The Environment and Context of Leadership Assignment

The Environment and Context of Leadership Assignment Words: 1766

According to Brickfield, (2011 ) the need to operate effectively and efficiently is vital to any organization, and is increasing exponentially as organizations evolve to meet the changing demands of the future. Over the past decade, increased recognition, acknowledgement and research has focused on the context of which leadership is developed for the 21st century, as it involves more than just developing individual leaders . This research paper will identify four major trends in the context of leadership. There will be a discussion of why these trends are significant as they pertain to the current business environment.

There will also be a review of how these trends affect dervish, in addition to recommendations to approaches for leadership strategy. Globalization Significance and Leadership Influences A study conducted by Bernstein, (2009) concluded one of the most significant leadership trends is globalization, as companies every. Veer are modifying business plans to expand internationally. In today’s environment, globalization is an ongoing process of interdependence and integration of economies, societies and culture.

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Terrible (2013) describes globalization as a multicultural, burgeoning hybrid Of cultures in a borderless world -? one Of sigh chaos and continuous change as if it (the world) were a single entity. As a result of such, companies have to transition from hierarchical, top down leadership models – to inclusive, participatory leadership styles. Current business trends have the requirement for 21 SST century leadership to have a global perspective; one that embraces cultural differences and diversity, one that looks beyond immediate geography in an effort to resolve issues.

When consideration is given to this concept, the reality of globalization may be characterized as a world that has become so interconnected, that the only ay to succeed is through competition with everyone, everywhere for everything. According to Maidenhead et al (2008), global organizations face complexity with respect to the dynamics of interdependence, ambiguity, flux and multiplicity. These forces drive an increased need for global leadership competencies that enable them to respond and lead effectively.

Strategies for Global Leadership The demonstration of a unique set of leadership competencies is significant in fulfilling the role of a global leader. The potential competencies suggested by Terrible (2013) are duly noted but not inclusive: cultural wariness and sensitivity is reflected in the awareness of, sensitivity, understanding, adaptation, and the desire to learn Of different cultures. Providing the tools and knowledge to enhance global leadership ability is a strategy that should also be noted.

The utilization of various approaches to determine what works best is an approach practitioners may use to encourage global leadership competency. Global leaders that take ownership and responsibility for learning and development are more likely to learn more than those who rely solely on organizational training and development (Terrible, (2013). This responsibility is typically represented through the identification of learning needs, goal setting and the adjustments to maximize learning potential.

The final recommended global leadership strategy is a personal favorite: to integrate intuitive, ad hoc learning approaches and structured global leadership development strategies. Whereas much of the global leadership learning and development is from experience and business challenges, the combination of a leaders ability to intuitively learn through engagement and predisposition is also recommended. Technological Savvy An article posted in the Forbes business section (Forbes. M) last year predicted that the marriage of technology and social media will be likened to an appliance in organizations. This concept is easily understood: in recent years many organizations have downsized on-site IT opting for the Cloud. As more employees bring their own technological devices to work, the role of IT adjusts to strategic counselor versus a cost and procurement center. Moreover, a trend that has rapidly become an integral aspect of leadership effectiveness in today’s current environment is technological sway (Berlin et al, 201 1).

Technology facilitates communication regardless of physical/ geographical boundaries, making virtual leadership a reality that will only increase -? and whereas many good leadership principles remain unchanged regardless of the technology, technological advancement presents a new challenge for leadership. For example many leaders have a leadership skill set with heavy reliance on ‘presence’ and personality, which do not translate well with electronic communication.

Strategies for Leadership In the past, leadership were often able to rely on their leadership traits to give them the edge but today’s environment calls for the need to improve communication skills using modern tools (leadership 501 . Mom). One strategy recommended is development of the ability to communicate well through written word, as those that do not may find themselves at a disadvantage. In preparation for the future leaders should make a conscience effort to develop strong writing skills; understand the difference forms of electronic communication and; understand the culture of different forms of electronic communication.

It is additionally important for leadership to understand how the intelligent use of how new technology can enhance business functions, and to be positive role models in leading the use of technology (Longing, 201 1). This concept is especially true in consideration that many young future leaders have been brought up with technology and view it as a part of their lives. A few years ago it was merely important just to understand new communication technology and the Internet. Now this is a pre-requisite for managing global teams and understanding consumer behavior and opinions.

Today, technological sway has become a key competency for the global leader of the future. New and rapid technological advances insist that leaders need not be experts themselves, but must know enough to be able to recognize and evaluate the potential of any new technology. Multi-l_bevel dervish Development Significance and Influences Leadership during the past fifty years mostly focused on individual leadership but over the last decade this model has become less effective, transitioning to a more collective and collaborative model.

Some research even suggests that the ability to lead effectively triples in importance to a leader’s career success than other skills and knowledge (Boston. Com). The demands for growth and change to ensure organizations have the right global leadership talent in the right place, at the right time has become increasingly challenging. An approach to achieving this objective calls for defining a new global leader through developing strategies, systems and processes across organizations to build the global leadership pipeline (Mercer et al, 2009).

Leadership development solutions thus need to evolve as a process instead of one time event. In order to maintain lasting and substantial benefits, leadership learning experiences must be applicable to real organizational issues; they must take place in small collaborative cohorts (Berlin et al, 201 1). This style of learning simulates how leaders work together in the workplace under both formal and informal situations. Berlin et al (2011) also posits effective leadership development insists on the provision of ongoing learning opportunities to learn from their work as opposed to taking them away from their work to learn.

Strategies Recommended As the information revolution has changed the work environment, the ability to adapt is a key component that divides outstanding organizations from the rest. The recommendations for meeting this challenge may be accomplished through aligning core leadership competencies with new business needs. Washington (2013) recommends five leadership competencies: external awareness; talent management; self awareness; legation and; decision making.

These competencies will challenge the leader on three levels: cognitive, emotional and behavioral. Current leadership trends calls for new forms of contextual awareness based on strong conceptual and strategic thinking abilities. A new form of intellectual openness and the ability to conceptualize in an unprecedented manner is needed. Leadership should increase sensitivity to diverse genders, generations and cultures, and have the ability to tolerate higher levels Of ambiguity.

Businesses must ensure that all leaders are trained in the practices of creating a culture of trust, openness and cross generational elaboration in an effort to build and maintain a cross-functional task network. Leadership development systems encourage a number of leadership practices. Thinking like a leader, gaining results through others and engaging people are just a few of the most critical people-leadership competencies (Boston. Com). Through staying engaged, leadership may effectively leverage new trends, tactics and tools to gain the competitive edge.

Organizations may successfully create a leadership brand through the creation of competency models that reflect the future strategy of the business. Berlin (2011) posits that a multi-level, innovative approach to dervish development continues to be one of the most important initiatives in our challenging business environment. Curriculum designs that implements coaching and mentoring; on the job/field assignments; action learning; simulation; assessments; virtual learning and; networking is the recommended strategy.

This strategy relies on targeted solutions that hone leadership skills at every level to drive business results. Multi-Generational Leadership A leadership trend that cannot be ignored is the generational shift underway in today’s workforce that some project will lead to a crisis, particularly in American businesses Monsoon, 2007). This workforce change is certain to create a shortage of experienced leaders at the precise time that large enterprises are becoming increasingly difficult to manage.

These changes are due to basic demographics, structural changes in organizations and generational attitudes and behaviors. In like manner, this demographic trend is determined by the large numbers of workers now reaching retirement age leaving fewer workers to replace them. As the baby boomers generation retires, the next two generations will be leading, planning, organizing and controlling the workforce. According to the U. S. Census data, nearly 1 million Millennial enter the workforce each year and by the year 2020, forty percent (40%) of the U.

S. Workforce will be comprised of Millennial. Moreover, Millennial are projected to have the competitive advantage because of their technological proficiencies, and those with graduate degrees are more likely to stay at their organizations than those without (Okapi et al, 2012). Strategies for Development Organizations that understand this demographic trend should take immediate steps to first retain their senior leaders; attract the next level of top level leadership and; cultivate a new generation of leaders.

As Millennial enter and assume leadership roles in Organizations, it becomes more imperative for organizations to learn about their organizational commitment level and job satisfaction levels; accordingly this population demands accountability, transparency and change (Johnson, 2007). Those that fail to acknowledge and respond to these dynamics may find it increasingly difficult to compete in the global marketplace. Management in today’s workforce has a significant role in the development of the next generation of leadership.

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