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Current Trends and Future Changes in Leadership 2

Current Trends and Future Changes in Leadership

Abdussamet Akca

Leading In An Organization

11/15/2020

Currents trends and future changes in leadership

Most organizations currently face challenges due to the uncertainties surrounding the fast-growing environmental changes from globalization and the increasing complexity in job demands and responsibilities (Kung et al., 2019). To effectively adapt to these changes and challenges, there is a need for a shift in leadership style is the only way to go. In the ancient days, leadership positions were only viewed as a top down approach where masters were considerably above their employees. The employees were expected to fear the leaders, and only from them were they supposed to take leadership instruction. There was a monopolistic approach to ideas and decision making. Decisions were being made by those in a higher position of leadership then transcends down to the employees. The traditional leadership style has been linked to being so close with the transactional leadership, a very bossy kind of leadership, where the master feels more privileged than their workers or employees (Moldoveanu et al., 2019). In transactional leadership, the only binding factor between transactional leaders and the employees is the job being performed and the remuneration attached to it in the form of salaries. Transactional leaders believe that workers only perform their tasks to receive rewards and avoid punishments.

Traditional leadership style, the vertical approach of leadership, is fading away due to the adoption of the horizontal leadership style (transformational) leadership style. In a flat leadership style, both the boss and the employees see each other as equal, with the only difference being that there must be someone who should be in charge, someone upon which consultation can be made. 

Over the decades, a lot of changes have taken place in terms of how leaders operate. The machine type of leadership in an organization where leaders at the highest level of hierarchy exercise direct control over their employees is long gone. 

Checking through different literature reviews makes it more interesting to understand the progress made in redefining leadership and its operations. There are many interesting theoretical approaches and theories from which the existing right leadership styles are based. When talking about evolutionary changes in the leadership style we have today, it does not mean that past approaches and theories were terrible. The approaches and theories also had their advantages as well as limitations. The trait approach is established on the theory that there are individuals who are born with leadership traits, hence should always lead others (Moldoveanu et al., 2019). It is believed that the tremendous intuitive talents in the leadership of great political leaders and such as Abraham Lincoln, Napoleon Bonaparte, and Mohandas Gandhi significantly fit into this theoretical trait approach of leadership. 

 Some people are born leaders and should automatically be made leaders should not be applied today. It is from this kind of thought that society ends up having the wrong leaders. However, the literature review on the past leadership structures has been critical in redesigning leadership today. For example, a transformational leadership style has been built-out on the past weaknesses that organizations were facing using a vertical leadership model. 

In order to address the challenges that organizations are facing due to the fast-changing environment, there is a need to adopt a transformational leadership style. Transformational leadership motivates employees to work hard. It does not promote a vertical leadership approach where leaders are the sole decision making in an organization. It creates innovation and inventions due to the free space and room for consultation between the employees and their managers. 

References

Kung, G. P., Cruz, O. A., & Israel, H. (2019). Changes in Leadership: A 20-Year Study of Trends in Tenure of Chairs of Departments of Ophthalmology. Journal of Academic Ophthalmology, 11(02), e35-e39.

Moldoveanu, M., & Narayandas, D. (2019). The future of leadership development. Harvard Business Review, 97(2), 40-48.