It has been said that without Leadership, all different business components becomes lifeless (Mullin, 2016, p 765). Effective leaders can assist an association with maximizing profitability and accomplish business objectives, though powerless initiative can hurt efficiency and put the soundness of the business in danger. The administration isn’t one cover trademark that fixes all ills, in any case, there is a wide range of components that must be available for an association’s initiative to be viewed as satisfactory (Lim, et al., 2010).
Technology has changed, businesses operations have changed, choice of transport, ways of communicating, work ethics, lifestyle and even working styles have changed so how can leaders inspire people with the old school i.e traditional leadership style?
As said by Bill Gates, in 21st Century leaders will be those who empower others (Nankervis, et al., 2005).
Mullin (2016) asserts that work now is done by a mixture of all styles of leadership because now employees want fewer contracts and rules and more involvement, responsibility, freedom and motivation.
To understand the contemporary styles of leadership, let’s have a look at this video which talks about the theories of leadership (Credit goes to the v-blogger)
It’s important to know the differences between leadership now and before. Traditional leaders use to believe in coercive power, maintain ownership, deliver structured solutions, allocate work and responsibility, review performance annually whereas Collaborative leaders believe in democracy and freedom, they use referrant power, they share information openly, encourage discussions, do in-depth understanding of the problem, allow responsibilities to be chosen according to the interest of the person and feedbacks are given right away (Uhl-Bien, et al., 2007).
Kruse (2013) identified that there is a different perception. Peter Drucker believes management is more important whereas Kurt Lewin believes leadership is. There is no right answer to it as it depends on various other factors. However, a good combination of both leads to business success. the main difference between leaders and managers are given in the Figure below.
New Trend of Leadership
The present organizations are confronting new, unusual difficulties. What we’ve thought of as initiative aptitudes—setting bearing, having the appropriate responses, controlling execution, running a tight ship—are less important in a situation of consistent change (Voodre & Beijer, 2015).
Business associations are getting to be both less difficult, with less pecking order and fewer representatives, and more unpredictable in light of the unstable, requesting, and aggressive situations in which they work. Administrative work is directed by the necessities of associations. The proﬁle of U.K. organizations has changed from multiple points of view in the course of the most recent century because of the weights of globalization, improvements in innovation, the rise of new enterprises, and social change (Ulrich, 2014).
The new leadership needs to be a mixture of six different styles (Figure 3)
If a leader is visionary then he/she can think long-term and persuade employees to follow the vision. Trust plays a crucial role because a success of any leader depends on he emotional bond between leader and follower.
The democratic atmosphere helps employees to participate and helps to develop a respectable relationship between leader and follower. A leader motivated employees to input the decison making leading to more cooperation and collaboration int he company
A leader needs to work towards making the more proactive team by improving their strengths and giving them confidence. Leaders do this by mentoring the employee and sharing knowledge.
This style helps to create a calm atmosphere. This controls the degree of disatisfaction or complains in the organisation. Leaders need to be good conflic resolvers and eliminate resistance to change.
This style is different from commonading and coaching. In this style, leaders encourage employees to have a high standard of work ethics and discover their own suitable style which helps them perform well.
This style is blurring in today’s organisational culture where leaders use legitimate power or coercive power to control employees. Kruse (2013) asserts that highly skilled workers dislike micromanagement but it still works in less developed industries.
One example of an effective leader according to me is Jeff Bezoz. Bezos is a to a great degree uncommon blend of visionary and ace developer — 20 years prior seeing something nobody else could see and afterward transforming it into the world’s No. 2 Most Admired Company (after Apple) with an ongoing business sector estimation of $174 billion (amzn, +0.07%) (Harkins, 2017).
John Adair (2000) believed that an effective leader needs to have certain traits and have focused on three specific areas which are Team, Individuals and Task (Figure 4)
According to this model, Leadership task needs are to be able to transit its vision to others and articulate the clear gaols in most effective manner, Group needs are to develop a high performing team and motivate them to participate and in individual needs, leaders need to form a good relationship with employee and influence him/her to work and improve in certain areas (Bradley, 2016).
So which style you think is best suitable in today’s world. Comment below!
Bradley, J., 2016. Effects of Globalization on Human Resources Management, New York: Pearson Publications
Harkins, P., 2017. 10 Leadership Techniques. [Online]
Available at: http://www.linkageinc.com/leadership-development-documents/files/content/10-Leadership-Techniques-for-Building-High-Performing-Teams.pdf
[Accessed 26007 2018].
Kruse, K., 2013. What Is Leadership?. [Online]
Available at: https://www.forbes.com/sites/kevinkruse/2013/04/09/what-is-leadership/#35d33cde5b90
[Accessed 30 06 2018].
Lim, G. S., Mathis, R. L. & Jackson, J. H., 2010. Human resource Managment. Singapore: Cengage Learning Asia Pte Lte.
Nankervis, A., Campton, R. & Baird, M., 2005. Human resource management -Strategies and processes. 5th ed. Victoria: Thomson.
Uhl-Bien, M., Marion, R. & McKelvey, B., 2007. Complexity Leadership Theory: Shifting leadership. Th e Le a d e r s h i p Qu a rte rly, pp. 298-318.
Ulrich, D., 2014. The future targets or outcomes of HR work: individuals, organizations and leadership. Human Resource Development International, 17(1), pp. 1-6.
Voodre, K. . V. D. & Beijer, S., 2015. The role of employee HR attributions in the relationship between high-performance work systems and employee outcomes. Human Resource Management Journal, 25(1), p. 74.