Leadership can generally be understood as the response of people to try to make the world better, both socially, economically and in political dimensions.
The practice and understanding of leadership is underscored by the needed response to the challenges and issues, which have engulfed the world in recent times. Guthrie and Callahan (2016) argue that, the world has become highly interdependent, creating a complex need for guidance and responsible people to steer it to development and sustainability. Therefore, these complexities have brought about serious unforeseen and unprecedented issues that need leadership which is up to task, versatile and capable of providing the necessary guidance and counsel.
This calls for a 21st leadership, which is competent to give fundamental leadership perspectives which are intended to cater for the challenges and opportunities which are unique to the 21st century. 21st century kind of leadership is one which draws its perspective from diverse disciplines and theories and reflects on the integration of a wide array of traditions and practices (Guthrie and Callahan, 2016). This is to enable it to create a kind of leadership which will foster transformative change, practical knowledge to the service of the world.
The 21st century key competencies which have been predicted can be grouped into three distinct but interrelated categories. Panda (2009) argues that these competences include interpersonal, cognitive and intrapersonal competencies. The cognitive competence is the ability of the leader to display professional and technical expertise. This is because exceptional leaders should have skills which cut across diverse sectors of management and responsibilities. The leader should be able to offer guidance and purpose to their followers and be multilingual because the world has become a global village.
The display of professional and technical expertise has to be accompanied by several factors, and one of them includes critical thinking.
This is fundamental issue of 21st century leadership which is vital in every decision made. Therefore, leaders must be able to analyze, evaluate and infer on the decisions which are to be made. (Panda 2009) Therefore leaders must continuously advance the process and communicate effectively to their followers. The other factor is on innovation and creativity of leadership. This is critical for any organization to gain success and breakthrough in the highly competitive environment and be able to adapt to the ever-changing world, and business operations (Panda, 2009).
Interpersonal competencies are another predicted key competency of the 21st century leadership. Hyatt and Williams (2010) suggest that, it includes collaboration and communication with teams and followers in any business operation or organization. For effective communication, leaders should share, clarify and balance the information which they are sharing to the followers. Collaboration in this case, involves involving all interested parties into decision making, planning, negotiations and conflict solving. This is because having effective communications coupled by collaboration with stakeholders is critical in taking new initiatives and strategies for business and on the part of implementation of the policies of the business or organization.
21st-century leadership requires updated global awareness which includes then cultural, political and economic issues. Every leader should demonstrate competence in global issues and develop empathy to followers who are in diverse cultural or geographical positions (Hyatt and Williams 2010). Therefore, these leaders must understand global changes, weigh on the issues and circumstances, communicate ideas, apply multifaceted knowledge and work with a multiracial workforce.
The other key competence is in the intrapersonal relationship between the leader, followers and stakeholders. A 21st leader is one who is able to motivate and inspire others, are able to create a vision and therefore rallying their followers towards achieving those goals and objectives (Hyatt and Williams 2010). The missions and visions as created by leaders is able to make them stand out and succeed in a competitive environment. It has also a profound impact on the target market, community and potential customers who would identify with a certain organization, brand or product. In this case, the leader will be focused on the results and develop a bias for action and get these things done argues Panda (2009). It also includes the speed of execution as one of the key aspect for the success of a business.
Intrapersonal relationship also involves the ability of the leader to shape corporate culture and managing of a corporate culture. Each organization has a distinct culture which affects how people function in an organization and have things done (Panda, 2009). A leader should propagate the culture of an organization and create a belief system that followers prescribe to and abide to. Organizational culture in the 21st century is a prerequisite to having a successful transformation of change in operations of any business. Both outward and outward orientation of a person is essential leadership aspects to engage in the entire system of operations (Panda, 2009). Interpersonal, intrapersonal and cognitive competencies are key in 21st century leadership and its effectiveness.
Leadership is dynamic and his society is changing, the 21st century leadership is different from the classical leadership traits and behaviors. Saint Mary's College, (2018) describes classical leadership is the kind of leadership which is anchored on the traditional models of management and responsibility.
The classical model of leadership and capability is based on corporate hierarchy and assumes traits that assert authority in a vertical order. The 21st-century leadership is very different from classical leadership despite the fact that it has been developed from the failures or inadequacies of the classical leadership (Bolden and Gosling 2006). The top down management leadership is slowly changing and being surpassed by the 21st century leadership capabilities.
One of the common capabilities or trait of classical leadership leaders have to discover people and delegate powers and discover their innate abilities (Jenkins, 2012). However, these leaders believe that power is derived from a position of authority. This is a kind of perspective were the leader wields much control over the decisions and policy making in the organization or business. However, Bolden and Gosling, (2006) agree that the 21st-century leadership has evolved to the capacity that power is derived from collaborative teamwork. Leadership in this case, is based on the collective working of the teams, stakeholders and even the clients of the organization. Power in classical leadership is vertical and red tape or bureaucracy dictates the implementation of policies. However, in 21st-century leadership, power and operations are horizontal, in that each person is an active participant in decision-making.
In classical leadership, information is held by the management and claims ownership for it. Information has to come from above on the decisions and management policies of the organizations (Jenkins, 2012). In 21st-century leadership, information is openly shared, and knowledge is disseminated in all of the teams and followers. Saint Mary's College, (2018) suggest that leaders here a responsible for informing their followers who would then act on it. In this case, classical leaders at times listen to ideas and suggestions from their teams and followers. However, such ideas are not always taken upon or acted on and mainly show the management’s control of the situation. However, 21st-century leadership, due to its ability of effective communication, it encourages its followers and stakeholders to share information, suggest innovative ideas into the organization which would lead to the success of the business (Jenkins, 2012).
Another difference is on the aspect that classical leadership do not offer corporate culture that fosters brainstorming of ideas and suggestions to the team or followers. Rather, it gives preapproved solutions and decisions to the team. Bolden and Gosling, (2006) observed that despite that one of the competencies of classical leadership is working with a team, it is limited does not facilitate effective teamwork and collaboration in decision making, policy implementation, or the motivation of followers to achieve specified goals and objectives. Leaders in classical leadership are not versatile and are not receptive to change. They are bound to specific roles and responsibilities and expect every follower to abide to them (Bolden and Gosling, 2006). However, 21st-century leadership allow responsibilities and roles to fluctuate and evolve. These leaders give followers the capacity to be innovative and creative in solving of problems and policy implementation.
However, there are specific areas where classical leadership styles and 21st-century leadership converge, and this is having work done in the immediate way possible. Both leaders ensure that results have to be realized in the shortest time possible. This is despite these leaders using different means to achieve those results (Croft and Seemiller, 2017). Also, both leaders have a competitive nature where they aspire to be successful in the market place. Every leader aspires to protect the values of the organization and try to merge them with their vision. All of the leaders make their decisions based on principles, which they prescribe to.
There are several factors, which has resulted to the change of leadership competencies, where there has been a drastic deviation from classical leadership competencies to the 21st century leadership styles and practices. One of the most critical aspect, which has led to change of these competencies, is globalization. The late 20th and 21st century has experienced tremendous changes on communications technology, and sociological, political and economic aspects of management. This is because globalization affects markets, competition, customers and international employment aspects(Harvard Business Review, 2018). Many companies have now gone international and it upon the leader to learn the customs, laws and traditions of the international market so that they will make an impression when making into new customer bases.
Faulkner (2007) agrees that, a leader must therefore understand and consider those aspects because thy will provide beneficial and effective leadership to the organization or business. Sensitivity, and awareness to cultural differences which are coupled by honesty, integrity, and respect will make one have a lasting impact on a global scale. To be respected and effective on an international scale, a leader should be trained according to changing world.
Globalization has caused increased competition in the market where there are many companies and organizations which offer the same brand and would like to dare abroad. Therefore, every leader must have that competitive advantage over their peers or competitors. One factor which is very common in the 21st-century market is that it is flooded by the same products or brands and therefore it takes tremendous leadership changes to make an impact to the clients and succeed (Harvard Business Review, 2018). A reduced attrition rate is needed for effective leadership in a globally competitive environment. Therefore, updated leadership styles are needed for achieving of organizational goals productively.
One of the critical aspects of 21st-century leadership is it is constantly bombarded with the ever-changing demands of the customer base. In addition, the targeted customer base would need a leader who understands their needs and satisfy their needs (Harvard Business Review, 2018). For example, millennials make about three-quarters of the target market of the products of the 21st century, and therefore, there is needed leadership transition from the classical one to the 21st-century types. This change of the demography of the client base has transformed how they have to be approached, the level and medium of interactions. The younger generation of followers would want to have people who they can identify with, and many organizations are positioning young people into power because they are versatile, energetic and creative. Therefore, this has led to the change of the classical leadership narrative to the 21st-century style and practice.
The technological advancement of the 21st century has transformed the dissemination of information to followers, keeping up with feedback of clients, interacting with stakeholders, and convening of meeting (Penney, 2011). Many 21st-century leaders use the social media to keep abreast with issues of the organization and interact with the client base. Virtual communication technology has enabled leaders to communicate in different territories in real time and this has changed how leaders interact with subordinates and how team leaders would handle their coworkers. 21st-century leaders need to be tech-savvy and able to use the information which is readily available in the internet for the success of the company or organization (Penney 2011). One of the primary agents of communication and payments in modern businesses has been digitalized and therefore needs a 21st-century leadership to steer the organization or business to success.
In line with operations and transactions of business, a leader’s approach and styles can become outdated and the followers can cease to be responsive. Barnes, (2010) observed that this is because they are no longer willing to follow their leader as they have stopped growing and learning. When a leader stops reinventing themselves, they become complacent, make bad decisions and do not put efforts to invest in themselves. In the 21st high-paced and competitive environment and global market place, businesses and organizations cannot sit and wait for leaders to invest in themselves. It will be too late to have those leaders to develop the necessary skills and competency (Barnes 2010). It became therefore paramount for businesses and organizations to choose leaders who are effective within the organization and can steer it to greater heights.
The aspect of changing operational environments and followers is also a reason as to why change in models of leadership has to be affected. One of this concern is on those leaders who would behave as if some people on the organization or business owes them something (Bolden and Gosling 2006). This is a kind of self-entitlement which is detrimental to the success and development of the organization. This can be a sign of leaders who are power hungry, an aspect that can lead to victimization and desperation. This kind of leadership is detrimental to the growth and success of any organization or business and they lose respect and command to their followers. This leadership is more common in hierarchical power distribution organizations, where a person consolidates all powers and considers him/herself to be self-sustaining and in control (Bolden and Gosling, 2006). This is the reason 21st century leadership is more approachable, to create a workplace which is harmonious, and collaborative and would spur followers to be productive and motivated.
As Guthrie and Callahan, (2016) note, the 21st century leadership is more than the traits, styles, or behaviors of any person in a position, because it is kind of leadership which views itself as a domain of an integrated social network. It is not limited to those in charge, but a responsibility of all those who participate in a certain event or organization. While 21st century can be understood as a way in which it complements administrative and management functions, it is fundamental aspect of any organizational life, and it requires distinct attention for its development and practice (Jenkins, 2012). It is therefore an integrative and multidimensional way of leadership that is anchored of relationship. Through a shared vision, aspirations and purposes, it brings new ways of knowing, being, doing and having respect to the developmental nature of humanity.
Although there is a difference in the approaches and focus of the philosophy of 21st century leadership, there are three key themes that are common, which have transformed the leadership of the day. Croft and Seemiller, (2017) note that, one of them to be shared leadership, where there is a distributed, group-centered leadership. The assumption here being that all people have leadership qualities which can be pooled together for success of the organization. The other theme sees leadership as a relationship where there is a network of integrated relationships, anchored on the concepts of partnership, participation, collaboration, empowerment and service (Croft and Seemiller, 2017). The third theme of the 21st-century leadership sees it a community where the conceptual settings are envisioned in the organizational community. In this case, there is a shift from self-centeredness to communities of commitment (Croft and Seemiller, 2017).
To conclude, the last half of the 20th century had seen business leadership to be an elite profession, where managers would dominate the workforce with classical leadership styles and practices. In this case, the leaders would strut the leadership from top to bottom and command control over the process and rules of the organization, through multi-layered organizational hierarchies. However, a new generation of leaders have come up to change the ways of organizing followers, aligning the followers with the vision and mission of organization and empowering others at all levels. In this case, the advantage of 21st century leadership is that it is capable of sustaining results which are superior for a long time, and focus on collaborating, serving, and empowering of people in all levels of the organizations or business.
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