COLLAPSE SUBDISCUSSIONWilliam Dixon Sr.YesterdayApr 29 at 12:54am
Manage Discussion EntryMarcus,
When we consider all of the challenges leaders faced during the height of the pandemic we must also consider the largest factor, people. In your comments you stated, "For instance, the pandemic disrupted the regular and physical presence of brick and mortar offices and forced the organizations to support remote and telework. Increased dependency on technologies and updating systems to ensure alignment created challenges for leadership. None of the studies and predictions helped ascertain the situation that such a paradigm shift of working style will be required as a new norm."
One other provision leaders needed to consider included increasing trust in uncertain times. Bawany (2020) described disruptive leaders being structured and planned, yet work from home edicts required leaders to trust people but verify the work. At that point leaders had to decide how they were going to trust their team. Good leaders found solid avenues of trust and employees flourished, in cases where leaders failed a lack of trust also existed. What do you think stops leaders from developing trust?
References
Bawany, S. (2020).
Leadership in disruptive times
. Emerald Publishing.
ThursdayApr 28 at 8:51pm
Manage Discussion Entry
New ways of conceptualizing leadership and developing future leaders are greatly needed for the future (Iordanoglou, 2018). Leaders can create change, deal with crisis, and problem solve. The world has entered a new situation of volatility, uncertainty, complexity, and ambiguity. Organizations must translate visions and challenges of today’s world and choose a leadership style that is able to motivate and adapt to the magnitude of the occurring problem. Transformational leadership is a participative style of leadership (Juhro, 2018). Transformational leadership is also recognized along with responsible leadership which is alignment with critical success factors necessary to thrive within the VUCA world. Leadership involvesinfluence.It is concerned with how the leader affects followers. Without influence, leadership does not exist (Northouse, 2016).
The right leadership is critical for an organization to thrive in disruptive business environments. Disruptive leadership are visionaries when it comes to the technology frontier. The dramatic changes must be embraced by organizations to adapt and respond quickly to change. This is a paradigm of leadership. Disruptive leadership greatly requires critical thinking skills, agility, and emotional intelligence. This trend within leadership moves from transactional management to transformational leadership with engaging stakeholders toward the success of the organization (Bawany, 2020). The one driving forces of disruptive leadership is to challenge conventional wisdom while discovering creative possibilities for the transformation of an organization. Disruptive leaders also motivate and inspire employees while embracing new skills in a disruptive competitive environment.
Iordanoglou, D. (2018). Future trends in leadership development practices and the crucial leadership skills.Journal of Leadership, Accountability and Ethics,15(2), 118-129. Retrieved fromhttps://www.proquest.com/scholarly-journals/future-trends-leadership-development-practices/docview/2114612054/se-2?accountid=32521Links to an external site.
Juhro, S. M., & Aulia, A. F. (2018). Transformational Leadership through Applied Neuroscience: Transmission Mechanism of the Thinking Process.International Journal of Organizational Leadership,7(3).
Northouse, P. G. (2016).Leadership, 7th Edition. [Bookshelf Online]. Retrieved fromhttps://online.vitalsource.com/#/books/9781483317540/Links to an external site.
Bawany, S. (2020).Leadership in disruptive times. Business Expert Press.
YesterdayApr 29 at 10:13am
Manage Discussion EntryHello class,
Leadership in today's environment is important but leadership practices have not proven adequate to meet the challenges of the new era (Iordanoglou, 2018). Two trends to look at that have been increasingly relevant in the past couple of years is 'uncertainty' and 'remote leadership'.
Remote Leadership has been a forced effort in the past couple of years given the pandemic. The business need to communicate efficiently remained while moving everyone to remote locations to work. Technology emerged to facilitate this need for efficient communication and many companies and enterprises adopted a more streamlined way of communicating through DM (direct messaging) applications. While some organizations may have already been using communication tools, others may have had to quickly adopt and refine tools, changing how they communicate culturally, to adapt to the new normal. While we see workforces returning to normal and moving back to in-person work, we see a drop in some of the digital mediums that were used during the pandemic. For those employees that chose to stay remote or that were hired remotely without access to an office, new problems are arising with conversations happening in-person and remote workforces being left uninformed. While the workforce will likely remain hybrid in some way, shape, or form for most industries, we will need to adapt to the hybrid communication model that is inclusive to in-person communication as well as remote communication, ensuring that the same level of robust and quick communication is used and received by all employees across the organization.
Uncertainty is another point of concern in today's environment. Uncertainty about the future and the lack of knowledge to predict future trends or understand how to strategically approach future outcomes. Past data can often be a predictor of future events, but there is still a level of uncertainty hanging over an organization. For example, future-proofing organizational goals may have not accounted for a pandemic, but the pandemic event forced companies to flex to survive. Approaching uncertainty with a strategic plan on how to flex and adapt, rather than how to handle specific events that can not all be named is a key to unlocking and working with uncertainty. The business environment is always changing, even without these one-off situations, and organizations need to understand inputs and appropriately look ahead to future uncertain possibilities. Much can be gleaned from data, but understanding how to read the right data for the right insights to act on is a strength that companies need to lean on. There is still, without a doubt, a level of unpredictable uncertainty and confusion around unprecedented events (like a pandemic).
References
Iordanoglou, D. (2018). Future trends in leadership development practices and the crucial leadership skills.Journal of Leadership, Accountability and Ethics, 15(2), 118-129. Retrieved fromhttps://www.proquest.com/scholarly-journals/future-trends-leadership-development-practices/docview/2114612054/se-2?accountid=32521Links to an external site.
Bawany, S. (2020).
Leadership in disruptive timesLinks to an external site.. Emerald Publishing.
Howieson, W. B. (2019).
Leadership: The current state of playLinks to an external site.. Emerald Publishing.