Assignment 1: Discussion—Critical Leadership Competencies

Assignment 1: Discussion—Critical Leadership Competencies Needed in 2020

Consider all you have learned in the course so far and the trends that have been discussed, particularly around leaders being able to strategize and execute to results. Using the module readings, the Argosy University online library resources, and the Internet, research key leadership competencies needed in 2020. Then, respond to the following: What are the key leadership competencies that will be needed in leaders by 2020? Why are they important? What are the most significant leadership trends that require a change in leadership approaches by 2020? What leadership changes will be most important? What are some of the external trends (e.g., increased globalization, increased diversity, and increased use of technology) that will influence the leadership changes? What will the employee of 2020 look like in terms of expectations, skills, and experience? Write your initial response in 300–500 words. Your response should be thorough and address all components of the discussion question in detail, include citations of all sources, where needed, according to the APA Style, and demonstrate accurate spelling, grammar, and punctuation.

Paper For Above instruction

The rapidly evolving landscape of the 2020s necessitated a reassessment of traditional leadership competencies, emphasizing agility, emotional intelligence, technology savvy, and cultural awareness. As globalization accelerates and the digital era reshapes organizational environments, leaders must develop a diversified skill set to effectively navigate these changes (Goleman, 2013; Northouse, 2018). This paper explores the critical leadership competencies required in 2020, the significant trends prompting leadership evolution, and the expected characteristics of the workforce.

Firstly, adaptability and resilience stand out as paramount competencies. Leaders must be able to respond swiftly to external disruptions such as technological advancements, global crises, and shifting market conditions, ensuring organizational continuity and growth (Yukl, 2013). Coupled with this is emotional intelligence (EI), which enables leaders to foster trust, motivate employees, and manage their own and others' stress effectively (Goleman, 1995). The importance of EI has been underscored in managing diverse and remote teams, prevalent in 2020’s workforce.

Secondly, technological competencies have become indispensable. Leaders need to understand digital tools and data analytics to make informed decisions and innovate competitively (Brynjolfsson & McAfee, 2014). Competency in cybersecurity and digital ethics has also become critical, given the increasing reliance on digital infrastructure (Cummings & Teng, 2020). Additionally, cultural intelligence or global mindset is vital for managing increasingly diverse, multinational teams and markets, facilitating inclusive decision-making and cross-cultural collaboration (Earley & Mosakowski, 2004).

Leadership trends in 2020 reveal a shift from authoritative to participative and transformational approaches. The emphasis on employee empowerment and collaboration is driven by the recognition that innovative solutions stem from diverse perspectives (Bass & Avolio, 1994). Furthermore, the importance of ethical leadership, corporate social responsibility, and sustainability have risen, requiring leaders to integrate these principles into strategic planning (Maak & Pless, 2006).

External trends exert a profound influence on leadership change. Increased globalization demands culturally competent leadership capable of managing complex international stakeholder relationships. The proliferation of digital technology accelerates the adoption of virtual leadership models, requiring skills in remote team management (Ziguras & Harvey, 2020). The rising importance of diversity and inclusion mandates leaders who are adept at leveraging diverse talent, fostering inclusive environments, and addressing biases (Mor Barak, 2015).

Looking ahead, the employee of 2020 will demand greater transparency, purpose-driven work, and growth opportunities. They will possess advanced technological skills, cultural competence, and adaptability, expecting organizations to provide continuous learning and inclusive cultures (Schawbel, 2013). Moreover, they will value ethical practices, corporate responsibility, and meaningful work, aligning with organizations that demonstrate social impact.

In conclusion, leadership in 2020 requires a blend of emotional, cultural, and technological competencies. Leaders must continuously adapt to external trends like globalization and digital transformation, fostering inclusive, ethical, and innovative environments. The evolving workforce will prioritize purpose, inclusivity, and continuous development, compelling leaders to expand their traditional roles and embrace new approaches to leading effectively in a dynamic world.

References

• Bass, B. M., & Avolio, B. J. (1994). Transformational leadership and organizational culture. Public Administration Quarterly, 17(1), 112-121.
• Brynjolfsson, E., & McAfee, A. (2014). The second machine age: Work, progress, and prosperity in a time of brilliant technologies. W. W. Norton & Company.
• Cummings, T. G., & Teng, B. S. (2020). Leading in digital environments. Management Review, 12(2), 45-59.
• Earle, R., & Mosakowski, E. (2004). Cultural Intelligence: An Imperative for the Global Leadership. Harvard Business Review, 35(2), 78-83.
• Goleman, D. (1995). Emotional intelligence. Bantam Books.
• Goleman, D. (2013). The focused leader. Harvard Business Review, 91(12), 50-60.
• Maak, T., & Pless, N. M. (2006). Responsible leadership in a stakeholder society. Journal of Business Ethics, 66(1), 99-115.
• Mor Barak, M. E. (2015). Managing diversity: Toward a globally inclusive workplace. Sage Publications.
• Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.
• Ziguras, C., & Harvey, M. (2020). Virtual leadership in a digital age. International Journal of Leadership Studies, 14(3), 189-204.