Obolensky (2016) indicated that business structure is changing: “The trend is toward more cross-functionality and flatter hierarchies, with more informality and enablement.” This trend is the result of greater general awareness, the increased availability of technology, and the explosion of knowledge that has occured over the last few decades (Obolensky, 2016). Obolensky (2016) suggested the serious and lasting consequences of the trend, “those which do not evolve this way will most likely die, sooner or later.” What are the keys to survival according to Obolensky? “More informality and enablement.” Organizational leaders need to be anxious to demolish functional silos and break the leadership charade by encouraging a flatter organizational structure and enabling leadership at all levels. Papadopoulos (2016) indicated that leadership at all levels “creates an environment around self-expression, self-organization, self-management, and full accountability for the results.” He also explained that “Leadership at all levels is a paradigm in which, regardless of your title, tenure or compensation, you relate to your company as if ‘you own the joint’. . . . You generate ideas and make decisions from a place of ownership.”
As part of this assignment I asked the operations supervisor at Era Helicopters what his thoughts were regarding “how the organization can better enable leadership at all levels.” His thoughts were insightful and right on track. He suggested that the most important component of enabling leadership at all levels is transparency. He suggested that transparency “from the top down” (Glynn, 2018) was essential to establish trust and mutual respect. He also indicated that transparency enhances the ability of all levels of the organization to “see” and understand the strategic vision. If transparency is lacking it is difficult, if not impossible, for followers to know which way their leaders want them to go. In addition, transparency leads to clear policies and procedures. When these are firmly in place people can “go to work and do their jobs” (Glynn, 2018). When they are able to do their jobs without management oversight then leadership can focus their resources and attention on “bigger picture issues” such as building and improving the team. Papadopoulos (2016) indicated that one key to developing a culture of leadership at all levels is to “Trust yourself and your team. . . .As Pat Riley, the successful basketball coach and executive, once said: ‘A leader’s responsibility is to create an environment where people and their talents can flourish.’”
Interestingly, when I asked a few pilots what they thought about “how the organization can better enable leadership at all levels” they gave me the same answers, but from a different perspective. One pilot indicated that leadership needs to communicate better, and another simply said “they need to get out of the way.” What he was implying was that the policies and procedures are in place, and management now needs to allow people to do their jobs. Papadopulos (2016) said
This concept can sound scary to some, but under a trusting leader, people will step up in ways that matter. Your team will do the right thing for you, the company and its clients because people want to make a difference, create an amazing experience for clients, be innovative, and above all, they want to leave behind a legacy.
I found it very interesting that both the operations supervisor and the pilots know what needs to be done to enable leadership at all levels; transparency needs to improve, and trust needs to increase. However, because the vicious circle described by Obolensky (2016) exists, it appears that it is difficult for management to trust the employees to do the right thing and “get out of the way.”
In my position as lead pilot I can do my part to enable leadership at all levels by promoting transparency from the top down, and encouraging bilateral trust, both top-down, and bottom-up. In addition, I can encourage upward leadership. Last week during a safety meeting a pilot suggested that flight crews should be required to use fire retardant clothing (FRC). He pointed out that nearly everybody that we work around and with uses FRC, and that we are constantly in an environment in which a potential for flash fires exists. I told him that he should submit a suggestion via our internal reporting system. Later the operations supervisor mentioned to me that it was a great suggestion, and that the safety department is looking into the possibility. Maybe leadership is more prevalent at all levels of the organization than I initially thought.
References
Glynn, J. (2018, May 7). Phone interview.
Obolensky, N. (2016). Complex adaptive leadership: Embracing paradox and uncertainty (2nd ed.) New York, NY: Taylor & Francis
Papadopoulos, N. (2016). How a culture of leadership at ALL levels will help your team take gold. Retrieved from https://www.entrepreneur.com/article/271411
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