A concept in leadership and management that has attracted the attention of many scholars in the recent past is quantum leadership. Concisely, quantum leadership in a given organization refers to an examination of the interaction of different forces in the organization. It focuses on how these forces can be managed to have a perfect future, owing to the changes bound to occur. It is often considered alongside classical approach, the predecessor paradigm of leadership. The kind of relationship that is developed between the leaders and their followers is the major concern in the area of quantum leadership. A typical organization will comprise individual of different aspects.
Factors like genders, age, religious beliefs and practices, cultural values and norms are some causes of the ideological differences that occur in organization. A proper leadership involves acknowledging these factors and developing an appropriate resolution. A good leader should not be overwhelmed by occurrences of conflicts in an organization. In fact, the main role of a leader is to resolve the conflicts that are bound to occur in an organization. Several scholars have worked on the concepts of quantum leadership as an effective way of managing people and organizations.
Ercetin, S. S., and Kamaci, M. C. (2008). Quantum leadership paradigm. World Applied Sciences Journal, 3(6); 865-868. Web.
In this article, researchers examine leadership as development from the models in quantum physics. In this approach, leadership is considered as a field of interaction between leaders and their followers. Ercetin and Kamaci provide a description of certain assumptions in quantum physics that can be applied in a typical leadership situation. They provide a comparison between quantum physics and classical physics. Quantum physics is seen to have developed due to the weaknesses that were observed in classical physics towards the end of the 19th century. It had been observed that classical physics could not provide an explanation to some of the results of experiments. The comparison illustrates the two kinds of scenario that could be reflected in leadership. It provides the foundation for the development of a model for quantum leadership. Four different assumptions are discussed that reflect on the kind of leadership that is to survive in the current and future organizational setting.
One of the assumptions in quantum physics as described by the authors is the particle-wave relationship. In this case, an object is described to have both particulate and wave nature (Ercetin & Kamaci, 2008, p865). The particulate or wave nature of objects will be best obtained through measurements and observation. This assumption is different from the perspective of classical physics. Another assumption in quantum physics is the uncertainty principle. It holds that the position of an object, its momentum, and its particulate or wave nature all fall in a single system. Such quantities or aspects cannot be measured differently at the same time (Ercetin & Kamaci, 2008, p865). The uncertainty that is encountered in the measurement of such quantities cannot be eliminated though they can be reduced. Quantum physics also describes energy to be discontinuous at certain points. Energy is seen to take on various values but cannot be zero at any instance. This is different from the classical perspective that energy is a continuous quantity. Lastly, in quantum physics, it is assumed that force applied on an object can be effective only to some extent after which additional input will have no effect on the energy of the objects.
These assumptions are reflected directly on the quantum leadership paradigm. The particle-wave relationship reflects on leadership as a field of interaction between the leaders and the followers. In that respect, the leaders and follow should actively participate in, and contribute to, the leadership. The leaders should not regard themselves as being different from others owing to their position. Rather, they need to acknowledge that they are in such a position because of the followers (Ercetin & Kamaci, 2008, p866). It is argued that the leaders should seek for input from the followers on how their (followers’) needs could be met effectively.
The principle of uncertainty reflects onto the dynamic and complex situations that are encountered in the contemporary world. The authors argue that leadership from a quantum perspective is unstructured and unpredictable. Good leaders should handle different situations as they occur. In this respect, the leaders ought not to provide strict orders to their followers. They should negotiate and provide alternative courses of actions that can be adopted by the followers. Leaders should manage the conflicts that occur irregularly in their establishments.
Discontinuity of energy as described in quantum physics reflects on the change that should be exercised in leadership. The two argue that future leadership requires individuals who can manage change and make appropriate preparations for the different dynamic situations that are bound to occur. It is also argued that everyone in a given setting may become a leader depending on the circumstances that may emerge at a given time. The leaders are then challenged to distribute some of their powers to the followers.
Similarly, quantum leadership requires application of power to certain extent. The greater impact of leadership will be seen by the kind of interaction that occurs between the leaders and their followers. In brief, the authors emphasize on the dynamic and challenges situations at work places that cannot be resolved through classical approach. The leader-follower interaction is seen to be supreme in development of an effective leadership.
This article provides an excellent approach to the nature of leadership that can be adopted in the contemporary society. It is true that many dynamics are evident in different wok places. Constant and irregular conflicts do occur at any environment that comprises individuals of diverse aspects. The management of such conflicts requires a proper interaction between the leaders and their followers. The other forces within and outside the organization have effects its leadership. The leaders then need to be flexible to adapt to the changes.
However, the article fails to point out that there are instances in which a classical approach to leadership may be applied. Situations arise in which a leader may be forced to provide strict orders in order to perform some challenging tasks. This can be applied in the police force or the department of defense.
Fris, J. and Lazaridou, A. (2006). An additional way of thinking about organizational life and leadership: The quantum perspective. Canadian Journal of Educational Administration and Policy, Iss.48. Web.
This article is developed from an account of a case study that had been conducted by other scholars concerning leadership. In the study, a leader that had been very successful in management of an organization eventually became ineffective. The leadership techniques such as proper time management, strategic planning, or training of the employees could no longer work for the leader. As described in the article, it is not the case that these techniques were not effective. It later emerged that certain concepts relating to leadership had been ignored. The leader learned that effective leadership was more than mere composure. It did not consist in exercising power and authority to enhance productivity. Rather, the leaders are required to give love, power, authorship, and significance to their followers (Fris & Lazaridou, 2006, para.3). These gifts to the followers enhance their development of self-actualization. The problems faced by this leader stemmed from the poor understanding of leadership that has been applied by several managers. This calls for an alternative to the mechanistic approach in leadership.
In the article, Fris and Lazaridou give an illustration of an alternative approach to leadership that can be useful in the management of organizations like schools. In particular, they focus on an additional quantum approach to leadership as opposed to the usual Newtonian model. The authors provide the significant distinguishing features between quantum paradigm and Newtonian paradigm for leadership. The concept of self-realization as seen in both the quantum paradigm and the Newtonian paradigm of leadership is also portrayed in the article. They also focus on the effects of Newtonian and quantum approaches to leadership on the personal worth in the management of conflicts in school environment. The thesis of the article is that an effective leadership consists in the application of both the approaches. Providing a varied view of life is essential in a better understanding of the nature of leadership.
The authors observe that the approach that has been in use for a long time in deriving the meaning out of life may not reflect on the actual state of nature. Some scholars have postulated that reality is constant whereas the others hold that reality is all about change and transition. The Newtonian paradigm of leadership, as described in this article, is based on the assumption that reality is constant. Thinking in that perspective, leaders are prompted to seek ways through which they can realize results that are desirable to them.
On the other, the quantum paradigm considers life to comprise different units that interact to give the logical patterns that are observed in the current situations. The authors do not suggest that the best approach is to shift from the familiar Newtonian paradigm of leadership to the quantum paradigm. In stead, they assert that both the perspectives are appropriate in understanding different aspects of administration. They hold that these approaches to leadership are not mutually exclusive (not able to occur at the same time). None of these perspectives should be upheld as being superior to the other.
In brief, the authors make some important observations regarding leadership. Firstly, they observe that the new (quantum) approach to leadership should not displace the familiar Newtonian paradigm. Leaders who have observed the failures in the Newtonian approach should not take on the quantum leadership paradigm as the absolute solution to the problem. The two approaches are seen to be complementary and each explains different aspects if leadership. They also observe that Newtonian approach is more applicable in simple situations characterized by a more stable environment. On the other hand, quantum approach is appropriate in the management of complex situations with several dynamics. Lastly, they observe that the two approaches to leadership have one thing in common. In both cases, there is a belief that the members of an organization are likely to perform better when they have a feeling that they are treated well by the leaders.
This article provides an excellent illustration on the appropriate leadership style that can be used in an organization in the current settings. In fact, it goes ahead to give an approach to management, a complement of leadership that collectively define administration. The authors emphasize on the effectiveness of the social interaction between the leaders and their followers. This is necessary in managing certain conflicts that do occur in the current work places.
It also bridges the gap that has been ignored by many articles that address of leadership. In most cases, it is believed that the failures that have been seen in classical approach can be managed through a quantum approach. The article succeeds in acknowledging that the two approaches may be used simultaneously depending on the situations that are prevailing at a given time. In an environment that is quite stable, the familiar Newtonian paradigm is appropriate. The quantum approach is essential in management of complex situations that are experienced in the contemporary work situations. In deed, not all aspects in the work places exhibit rapid changes that prompt for a quantum approach. This explains the need for a differential approach that has been described in the article.
Wirrmann, E. J. and Carlson, C. L. (2005). Public health leadership in primary care practice in England: Everybody’s business? Critical Public Health, 15(3): 205–217. Web.
In this article, the authors focus on leadership as it is applied in a health care setting. The article is based on the leadership in primary care centers in the British government. They focus on the changes that have been witnessed in the healthcare system and their effects on the kind of leadership adopted. The authors are confident that the dynamic situations that are encountered at the primary care centers in the UK are similar to the situations that are witnessed in other parts of the world. As such, the proposed approach could be application in the primary care centers outside the UK as well.
In order to provide quality primary care, the authors observe that much more effort needs to be pumped into the health sector. The efforts include modernization of facilities and increasing funding by the government. These additional efforts call for new powers and roles in the organizations. It is observed the ability of the health practitioners to assume the new powers and take on the new roles will be determined by the additional leadership skills (Wirrmann & Carlson, 2005, p.206)..
Wirrmann and Carlson observe that the leadership developed from policies and theories may not be applied in the real context. Such leadership styles are likely to be challenged by the kind of changes that are witnessed in some situations. They identify the weakness in considering leadership skills that could be taught and acquired through certain predefined principles. In effect, the authors introduce the concept of quantum skills as a new way through leadership in a primary care setting could be approached to resolve the effects of the changes observed. They question the view of leadership as an individualistic task and advocates for a collective leadership developed from a proper interaction between the health practitioners and their juniors and the patients. The UK government is seen to be sensitive to the changes and has made different improvements on the operations at the primary care centers.
Even though this article is based in a health care setting, the concepts so described are applicable in different other settings. The article illuminates on the real scenarios that are witnessed in different organization. In barely all the organizations, there is a need to improve on the operations. The changes in the healthcare settings that are described in this article resemble the changes that are experienced in different complex situations. Most of the changes observed at the organizations come automatically in attempt to improve on the quality of the output of the organization.