalting it in a manner that can be understood by those upon who it impacts. First, however, the leader must find his or her meaning imbedded in the change, to translate itform a personal perspective with both passion and coherence. Given its current current complexity, a different understanding regarding change and its functon in the world is unfolding. In today's world, driven by incresing technology,globalisation, fiber optic connectedness and the machination of complexity science, the leader had much to contend with the translating realities into the common work experiance of those he or she leads. UNDERSTANDING COMPLEXITY The leader must know how to incorporate into his or her understanding of leadership this application of multifocal complexity. Furthermore, a leader must apply these notions of quantum reality and complexity to the leadership role and workplace interactions. within quantum reality, itis increasingly understood that, although the individual is very important,the relationship between and amoung the individuals and the collective relationship to the system is even more critical. The ability to intergrate group activites, to cross group boundries, and to see all systems as a fundamental set of relationships is a critical skill set for the contemporary manager. This leader must reflect an understanding of the independent and interdependent activites that are necessary to create effectiveness and sustainability in systems. Rather than exhibit unilateral control, this leader recognises that control must be distributed across the system. This distribution is entirely dependent upon the work,accountability, the authority necessary to undertake the work, and expectations for performance. The leader also recognises thta there must be goodness of fit between context, content, and outcome. Great change is achieved throught small and successful increments of change that when aggregrated leand themselves well to the success of greater and broader change. This kind of change is nonlinear and doesnot represent many past strategies that have been used to undertake change. The quantum leader knows the relationship between the expenditure of energy or the input of work may not always relate to the breadth and dept of the output. In short, the vaaries associtation with work may have littel to do with how much work one does, but rather have more to do with the intensity of fit between the activity, the intent, and the outcome. Clearly, the leader must have a new understanding of this complex and dynamic relationship between workers and work. For a leader there are important skills that are necessary for applying complexity principles in the expression of the leadership role. There are nine basic principles that influence the leaders role: Principle 1 The leader looks at every activity in the organisation thorught the eyes of the quantum system.

Principle 2 Create the broadest possilble vision with any number of variables in which people are free to form and unfold new ways of working and creating Principle 3 Create a balance between structural and mechanical formality and relational and intersectional dynamics, recognizing the contribution of each to the other and of both to the whole. Principle 4 The leader must maintain tension between the chaotic and the orderly in managing information , human dynamic, differences, linkages and environmental and contextual circumstances Principle 5 The uncertainty of tranformation in change brings with it the necessary engagement of both tension and paradox. Principle 6 Ambiguity and uncertainty are fundamental conditions for effective change:you do not have to be sure to be successful. Principle 7 The formal organisational networks are critical to an organisation's success, as are the formal networks. Principle 8 The most important part of system is their intersections:larger systems should be the aggregation of successful smaller systems. Principle 9 All creatures both compete and cooperate for resources and for the opportunity to live. ........................................... The leader must be aware that older skills and talents gained from experiances in previous learning are newly subject to the question. Woke knw represents a whole different set of values, interactions,and intersections and requires the ability to intergrate,coordinate and facilitate these dramatic changes in work. The problem of all this change is that much of want leader have learnt in the past for addressing chang is no longer adequeat for today emerging deamd for leadership. As a result, learder are offen frustraed with a lack of skills to address the changing charater of work, an employees are uncomfortable with the quality and content of the work of those who lead them. As a workplace changes, so does the need for leadership. However, in order to lead well, the leader must gain new insights and skills, change the talents and abilities required over a life time of experience, and adapt and adopt new behaviours and patterns of leadership to better reflect the context for work in today's environement. Along with significant technological innovations, changes in communication, and the globalisation of work, leaders also must adjust to instant communication, unbounded relationships, the globalisaiton of economics, a shifting political

landscape, high tech clinical processes, knowledge management, and a host of other challenging and daunting changes in the way in which humans relate and interact together. All this has a dramatic impact on the ability of the leader to provide meaning, value, and a clear direction within the context of the 21st century. Simply dealing with the context of leadership and the drama of new emerging work relaities can frequently be overwhelming for leaders. The pace of change and the demands of that pace are sooo challenging that it appears almost beyond human competency to be able to address these changes in a meaningful way. The leader must engage change with the expectation that it is a permanent condition. Leaders must eximplify in their own role a constant and continous engagement of change as a fundamnetal part of their leadership experinece. Within their own behavious and adaptation, leaders eximplify a living accomodation to the constantcy of change. Representing this reality as a personal leadership exaample and model of engaging change is a critical part of the leaders role. The challenge of a leader exists at the point of tension between personal stability and ever-evolving dynamic of change. Leaders must be able to demonstarte in their personal lives and leadership the engagement with an embracing of change. They must be able, at the same time, to maintina sufficient calm, peacefulness and adaptability so staff can incorporate those qualities in their own roles as they confront life-changing events. In this way, leaders become conduites for change, instruments hat staff can witness and themselves incorporate as an appropriate model of encouragmeent and accomodation to change.