The Leader of the Future

Running Head Morgan The attr swear place of the in store(predicate) Becoming the Leader of the Future Andreica L. Morgan Post University Bus508. 91 The Future of Leadership and Management Carolyn Shiffman PhD Saturday, August 21, 2010 ABSTRACT3 Assignment Synopsis & Thesis Specification5 Discussion5 Lessons wise(p) from Past and Current Leadership5 The Essential Leadership Qualities Going Forward6 raw(a) and classifi sufficient Challenges for Leaders of the 21st Century and Beyond7 The Focus Will Be On Skills Both unvoiced and Soft9 Hard know conductge pull up stakes still be essential9The increasing importance of soft skills10 Interaction and conference skills10 Coaching11 Giving and Receiving Feed backwards11 The strategic Process for Obtaining These Skills12 Summary & thesis opinion12 References13 ABSTRACT I result be defining attracters as it was in the past, creating a person-to-person definition of lead for the future, and forging a dodge for obtaining the skil ls and experiences that lead cleanse my ability to reach that definition of leadership.There be many another(prenominal) diametrical directs of leadership within a spicy society, al atomic number 53 I leave alone use the name SEE-Level leadership as the level I will be concentrate on base on this definition SEE-Level leaders hold a variety of titles supervisor, squad leader, project carriage, foreman, unit manager, and the like. Working daily on the front lines, these plenty see problems, opportunities, and challenges. (Wellins & Weaver, 2003, pg 60). Traditionally, these leaders dealt in a top-down management flare, with leanings towards team building in frame to comp allowe a limited flake of specific company objectives. Herman, 2000, pg 76). A frequent initial choice of SEE-Level leadership musical mode will be participative leadership but a intonation to assistful leadership should be expected by any latest leader as something they should learn. Their ne w roles will admit assuring an understanding of objectives, providing resources, coaching, teaching, encouraging, measuring, and giving objective feedback. Independent telecommuters, 9-to-5rs, and multinational teams functional on solutions for global companies will support diverse leadership reads.Leaders, on that pointfore, strike to offer their leadership styles, coaching methods, and types of interactions to accommodate those ingests. Future SEE-Level leaders wishing proficiencies of which their predecessors had no knowledge. The leaders of the future are liberation to be a primary(prenominal) resource for instruction, strategies, and support for their direct- and indirect-reports, co officiateers, and leaders. Being a good leader means violateing soft skills as healthy as caper skills.SEE-Level leaders must perplex extensive educational activity in social as well as handling the managerial issues in gear up to succeed. Like more or little things worth doing well, leadership isnt born of knowledge alone. It takes practice, feedback, and sleepless application of the right skills over a period of years to engender into an exceptional leader. (Wellins & Weaver, 2003, pg 62). Following that note, function in an internship as well as soft skills classes will be essential to my success as a SEE-Level leader. Assignment Synopsis & Thesis SpecificationThis assignment is a kernel of the history, the theories, and the cap able-bodiednessity applications of the leadership concepts I draw learned in this class. I energize to not only understand what has happened, but also how it happened so that I can buoy be an effective leader in any company I whitethorn chose to operation for, or when I get courageous abundant to go forging out on my own. This is important so that I can either tweak the successes to make them meaningful for myself, or learn from the mistakes that put up been made so as not to paraphrase them.Here, I will be defi ning leadership as it was in the past, creating a personal definition of leadership for the future, and forging a strategy for obtaining the skills and experiences that will repair my ability to reach that definition of leadership. Discussion Lessons intentional from Past and Current Leadership There are many different levels of leadership within a company, but those that really make or break a company, and who offer the greatest come back on a maturation investment, operate at what we call the SEE-level. SEE-level leaders hold a variety of titles supervisor, team leader, project manager, foreman, unit manager, and the like. Working daily on the front lines, these people see problems, opportunities, and challenges. They are the most visible level of leadership to employees and customers. They bear the brunt of the responsibility for engaging workers, building morale, and retaining key players. (Wellins & Weaver, 2003, pg 60). These SEE-level employees are usually the connector b etween the policies lay downd at the head office and the estimation to those policies in the field.Traditionally, these leaders dealt in a top-down management style, with leanings towards team building in order to complete a limited number of specific company objectives. However, By 2010 directive leadership will be practically obsolete. (Herman, 2000, pg 76). While Herman is off his mark by a few years, his words are on the right track. With a transition from industrial line of works filled with those who needed direction to complete their life-threatening tasks, to a more independent and selective information driven world, the ability to give edicts with a there is only one way to lead my way indset is going the way of the dinosaur. Being a paternalistic leader, giving directions and requiring frequent spatial relation checks is now considered micromanagement and employees soon leave companies that embrace to use this style of leadership. I will continue using SEE-Level lea dership, as this is the level of leadership to which I currently aim. The Essential Leadership Qualities Going Forward The labor labour will be more self-directed than they were previously and many will desire leaders of different styles than present leaders are utilize to.Employees of the future want leaders that will assist them with reaching their goals of self-fulfillment as well as providing a living. Based on that assumption, leaders will have to learn new styles of leading that contract on inspiring and coaching their followers to increase their increaseivity and straining their familiarity with new technologies and advances to further that increase. During this metre, management will be redefined to non merciful resources such as product lines, procedures, equipment, etc.Anything people-related would be called either leadership, support, or facilitation, more accurately reflecting the actual work associated with the role. (Herman, 2000, pg 76). A frequent initial cho ice of SEE-level leadership style will be participative leadership but a transition to facilitative leadership should be expected by any current leader as something they should learn. Participative leadership, with leaders making decisions after increasingly strong involvement from workers, will continue until about 2020, responding to the needs of older workers who still want, and therefrom need, some direction.Note that the design will be participative leadership, rather than the earlier style of participative management. (Herman, 2000, pg 74). Facilitative leaders will be those that clear obstacles then let the followers shine Facilitative leaders will concentrate on making possible the high performance of each of their direct reports. Roles will include assuring an understanding of objectives, providing resources, coaching, teaching, encouraging, measuring, and giving objective feedback. While receiving this coaching, the individuals will choose to form their own internally otivated teams to collaborate for results. The job of the leader will be to prepare people to perform independently, then help them to grow and achieve, capitalizing on their individual strengths. (Herman, 2000, p75-76). Because their roles will be changed to that of more of a support system than a management system, SEE-level leaders will have to view their upcoming challenges in a different light than their predecessors did. New and Distinctive Challenges for Leaders of the 21st Century and BeyondOver the next few years, there will be several urgent challenges that SEE-level managers will have to face. The most pressing will be the impending retirement of a significant portion of the experience work force which will affect not only productivity but stem the flow if experiential information as well as extensive knowledge to the next generation. With less than 10% of companies having a formal process to pass along information, U. S. employers have only begun to take steps to ensur e that their retiring employees are communion their knowledge with the organization. Wellins & Weaver, 2003, pg 61 Kinicki & Kreitner, 2009, pg 105). In an effort to pr nonethelesst this shortage of knowledge, leaders will have to put into place mentorship programs that link experienced workers to younger, less experienced, or more technologically savvy workers to create a knowledge sharing base. This allows the older workers to share their experience, techniques, and insights with the younger workers, and the younger workers to direct the older workers in the new advances in technology and innovative procedures to billow their horizons as well.Another challenge because of the decrease in number of mid-level managers is that each manager has increased responsibilities, many times spanning many groups. Independent telecommuters, 9-to-5rs, and multinational teams works on solutions for global companies will have diverse leadership needs. Leaders, therefore, have to expand their le adership styles, coaching methods, and types of interactions to accommodate those needs. This requires time for further training and development than normally available due to extended work responsibilities.Managing a virtual workplace is going to be more commonplace potential for less face to face daily interaction with followers or coworkers so the shift in focus will be to results versus sideline a proscribed process. By the year 2005, we expect at to the lowest degree 20 percent of the working population to be home-based and perhaps in time 40 percent by the year 2020. (Herman, 2000, pg 77). With changes in the way people interact to get work done, SEE-level leaders will have to ensure ways to build connections between the different stakeholders that they are responsible for in order to have a cohesive unit.Finally, todays organizations need committed workforces, yet not many have them. Fostering high personnel dedication has bring a formidable task, so such(prenominal) that it will become the primary job of SEE-level leaders in their efforts to ensnarl the hearts, minds, and loyalties of those that work for them. Pressure for performance with fewer resources has escalated. Values and attitudes about work have become shifted across generations. In addition, employees, seeing how little committal organizations have shown their people over the past few decades, have begun to return the favor. Herman, 2000, pg 75 Wellins & Weaver, 2003, pg 62) The Focus Will Be On Skills Both Hard and Soft Future SEE-level leaders need proficiencies of which their predecessors had no knowledge. Besides creation adept commerce people, the leaders also need to be able to deal with changing demographic issues, come up with or further implementation of creative ideas, and have excellent people skills. To be able to meet all these new requirements, the new business leaders need continuous training and support. Hard knowledge will still be essentialThe leaders of t he future are going to be a main resource for information, strategies, and support for their direct- and indirect-reports, coworkers, and leaders. As such, expert power will be essential in substantiating their leadership status. According to Nahavandi (2009, pg 164), people may influence others because of special expertise, knowledge, information, or skills that others need. People listen to the experts, follow their advice, and fill their recommendations. As a new SEE-level leader, having the formal training for a spot is a good start, however actual experience makes for a break in teacher. Like most things worth doing well, leadership isnt born of knowledge alone. It takes practice, feedback, and thrifty application of the right skills over a period of years to develop into an exceptional leader. (Wellins & Weaver, 2003, pg 62). With this in mind, many companies need to either implement or strengthen mentoring, internship, and apprenticeship programs within their companies in order to foster an environment of cellular inclusion versus exclusion as well as provide necessary job experience, which is key to attracting and retaining top talent, building employee commitment, and encouraging creativity and innovation.Nahavandi indicates that the ability to either volunteer for or be assigned to challenging and high-visibility projects (2009, pg 165), as well as building a wide-ranging nedeucerk of relationships and using information and building expertise will help build credibility during the aboriginal stages of a young leaders career. However, knowing the business backward and forwards will do no good if I am not able to translate that knowledge into useful communication to those adjacent me in a way they can understand. Knowing soft-skills comes into play at this point.The increasing importance of soft skills Being a good leader means developing soft skills as well as business skills. SEE-level leaders must have extensive training in interpersonal as well as handling the managerial issues in order to succeed. During the 2009 study Leadership maturemental NeedsA System for Identifying Them, Takala, Winegar, and Kuusela hardened that developmental theatres that current and future leaders needed to enhance and expand their proficiencies in were related to Interaction, Coaching, and Giving and Receiving FeedbackInteraction and communication skills When communicating w/your coworkers or subordinates, the ability to share information and interact are key factors in being successful. Learning to share information effectively is a two part mission, first to understand and then to be understood. The goal is to modify mutual understanding (Runion, 2009b), so a good communicator will become a reflective listener by listening for meaning and checking with the speaker to see that a statement has been correctly heard and understood beforehand communicating further.There are classes and books available that teach communication skills, b ut no matter how it is done, communication skill training is never complete without analyzing communication styles and learning how to communicate effectively with different personality tendencies (Runion, 2009a). Coaching The area of coaching involves enhancing skills that inspire, energize, and develop subordinates, coworkers, and the leader themselves. Callan (2007) suggests that two key traits are common in good coaches that can be learned and developed.One element is the willingness to create an environment where staff feels inspired and empowered to try new things, even to the point of failure, and using these opportunities to give advice, coaching or mentoring to help expand expertise. The other is that good coaches actively seek out, encourage, reward, and develop talent by identifying and implementing programs and activities that either build on current skills or give development where skills are lacking.Giving and Receiving Feedback The area of coaching leads to the area o f giving feedback, either in regards to the coaching provided or in general, sometimes to non-performers or in repartee to conflict management. Per Callan (2007), one of the traits needed to provide good feed back is the ability to deal effectively with under performers by delivering appropriate forms of feedback based on the individuals communication and learning styles and needs.Providing numbers in regards to dollars lost by doing something incorrectly to a person who cares about the human factor would be inappropriate and ineffective, but providing information on how action or inaction will affect others in regards to frustration and time spent correcting the mistakes will usually spur the desired response. By doing this, it promotes a trusting relationship that makes staff feel valued and more subject to coaching and feedback because their needs are taken into account.In addition, when providing feedback, the ability to make a point of acknowledging good performance as well a s pointing out poor performance promotes the understanding that management is not always smell for the problems, but the solutions and good things as well. With a trusting atmosphere, staff is further to learn more or produce more innovative products, technologies, and systems. The strategical Process for Obtaining These Skills By knowing the different areas that I must focus on, I can utilize all of the resources available to obtain the skills I see as being necessary to become a SEE-level leader.My current company has several leadership training courses in order to do things The APAC Way, and they have created new positions called Advisors as a mentorship/job shadow option in preparation for internal career advancement for many different positions. Outside of the those options sponsored by my company, I will have to continue seeking opportunities to read books, journals, and pamphlets as well as attend seminars and classes on communication skills, providing feedback, and other aspects of leadership in order to stay up on(predicate) of changing trends. Summary & thesis opinionBy giving a brief summation of the history, the theories, and the potential applications of the leadership concepts I have learned in this class, I have recognized and understand what changes have happened in leadership. I have also examined what competencies I have to achieve so that I can be an effective leader in any company I may chose to work for, or when I get brave enough to go forging out on my own. My definition of leadership has been one of facilitating the growth of followers versus one of patriarchal order giving has led me to determine what training I will need to provide that leadership to my followers.Using this definition, I have forged a strategy for obtaining the skills and experiences that will improve my ability to reach that definition of leadership using resources available finished my current company and sought out by my own initiative. I hope it all works. R eferences Callan, V Mitchell, J Clayton, B Smith, L & subject Centre for Vocational Education search. (2007). A Set of Resources and Tools for Identifying, Building, and Sustaining the Learning and Development Needs of Managers and Leaders. Support Document. National Centre for Vocational Education Research (NCVER).Retrieved from ERIC database. Herman, R. E. (2000). A leadership evolution. Employment Relations Today, 73-82. Retrieved August 15, 2010, from ABI/INFORM Global. Nahavandi, A. (2009). The contrivance and Science of Leadership (Fifth Ed. ). Upper Saddle River, NJ Pearson Prentice Hall. Runion, M. (2009a). A Question of Communication expression Seven Strategies to Bridge the Communication Style Gap. Speak Strong Inc. http//www. speakstrong. com/ holds/communication-styles/stylebridge. html Runion, M. (2009b). How to Use Reflective Listening Scripts The binding Ten Dos, Donts, and PowerPhrases to Promote Understanding.Speak Strong Inc. http//www. speakstrong. com/invent ory Takala, M Winegar, D Kuusela, J (2009). Leadership Developmental NeedsA System for Identifying Them. Australian ledger of Adult Learning, 49(1), 126-147. Retrieved from ERIC database. Takeuchi Cullen, L. (2007, April 26). Employee Diversity Training Doesnt Work. Time. Retrieved August 8, 2010, from http//www. time. com/time/magazine/article/0,9171,1615183,00. html Wellins, R. S. , & Weaver, Jr. , P. S. (2003, September). From C-Level to See-Level Leadership. T+D, 57-65. Retrieved August 13, 2010, from Education Research Complete.