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.