Transition Leadership by Catherine Hayes

Author:Catherine Hayes
Language: eng
Format: epub
ISBN: 9783030427870
Publisher: Springer International Publishing

Case Study 6.4 Transitioning from Participatory to Democratic

Given the success of Ed’s previous transition, this is how the rest of the journey evolved and the successful outcomes that he and his team achieved by transitioning his leadership style from a participatory to a democratic practice. As Ed’s team built new operational structures and learned to own the collective team’s agenda their productivity increased. As challenges arose, team members developed a new pattern of consulting each other and taking issues that could not be resolved to the team meetings to gain collective input and support.

Conflicts arose as team members openly shared their different world perspectives and compromising solutions were quickly found, as the team learned to value diversity of thought. Individual members took pride in supporting each other, reporting that they felt accountable for all team challenges and outputs regardless of their origins. When Ed’s attachment to his expert inquiring mind made an appearance in team meetings, he was actively challenged. To the point that he was able to notice patterns in his thinking, adjust his responses and interrupt his behaviour when he felt that he was “wanting to dive into the weeds”. While not a straightforward task, Ed also challenged himself to let go of his need for detail and took on an expert advisory role. As the sub-teams developed, their own agendas, they took on many of Ed’s leadership responsibilities within the broader organisation, deputising for him in technical and business forums.

Proficient in running their own agenda, Ed’s team’s innovations, stretched beyond how to improve their own performance to becoming a resource for embracing leading-edge technology solutions for the organisation. They earned themselves the reputation of being the “go-to team”. The more the team supported each other, their positive, capable resonance began to influence and support the broader technology agenda for the organisation. Ed’s focus of attention transitioned into being the ambassador for his team. The outcome was that he created space within his agenda to build a new programme management function. The new function was comprised of three additional teams that were all at different transitional stages of development. By facing and working with the edges of his perceived leadership practice, Ed not only supported a successful transition of his team, he also transformed his career. The additional responsibilities that he took on earned him an Executive promotion that positively influenced the functioning of the technology division and the broader effectiveness of the organisation.

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