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Introduction
The business environment in the modern world has seen leaders in organizations in all business industries being compelled to enhance their knowledge and skills in leading their business entities into success. Educational institutions have also identified the increase in the responsibilities of leaders and aligned the curriculum for leadership courses to meet these requirements. However, despite the application of the necessary measures to enhance the talents held by leaders, there have been many reported cases of leaders failing in their responsibilities. Current studies have shown that
Lack of Knowledge
Viinamaki (2012) is one of the scholars that have contributed to the current knowledge in leadership and the emergent challenges in the modern world. In his recent study, the main argument was that leaders in the contemporary world had been continuously subjected to a working environment that emphasizes the development of a value-based leadership approach, but their acquaintance with the required values is limited. The education system is quite effective in providing leadership skills, but some leaders lack the knowledge to translate various organizational situations from a value point of view. This results in the disability to communicate the necessary values and ethics that must be integrated into the various business processes.
The researcher also revealed that most leaders lack the appropriate communication skills to project their vision to the human assets in a manner that fosters the embracement of mutual organizational goals (Viinamaki, 2012). The modern business environment has also fostered the development of values that compete with each other at times, and leaders have to make choices that attain parallelism with the values that make more sense to their respective organizations. However, most leaders do not apply the necessary benchmarks before making decisions; thus, leading to failure in their tasks.
Implementing Faulty Leadership Models
Most leaders in the modern world have focused on implementing transformational leadership models in their organizations. Hughes (2016) conducted a qualitative study that analyzed the opinions of various scholars on the transformational leadership model. According to his findings, this model has traditionally been effective in enhancing the performance of leaders and their followers, but the contemporary world presents a paradox that has seen organizations resisting transformational leadership models. Resistance to change is one of the prevalent organizational challenges in the current business world, and leaders have been forced to look into applying other leadership models.
Alternatively, leaders are being forced to employ different measures to ensure that the human assets in the organizations are prepared for change. Change management in transformational leadership has become a necessity, and most companies are opting to use other forms of leadership to eliminate the challenges that follow this approach. For instance, this model is associated with an increase in turnover rates in organizations (Hughes, 2016). The research reveals that leaders have a major task of studying the internal and external pressures of their organizations and developing the most feasible leadership models to appeal to the human resources to adopt the recommended strategies for responding to the pressures. Additionally, the researcher revealed that the modernization of leadership should be a function of responding appropriately to the needs of the human assets in organizations, rather than forcing them to adapt to changes that align the organizations with the growth patterns of other organizations in the world. Leaders should, therefore, refrain from cloning the leadership approaches used by other entities. They should focus on the specific needs of their organizations.
References
Hughes, M. (2016). Leading changes: Why transformation explanations fail. Leadership, 12(4), 449-469.
Viinamaki, O. P. (2012). Why leaders fail in introducing values-based leadership? An elaboration of feasible steps, challenges, and suggestions for practitioners. International Journal of Business and Management, 7(9), 28-39.
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