Organizational Work Environment
In context to the organizational work environment, the manager or executives may not be the core entity in a leadership role. Executives and top management change with time, but a leadership survive for a long time if developed comprehensively. A leader can be anyone with specific competency, experience and capacity to transcend and lead on his or her qualities rather designation. Generally, directors will permit distinctive leaders to approach and inspire the diverse workforce of an organization in order to progress to the advanced level of success. Nevertheless, distinctive circumstances demand different styles of leadership.
HR and Leaders
HR and leaders are facing few challenges in the corporate world. First, continuous investment in leadership development is done by an organization to secure leadership qualities among top employees. Training is done to make employees capable of taking decisions without direct supervision. Such activities highlight towards ‘Laissez-Faire’ style of leadership where employees work independently based on their flexibilities, adaptabilities, and competencies. It must be notified that training is not done by exposing leaders towards corporate tools and equipment, but done through environmental exposure. Leaders should sustain actual accountability in case of failures. In self-opinion, it is important for leaders to adapt ‘Autocratic’ leadership style by taking complete control of a situation and set visions and directions for business. In the modern era, accountability is a huge challenge where leaders should act as an authority and follow strict policies to minimize failures.
Grown Up Digital
Employees are “grown up digital” now and tend to work in an environment that provides ‘freedom of speech”. In general, employees today strictly demand friendly environment to work, which allows them to share opinions regarding organizational missions and objectives. They tend to work feasible with mutual trust and healthy engagement. In such context, a “Participative leadership style” is effective where leaders provide an opportunity to subordinates to share their ideas in decision-making procedures.
Rapid and dynamic changes in economic and technological aspects led organizations to focus on various motivational factors. One of the focuses is role definition. The author stated that managerial and technical roles of an employee could be vital for difference making. It is important for leaders of the modern era to identify, communicate, and align these roles in order to develop mutual trust and engagement in employees. ‘Transformational’ style of leadership could be a huge contributor in communicating roles and sustaining the momentum of employees’ engagement towards achieving corporate goals. A contemporary style of leadership, namely “Emotional leadership” was proposed. It emphasizes on developing sincere empathy with employees and understands their problems. Leaders need to be expert in using emotional intelligence while working with employees having different skills and pace of learning. Employees should be mentored and monitored in a friendly manner without being pressurized by work or higher authority. In self-opinion, no leadership style is best until used appropriately according to the situation.