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Leaders play a significant role in the growth and development of their organizations. However, modern organizational leaders face numerous challenges caused by the dynamicity and disruption of the global economy. The way people live and work, as characterized by technological inventions and the emergence of social and digital platforms, has considerably impacted how organizations operate and conduct business internationally. These features have democratized and made information more accessible to every individual. Equally, a combination of information and technologically driven globalization has created a seamless and fluid global economy in the 21st century. To lead and manage their organizations effectively, leaders in the 21st century need to consider various factors, including purpose, resilience, networks, cultural orientation, adaptability, and agility.
Leaders in the 21st century should have a robust inspirational purpose. Roll (2019) indicates that personal purpose, what the leaders want their organization to achieve, is essential. Nevertheless, the leaders’ purpose should always align with what their companies stand for. Organizations and their leadership teams must have a clear purpose that goes beyond the revenue and profit they want to make annually (Kravatzky & Stephens, 2021). Leaders in this century need to demonstrate to their followers that they are focused, have a clear vision, and truly believe in their purposes by leading by example (Roll, 2019). Such traits will ensure that other people in their organizations offer unwavering support, facilitating the achievement of set goals and objectives as well as competitiveness in the global market.
The 21st-century leaders need to be resilient on all fronts due to dynamic disruptions in the global economy. Undeniably, features such as a rapid change in consumer demand, markets’ fragmentation, increased pace of technological disruptions, low cost of entry into any market, and fluid labor markets characterize the modern global economy. Therefore, leaders should be resilient in such an environment, have a strong and positive attitude when facing turbulence, and see failures as temporary hindrances as well as an opportunity to learn how to overcome future challenges. Roll (2019) notes that resilient leaders always find ways to move forward and remain ahead of others whenever they face uncertainty. Indeed, resilience requires leaders to communicate frequently and with purpose, make bold, long-term strategic decisions, and constantly enhance organizational mindset.
Leaders in the 21st century who need to be successful require well-established and maintained networks within and outside their organizations. According to Ramos et al. (2019), networks are an instrumental tool that defines the relationship of people within companies and promotes organizational changes. Networks allow leaders to better know and understand all stakeholders in their organizations. As a result, leaders can make decisions that are likely to be acceptable to all, minimizing the possibility of resistance. Equally, networks can allow leaders to identify challenges inhibiting teamwork and innovation in their organizations and design and implement appropriate corrective measures. Moreover, networks within organizations allow leaders to effectively cascade critical communication to the most influential stakeholders, who then disseminate information to other interested parties (Roll, 2019). Outside organizations, networks can allow leaders in the 21st century to identify and recruit top talent in the marketplace. Further, networks help identify new technologies, consultants, suppliers, and other leaders in the same industry who can aid in accelerating business performance and create and shape effective career paths.
Leaders in the 21st century should be culturally oriented to remain competitive in their respective markets. Accelerated globalization allows organizations to hire workers across different cultures. In this regard, leaders should constantly invest in employees through coaching, training, and welfare programs, regardless of their position in the organizations. For instance, millennial continues to comprise the most significant percentage of the workforce in most companies (Roll, 2019). This generation is determined to be flexible and have control over their career and lives while still progressing professionally. Organizational leaders must understand this shift in attitude toward workplace culture and work to develop plans and values consistent with the company’s culture. Equally, organizational policies should accommodate people’s values worldwide to attract the best talents from different cultural backgrounds. Leaders who prioritize people allow their organizations to have a culturally diverse workforce and overcome challenges associated with culture change.
Adaptability and agility are other important traits that leaders in the 21st century should possess. As indicated earlier, the constant disruptions due to technological advancement characterize the global economy and marketplaces. Leaders need to learn how to adapt to the changes by using what they already have to do new and unexpected things (Roll, 2019). They should be continuously innovative to facilitate effective management of disruptions. It is also crucial for leaders in the 21st century to develop and nurture an innovative culture where all workers can feel comfortable suggesting new ideas and solutions to problems. Gorzelany et al. (2021) note that establishing an innovative culture allows companies to overcome challenges within and outside their organizations. Thus, leaders should focus on creating adaptive and agile organizations that can face any disruption.
Conclusively, 21st-century leaders face numerous challenges associated with disruptions and dynamics of the global economy and marketplaces. They should have a strong inspirational purpose and be resilient due to the ever-changing business environment. The leaders should also have well-established and maintained networks within and outside their organizations. Being culturally oriented and able to create adaptive and agile organizations characterized by innovative culture can further help leaders in the 21st century to be successful.
References
Gorzelany, J., Gorzelany–Dziadkowiec, M., Luty, L., Firlej, K., Gaisch, M., Dudziak, O., & Scott, C. (2021). Finding links between organisation’s culture and innovation. the impact of Organisational Culture on University Innovativeness. PLOS ONE, 16(10), 1–21. Web.
Kravatzky, A., & Stephens, M. (2021). Twelve reasons why boards and executives should be clear that profit is not the purpose of their company. Board Leadership, 2021(175), 1–8. Web.
Ramos, V., Franco-Crespo, A., González-Pérez, L., Guerra, Y., Ramos-Galarza, C., Pazmiño, P., & Tejera, E. (2019). Analysis of organizational power networks through a holistic approach using consensus strategies. Heliyon, 5(2), 1–23. Web.
Roll, M. (2019). Leadership in the 21st Century. Martin Roll. Web.
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