The changing nature of leadership

Leadership is much in vogue but, it seems, in short supply. We often hear (and create) a clamor about poor leadership and a call for strong leadership. But what makes a good leader? What kind of leadership is necessary in this age? Is the good leader of the past still effective today? What about in the future?

With these questions in mind, the Center for Creative Leadership conducted a study to better understand the nature of leadership. We found that eight out of ten managers think that the definition of effective leadership has changed in the past five years. Further, most believe that the nature of leadership will shift even more in the next five years.

"Through our work with leaders and organizations, CCL has seen indications of the changing nature of leadership," says André Martin, a senior associate at CCL and lead researcher of the Changing Nature of Leadership (CNL) project. "With this study, we move the discussion beyond the anecdotal and toward the more tangible and pragmatic."

A new leadership skill set
Data from the CNL project led to this conclusion: Leadership is changing and with change comes the rise of a new leadership skill set. The challenges leaders are facing go beyond their individual capabilities and create a demand for interdependent, boundary-spanning work.

"Leaders today need to create an environment where others can help them succeed. The lone wolf approach to leadership is a liability," says Martin.

The most striking difference between the skills that were deemed most important in 2002 and those considered to be vital in the future is a new emphasis on skills that are tied to relationships and inter-connectedness. Resourcefulness, decisiveness and doing whatever it takes – which had dominated the list of critical leadership skills in recent years – remain essential. "The difference is that bottom-line business skills have gone from differentiators to expectations," says Martin. "Resourcefulness, decisiveness and doing whatever it takes are the price of entry into leadership roles. Those who fulfill those roles through collaboration, participative management and other relationship-based skills have an advantage and a more prominent seat at the table."

What it takes
In simple terms, the balance of bottom-line to relationship skills is shifting. Relationship and connection-based skills are not optional; on the contrary, they are increasingly viewed as primary or pivotal. Leading employees, managing change, building and mending relationships and employing participative leadership are requisite skills for the leader of the future.

Leading employees. The number one required skill for leaders. Leaders who are effective in this area do the following:

• Delegate and develop. They are willing to delegate important tasks and decision making. This is done as an effective management technique, but more importantly, as a means to develop employees. Providing challenge and opportunity builds skill, experience, and confidence. As a result, effective leaders surround themselves with talented people.
• Give feedback. They are honest and consistent in communicating expectations and results. They provide prompt feedback - both positive and negative.
• Motivate. They reward hard work and dedication to excellence. They willingly explain, answer questions and patiently listen to concerns.

Managing change. Effective leaders are skilled at facilitating organization change and overcoming resistance to change. They do this by:

• Being a role model. Leading change by example sets the tone and pace for others. Effective leaders approach change in a positive and realistic way.
• Adapting. They are flexible, adapting plans as necessary. This includes adjusting management or leadership style to changing situations.
• Including others. They involve key people in the design and implementation of change. Aware of the impact change can have, they take into account people's concerns.
• Being direct. They are straightforward about the changes and consequences of an expected action or decision.

Building and mending relationships. Effective leaders are skilled at interpersonal relationships. They are able to negotiate and handle work problems without alienating people. They show they understand others' perspectives and needs and are able to gain cooperation, trust and respect. Managers who are successful at building and maintaining relationships:

• Keep their cool. They avoid creating adversarial relationships. Conversely, they can handle an unfair attack from peers with poise.
• Are diplomats. They get things done by finding common ground. They use good timing and common sense in negotiating - make their points when the time is right.
• Relate to all. They can develop rapport and relationship with all kinds of individuals - from shop floor to top executives.

Employing a participative management style. Strong leaders use effective listening skills and communication to involve others, build consensus and influence decisions. They effectively:

• Engage before acting. They involve others in the beginning stages of an initiative and work to gain commitment of others before implementing changes.
• Inform. They keep individuals informed of future changes that may impact them.
• Listen. They encourage direct reports to share and listen to individuals at all levels in the organization. They consistently listen to employees - not only when things are going well.

Looking ahead
Leadership will continue to shift over the next five years. The new leadership is tied to an expanded and revised perspective of what it means to lead effectively. Leading in ways that focus on flexibility, collaboration and crossing boundaries are expected to become a high priority. Leaders with the capacity to build relationships, collaborate and effectively lead change will be critical to the long-term success of organizations.

For more information about The Changing Nature of Leadership, contact:

André Martin
Enterprise Associate
+1 719 329 7851
martina@leaders.ccl.org