Table of Contents
2.0 What are the predicted key competencies for 21st-century leaders?.
2.1 Key competencies for 21st-century leaders.
2.2 Theories that can be considered under the contemporary approaches of leadership.
2.2.1 Attribution theory.
2.2.2 Charismatic leadership.
2.2.3 Transactional leadership.
2.2.4 Transformational leadership.
3.0 How are these similar or different to classical leadership capabilities?.
Contingency / Situational Theories.
4.0 What are the underlying causes of changes to leadership competencies?.
4.2 Technological innovation.
4.3 Demographic Changes.
4.4 People issues.
4.5 Personal evolvement and growth.
5.0 Compare, contrast, synthesize and critically analyze the academic research on this topic.
5.1 Definitions scholars debated on the topic.
5.2 Key themes/theories.
The Role of 21s century leaders.
Toward 21st Century Leadership Development
5.3 Potential applications and implications.
In this 21st century, practicing appropriate leadership in business is one of the key factors for gaining business success. According to Burns (2015), leadership is the process that a leader or manager applies in the workplace to inspire his/her follower and improve productivity. According to Bass (2015), effective leadership supports the leaders to motivate and influence their followers and team members to achieve the business goals and objectives. As McFarland (2014) notes, leadership is the personality and attitudes that are developed by leaders and/or managers to encourage the followers and team members towards the organizational goals.
As leadership has been a factor in this 21st century, there is argues and debates against and for the leadership practices in business organizations. Pauleen (2014) stated that the main principles and actors of leadership are unchanged for ages. However, there are several challenges that are being faced by the managers and leaders in the workplace (Kotter, 2015). These challenges mainly come from the business external environment and several internal factors in business operations. Therefore, for 21st-century leaders, this is a factor to practice effective leadership in the workplace motivate the followers (Bennis, 2016). Because of frequent changes in the business operation and demand of people in the workplace, the leadership should be accurate, dynamic and knowledgeable in the workplace. Llundin and Lancaster (2015) said the leaders in the 21st century must be aware of globalization, and business internal politics to gain success in the workplace.
2.0 What are the predicted key competencies for 21st-century leaders?
2.1 Key competencies for 21st-century leaders
Strategic focus and vision
Every individual business has its own vision, mission, aims and objectives with a specific strategy. Therefore, it is essential for every single leadership in the 21st century to focus on these vision, mission, aims and objectives, and business strategies to gain organizational goals (Bennis, 2016). Mullins (2014) said the leaders in 21st leadership practices need to be adaptable and flexible and manageable in different views. Otherwise, it would be difficult for the leaders to bring differentiations along with high-level goals. Then, leaders must track, review, get feedback and listen to their customers to understand their changing needs and expectation. Leaders also need to focus on the stakeholder’s expectations to engage and involve them within the business (Bass, 2014).
Communicates powerfully and prolifically
Mullins (2014) said effective communication practice by the 21st leadership is a big factor. This is because globalization has now been an issue in modern and multinational organizations. Globalization creates cultural and language barriers among employees in the workplace. Therefore, the managers or leaders must have multi-skills to communicate with all of the followers who come from culturally diverse backgrounds. According to Bass (2014), good leaders may use several communication channels including verbal and non-verbal communication, oral communicator, or written communication. The managers can use a blog post, phone or mobile, Skype call, email, message through phone, team meeting, conference, and writing formal or informal letter.
Inspires and motivates others
Torrington et al. (2015) said employee motivation is a factor to gain expected employee productivity and business performance. Therefore, leaders in the 21st century should focus on how the employees or followers can be motivated and inspired towards the business goals and objectives. McFarland (2013) said the leaders in 21st century should be helpful, supportive and optimistic, inclusive, devoted to services, and technologically savvy (McFarland, 2013).
Develop and articulate a value proposition
Mullins (2014) said it is essential for the business to develop and articulate a value proposition. Thus, a good leader always thinks deeply about how to develop and articulate the value proposition for changing as well as emerging the market for inspiring the potential and target customers to purchase the products and services, the staffs to be more influenced and motivated, the investors to invest more in the business (Bennis, 2016).
Solve problem and analysis issues
Mullins (2014) said a good leader must have decision-making and problem-solving skills. A good leader always analyses the issue from a different perspective and does brainstorming on the issue how it could be sorted out the problems solve. Then, a good leader makes effective decisions and finds out multi solutions. Next, the multi-solution is analyzed to find out the best one by the leader to be suited for all of the business stakeholders including employees and customers (Pauline, 2014).
2.2 Theories that can be considered under the contemporary approaches of leadership
2.2.1 Attribution theory
Burns (2016) said good attitudes and behavior of a leader is essentials to lead and move the followers towards business goals. In addition, this theory suggests the leaders have both internal and external behaviors. According to (Bennis, 2016), external behaviors mean environmental factors, social, legal and environmental issues. Then, the internal behaviors mean abilities, attitudes, commitments, and skills of a business……….