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Complex Adaptive Leadership, by Nick Obolensky
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"Complex Adaptive Leadership" that argues leadership should not be something only exercised by nominated leaders. It is a complex dynamic process involving all those engaged in a particular enterprise. The theoretical background to this lies in complexity science and chaos theory - spoken and written about in the context of leadership for the last twenty years, but still little understood. We all seem intuitively to know leadership 'isn't what it used to be' but we still cling to old assumptions which look anachronistic in changing and challenging times. Organisations and their contexts are increasingly paradoxical and uncertain. A broader approach to leadership is needed. Nick Obolensky has practiced leadership in the public, private and voluntary sectors. He has also researched it, and taught it over many years in leading business schools. In this exciting book, he brings together his knowledge of theory, his own experience, and the results of 15 years of research involving 1,500 executives in 40 countries around the world. The main conclusion from that research is that the more complex things become, the less traditional directive leadership is needed. Those operating in the real world, nonetheless, need ways of coping. The book is focused on helping practitioners struggling to interpret and react to increasingly complex events. To that end, it is arranged in four manageable parts and provides a number of exercises, tool and models: Part One looks at Why the context for leadership has changed, and why complexities in organisations have emerged. Part Two looks at What complexity is and what lessons can be drawn from this emergent area of scientific study. Part Three looks at How Complex Adaptive Leadership can be exercised in a very practical way at two levels - organisationally and individually. Part Four looks at specific actions as well as appendices for wider application including leadership development. The book will particularly appeal to curious practitioners with a thirst to add usefully to their theoretical knowledge of issues they have heard something about but do not fully comprehend.
- Sales Rank: #1891440 in Books
- Published on: 2010-09-01
- Original language: English
- Number of items: 1
- Dimensions: 10.00" h x 7.00" w x .75" l, 1.60 pounds
- Binding: Hardcover
- 256 pages
Review
'Drawing upon a wide range of wisdom and ideas, from Lao Tzu to Lorenz and modern chaos theory, Obolensky brilliantly argues the case for organisations and their leaders to adapt to the complex, uncertain world of today and tomorrow. He also proffers excellent practical advice on how to do so.' --Philip Sadler CBE, Vice-president, Ashridge Business School, Senior Fellow, Tomorrow s Company
'A true tour de force, in a class of its own from being well-grounded both in the science and in practical experiences.' --Margaret J. Wheatley, author of Leadership and the New Science and other books
'Chaos and order: the perpetual tension that drives and binds any organisation. What should leadership do conserve order or inspire creativity and change? In this wonderfully clear, thorough and provocative book Obolensky describes leadership as a fusion of anarchy and oligarchy, and shows how things really get done through polyarchy. This book is a must-read for anyone seriously interested in understanding what is happening to authority, initiative and influence in contemporary organizations; leaders who value conceptual clarity about their predicament will find it invaluable.' --Professor Jonathan Gosling, Centre for Leadership Studies, Exeter University, UK
Obolensky's (2010) work is a marvelous resource that...also includes detailed and extensive footnotes, meticulous graphs, and practical questionnaires...which can be used by leaders to diagnose their organizations. Obolensky's research on chaos and complexity combined with leadership practice is thorough, detailed, and more than a little persuasive...his arguments are supported by sound research and a strong familiarity with organization dynamics...he manages to bring his research into practical organizational application. --Leadership and Organization Development Journal Vol 32, Issue 3
'Chaos and order: the perpetual tension that drives and binds any organisation. What should leadership do conserve order or inspire creativity and change? In this wonderfully clear, thorough and provocative book Obolensky describes leadership as a fusion of anarchy and oligarchy, and shows how things really get done through polyarchy. This book is a must-read for anyone seriously interested in understanding what is happening to authority, initiative and influence in contemporary organizations; leaders who value conceptual clarity about their predicament will find it invaluable.' --Professor Jonathan Gosling, Centre for Leadership Studies, Exeter University, UK
About the Author
Nick Obolensky has enjoyed a successful military and business career in a number of roles, including those of Associate Director of a FTSE 100 firm, and CEO and Chairman of entrepreneurial start-ups. He is a Chartered Management Consultant and was an Executive Strategy Consultant at Ernst and Young, where he also led the Research Associate Practice. Nick has a language degree from Durham University and an MBA from IMD, Lausanne. He has been a Fellow at London Business School's Centre for Management Development and was a Founder Fellow at The Centre for Leadership Studies at the University of Exeter in the UK, Professor of Leadership at Nyenrode University in the Netherlands and a Visiting Professor at INSEAD in France. Nick has written a number of publications and book contributions and his book "Practical Business Re-Engineering - Tools and Techniques for Achieving Effective Change" published by Kogan Page has been translated into a variety of languages. His work has also been published under the auspices of the University of Exeter Centre for Leadership Studies and the RSA.
Most helpful customer reviews
4 of 4 people found the following review helpful.
Complex Adaptive Leadership
By Dr Graham A Durant-Law CSC
I was given Nick Obolensky's "Complex Adaptive Leadership", published by Gower, as a gift just before Christmas, and only now have gotten around to reading it. I like books which have a management and leadership theme associated with uncertainty: after all leadership (and management) are about uncertainty and trying to reduce risk, but I digress. I did not find Complex Adaptive Leadership an easy book to read, but I did find it interesting. Obolensky's thesis is that traditional leadership is oligarchic and requires an individual to act in a decisive way. He proposes that complex adaptive leadership is polyarchic: that is leadership of the many by the many. He is not proposing that oligarchic leadership is thrown away, but rather that oligarchic and polyarchic leadership are complementary. This is the paradox, and it creates a tension as well as uncertainty. Really the book is about alternative ways to view leadership in dynamic situations.
Obolensky's draws heavily systems thinking, Taoism, and complexity thinking, with references to chaos theory thrown in for good measure. At times I did not find the linkages to be clear, and sometimes I thought a long bow was drawn. However there is enough materiel in the book to keep the reader interested. For example I enjoyed Chapter 3 which took the reader on a journey from silos, to matrix organisations, and then to adaptive structures. Likewise I thought Chapter 4 which talked about "leadership charades" - the state of affairs where the followers know that the leaders know that they do not know - was instructive. Chapter 8 examined the leadership management distinction and posited that this emerged primarily because of oligarchic structures - I agree. This was followed by the idea that "followership" should be examined more closely and an integrated view of leadership and followership provides new ways of looking at problems. As a former Defence Officer I have practiced and studied leadership all my life. Indeed in the Army we had a saying - "lead, follow, or get out the way!" In some regards this is Obolensky's thesis - the key being knowing when to do which, with all being valid depending on the situation.
The book is definitely a text book but is difficult to read by diving into a particular chapter. I found I had to read it in sequence to understand the proposition. Each chapter begins with reflective exercise that challenges the reader to open their mind and reflect on the topic. I liked this idea. And in keeping with a text book each chapter has a summary heading with half a dozen key points listed.
A review of my library reveals I have well over 50 books with leadership or management themes. Many of them are very dry, and most of them introduce little that is new. Complex Adaptive Leadership does introduce some new ideas. For this reason I would recommend it for students at the undergraduate and post-graduate level. Overall I rate the book as three and half stars.
Regards, Graham
3 of 3 people found the following review helpful.
Excellent book appalling formatting
By IN8
This is a very comprehensive and helpful review of thinking around complex adaptive thinking. But the e-formatting is so terrible I had to buy the hard back too. The tables and figures are on their side (and you cannot tip to view them correctly) there are heaps of spelling errors - chapters go staring stopping unevenly - all rather unpleasant. Although a keen e-book reader I would recommend the hard back.
2 of 2 people found the following review helpful.
CAL Review
By A. Cartwright
Angie's Take Aways from Complex Adaptive Leadership
I recently had the opportunity to read the book Complex Adaptive Leadership: Embracing Paradox and Uncertainty by Nick Obolensky. Afterwards, Nick and I chatted about his wisdom on leadership and he was a guest speaker for a knowledge call which I facilitated.
When you think of leadership, what comes to mind around the words anarchy, oligarchy and polyarchy and the pace and how leadership has developed during changing times? Complex Adaptive Leadership declares leadership should not be something only exercised by designated leaders. The book also looks at various types of organizations and where decisions and solutions come from. Nick shares his views from research on leadership, complexity and chaos theory and makes it clear that we have indeed changed the context of leadership faster than we have changed our assumptions about what leadership actually is. A brief review of my key take aways from Nick's book below:
Key Learning/Messages:
*Interesting exercise on gathering input on where solutions come from
*Despite radical changes, organizational hierarchy has not changed much
*Fascinating exercise on YouTube by Nick on why leaders are not always needed *Charade- The challenge and support approach & the Organizational waltzes; those at top pretending to know, those at bottom pretending not to know
*Key challenges are: fear of letting go, working too hard and playing the leadership charade- overlap=unnecessary leadership stress!
*Quantum mechanics part in helping us let go of some of the more deterministic assumptions which are held,
*Butterfly effect, fractals and attractors Bifurcation theory; buttons and threads *Differing types of leadership & framework for various strategies; Tell, Sell, *Involve and Devolve mapped against the skill & will framework and the various attractors that emerge 8 principles needed for polyarchy to work well; implicit purpose, freedom to act, tolerance to ambiguity & uncertainty, people's skill & will, explicit objectives, boundaries, feedback, simple few rules
Personal Reflections/Ideas:
*Functions of leadership
*Catalytic mechanics and leadership, small effort with big effect
*Coaching's role as an attractor of selling and involving
*LEAD; Learn, Exercise, Achieve and Define
*Complex systems; self-org, inter-relatedness, adaptive nature & emergence
*Underlying complexity there are a few simple rules
*People can achieve very complex tasks if certain principles in place and in balance
*The key for leadership is being adaptive and knowing when to let go
Favourite Author's Quotes:
*Leadership at the top needs leadership at the bottom
*KISS- Keep, Increase, Start and Stop
*Edge of chaos; balance of order and chaos
*The best learning interventions are like a fractal- in other words there is a repeating pattern of how the learning is imparted
Overall, while this was a deep read, it was a great book with a lot of great visuals and information from research findings and I found it intellectually stimulating. Thanks Nick for sharing your wisdom!
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