“Up to 40% of current Australian jobs could disappear within the next 15 to 20 years as robots and computers continue their unstoppable advance.” This headline (ABC, 4 July 2016) does not herald anything new, but rather serves to highlight the changing nature of work. Some change is obvious, some is more subtle and technology is not the only driver of this change.
The disruption to the historical concept of work is being influenced by four factors:
Employees are being asked to be more creative but with less time to do so; to be more innovative but within environments that are more risk averse; and to achieve the above with limited resources.
How do leaders engage with people in rapidly changing world of work? How do they motivate and inspire?
A range of leadership styles are evolving, which recognise that the work environment is radically changing.
With so much information available on organisations within the public domain, employees are more aware than ever of organisational reality both before they join and once they are there. The challenge for leaders is to create an environment where people want to work. This starts by leaders consistently behaving in a way that is predictable – no surprises.
Adaptive leadership emphasises the importance of every person and role within the organisation. Adaptive leadership views the organisation as an ever-changing, living entity where employees can learn, adapt and grow. Adaptive leaders mobilise people towards a common goal and also have the courage to experiment with new ideas and approaches.
Organisations are much more interdependent these days and hence it is critical that leaders are able to develop relationships that transcend levels, social structures, age, culture and geographies. Technology may be an inhibitor to this and leaders need to be connected via real relationships. They must develop relationships that transcend the formal structure enabling them to drive change by being more agile and dealing with ambiguity.
Sustainable leadership is focused not on short-term self-interest but considers the longer term and collective impact of decisions. Such leaders are compelled to make a difference by deepening their awareness of themselves in relation to the world around them. In doing so, they adopt new ways of seeing, thinking and interacting that result in innovative, sustainable solutions.
The challenge for leaders at all levels is to recognise that their leadership skills must change and evolve to reflect the nature of their environment and the work force. The traits and styles above suggest how some of the more successful leaders are responding. Organisations and their leaders must be nimble, engage with stakeholders and embrace change. Together this provides the most solid pathway to long-term success.
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Outgoing IRC President Patrick Westerburger of IRC Netherlands reflects on the growth of the executive search network under his leadership and analyses the latest industry trends during an interview at the recent IRC Global Conference in Shanghai. Rohan Carr of IRC Australia has been appointed as his successor.
During a recent visit to Shanghai to attend our global IRC conference, it was interesting to observe the rapidly changing Chinese economic, social and political environment and the impact on the education sector.