21st Century Leadership Complexity and Collaboration

Question: Discuss about the 21st Century Leadership for Complexity and Collaboration. Answer: Introduction The inception of management research transformed how leadership was perceived. The emergence of new managerial skills led to a new perspective on leadership. This was because, within management research, leadership was taken to be effective only if it resulted in higher economic output (Lorz, 2005). The objective of this study, therefore, is to provide a critical literature review on the topic of 21st century leadership. Lorze, (2005) note that there are numerous definitions of what is leadership. However, he identifies four elements which are persistent in all leadership definitions. These elements include; Integration of these components, therefore, results to the formulation of what can be termed as 21st century leadership definition. Leadership is the relationship process between the leaders, the followers, and the environment. It is an interaction process because it entails vision formulation on the basis of situational knowledge and unifying the followers to attain the vision (Lorz, 2005). According to Saee, (2005) the 21st century environment is featured by tremendous changes which have influenced how business is conducted. Advancement in telecommunication and availability of internet has contributed to rapid globalisation. As a result, the contemporary society is well interconnected through the internet; hence, a changed business environment which demands new competencies. Predicted Key Competencies for the 21st Century Leaders The key competencies for 21st century leaders are rooted in the organisational trends, global trends, and the follower trends. Each of the trends demands certain kind of competence. For example, organisation trends refer to the advancements that affect the core designs of the organisations and how they respond to the changing environment. Hence, leaders are evaluated not only on the basis of the profits they make for the organisation, but also on the ability to interact with stakeholders both within and externally of the organisation. Organisations thus demand a leader who can make it fit for the changing environment. Therefore, flexibility is a key competence predicted for the 21st century leaders. It is the utmost to aid the organisation to react to the shifting trends (Strock, 2010). To achieve it organisation leaders need to replace the network and hierarchies with structures that support flexibility. Global trends, on the other hand, refer to the trends that arise external of the organisation but have a significant impact on the organisational advancement, on the followers, and on the leaders. The influence of global trends leads to increased dynamism that affects almost every business process. Advancement of technology has further connected all stakeholders on a global standpoint. Internet availability has made information available hence increased levels of knowledge (Tice, 2007). Besides, this has intensified competition for cost efficient processes and creativity. Similarly, the quality and the cost of products and services can be compared with ease on the global platform. Hence, 21st leaders are expected to be innovative. They must have the ability to think creatively and to see beyond the immediate situation. Similarly, they must have the audacity to explore and integrate emerging trend to their organisations as well as to appreciate emerging and unexpected opportunities. Followers trends are mainly affected by both the global and organisations trends. Followers transform as the environment around them change. As a result of this change, followers become diverse. This diversity is further influenced by gender and culture as well as culture. Global and organisation trends enable followers to be knowledgeable. Therefore, 21st century leaders need to possess the exceptional intelligence to manage all the followers. Equally, they must have the ability to manage diverse people. The Difference between Classical Leadership capabilities and the 21st Century Leadership Capabilities In classical leadership, leaders were conceptualised as the well-educated professionals who understood organisation rules, and thus they managed their enterprises in hierarchical order. Hence, classical leadership is featured by autocratic leadership model which applies classical management style. In such leadership, a leader is a manager who is authoritarian. In addition, he/she is power-retentive, and all decisions are dependent on them (Dantzer, 2000). As a result, this kind of a leader heads the organisation alone and impacts it alone. This style of leadership, on the other hand, does not entertain consultations and entail issuing of orders and requests. Similarly, classical leadership is characterized by bureaucratic leadership approach. According to Perrin, et al., (2010), classical leadership approach emphasise adherence to stipulated administrative policies and procedures. Hence, it is marked by differential models of authority, division of administrative duties, and linear c areer path. Conversely, 21st century leadership is featured by leadership capabilities which are focused on replacing the classical leadership approaches. Hence, the leadership in the 21st century is marked by core capabilities such empowering, visioning, sensemaking, relating, and inventing, among others. In classical leadership approaches, only a limited amount of powers are delegated, this is done to ensure only the leader retain the control. However, in the 21st century leadership, leaders empower all those under them at all levels (Streat, 2012). Leaders also ensure transparency and accountability to enhance attainment of the organisations objectives. This is further boosted by the ability of the leader to make sense of the environment. Hence, in this model of leadership, a leader must be conversant with all that happen around the organisation. Leadership styles in the 21st century also acknowledge that a leader must have the ability to relate with and work through the other people. To achieve this, leader then must possess effective communication skills which will move the team members to commitment. Similarly, a 21st leader must have the ability to create a vision for the organisation. That is, he/she must identify what the organisation aims to achieve, what is possible, and how to attain the set objectives (Bersin, 2012). These demands call for a leader who is innovative. Innovation will be the key to achieving the set vision through creating processes and structures which will aid the team to work towards the vision. Underlying Causes of Changes in Leadership Capabilities Longwell-McKean, (2012) argues that the changing trends are transforming how, where, and with whom the business is conducted with. Technological and telecommunication advancement have made business environment highly competitive. Therefore, change seems the most natural thing to fit in the 21st century business environment. Similarly, the needs and the knowledge of the customer is rapidly evolving due to globalisation; therefore, any organisation willing to remain relevant must change to meet the demands of their customer. Davis, (2012) affirms that the underlying cause of change to leadership capabilities include external drivers like technological and telecommunication advancement, Availability of information, and changing business environment, globalisation, diversity, and downsizing. Analysis of 21st Century Leadership The 21st century is characterised by rapid technological advancement, development of a global economy, and increasing cultural diversity. Hence, leadership competencies have changed to adapt to these changes. As a result all scholars who have indulged in the management research agree that leaders have an obligation of identifying vision, formulating strategies and mobilising both financial and human resources to attain the vision. Besides, leaders monitor both the external and the internal environment of the organisation to align the organisation vision and the means to attain it. This approach is present in both classical leadership styles and the 21st leadership approach. However, in the 21st century leadership have been transformed into teamwork, where decisions are made in collaboration (Davis, 2012). In addition, this study has established that extensive research has been done on this subject of 21st leadership. However, researches indicate that leaders in the private sector are rated higher in leadership competencies than those in public sector. Dantzer, (2000) argues that the disparity result from different perception of which leadership competencies are the most critical in each sector. This fact, therefore, indicates a research gap in which both sectors can share leadership competencies in the 21st century. Therefore, a study should be launched to identify these competencies considering the same external drivers influence both sectors. Conclusion The 21st century leadership demands creative thinking on ways to solve the current global challenges. According to George, (2010) leaders must establish innovative approaches to deal with the complexities facing the organisations and the business environment today. To achieve the adaptability needed for the current challenges leaders must appreciate collaborative thinking. As acknowledged earlier, the 21st century leadership is featured by interdependence and interconnection of both the internal and external drivers which has changed the business environment. As a result, new competencies are demanded to address the emerging complex global issues. This research, therefore, recommends that there is urgent need to retrain leadership candidates both in the private and the public sectors on new emerging competencies. The study has further identified communication, visioning, teamwork, ability to learn, and cosmopolitan view of the world as the most critical competencies the 21st century leadership candidates must be trained on References Battilana, J., Gilmartin, M., Sengul, M., Pache, A. C., Alexander, J. A. (2010). Leadership competencies for implementing planned organizational change. The Leadership Quarterly, 21(3), pp. 422-438. Bersin, J. (2012). What Makes a 21st Century Leader? 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