Challenges Faced By Leaders Face Resource Constraints On Globalization, Mergers And Acquisitions, Maturing Products And Technology

The workplace is rapidly changing and becoming more diverse culturally, demographically, and racially. In an environment that is changing so rapidly, organizations are seeking leaders that are trustworthy, can decrease uncertainty, and possess cultural intelligence (Ploumis-Devick, 2017). As leaders, we must increase our understanding in order to adapt our style of leadership to be better equipped to lead in this changing environment. Expanding our awareness, knowledge, and skills is one-way leaders will be more prepared and ready to lead effectively.

Leadership is, and always has been, a vital aspect of social and economic constructs. It is essential to the survival of societies, industries, organizations, and virtually any group of individuals that come together for a common purpose. However, leadership is difficult to define in a single, definitive sense. As such, theories of leadership, what constitutes a great leader, and how leaders are made have evolved constantly throughout history, and still continue to change today in hopes of improving upon our understanding of leadership, its importance, and how it can be most effective in modern organizational cultures.

In the changing business environment, leaders of all organisations may face unprecedented uncertainty, especially the technology advancement and changes among the employees. To survive and succeed, leaders should have some necessary attributes. Meanwhile, some changes for leadership skills have to be made to confront the challenges.

“At times of change or dealing with uncertainty or in a crisis-- that is when the best leader will shine” (Ellis, 2016). A leader who can work effectively in a complicated, unpredictable situation is a competent leader and he tirelessly works to improve his capabilities (Ledlow & Coppola, 2010). All great leaders are known for communicating effectively what they want to achieve. They are visionaries who have the ability to lead others toward a shared goal (Gibson & Weber, 2015).

A dirty little secret of leadership development is there are few truly new and innovative ideas. Recently published books, tools, and concepts repackage ideas from decades or centuries ago to address the needs of twenty-first century leaders and organizations. For example, Amazon lists Extreme Ownership: How U.S. Navy SEALs Lead and Win by Jocko Willink and Leif Babin as the current best seller in business management and leadership. Willink and Babin’s ideas are solid and their stories are both inspiring and compelling. Nonetheless their concepts are not new. Academicians, practitioners, and leaders have highlighted these same principles for decades: check the ego, prioritize and execute, and decisiveness amid uncertainty, to name a select few. This is not a criticism, rather a reality of the leadership industry. Accordingly my contributions to the field are not uniquely inventive. Rather I excel at packaging existing ideas in creative, simple, and applicable ways that address my clients’ needs and inspire impactful leadership. I recently shared a set of risk taking tools with a client that demonstrates this skill.

Looking for ways to improve the outcome of every situation from the smallest detail to the big picture is a way of life for outstanding leaders. They are respected and relied upon. Their past actions, integrity and trustworthiness has earned them the confidence of Officers and fellow Soldiers.

General George S. Patton, known for his command of the Third Army during World War II and for his unyielding toughness and blunt demeanor, said, " I don’t measure a man’s success by how high he climbs but by how high he bounces when he hits bottom." Using this principle as a guide, in my vision statement I will be discussing where I am now as a leader, how I want to improve over the next 5 years, how I wish to be perceived, and how that change will affect my subordinates, peers, and supervisors. I will be utilizing the Four I's, Reflective Thinking, Dr. Toners Six Tests, Diagnosing Organizational Needs, and the trust, information, power, and options (TIPO) model from Non-Commissioned Officer (NCO) distance learning course material to facilitate

Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge (Sixth Edition ed.). Hoboken, NJ, USA: John Wiley & Sons, Inc.

Module 3 involves self-improvement through feedback. This module covered several techniques to improve an individual’s leadership ability. It is important in today’s Air Force that we not only accomplish the mission, but that we do so as effectively and efficiently as possible. As Non-Commissioned Officers (NCOs), it is vital to the mission that we effectively manage teams and that we are able to identity and rectify issues that distract from our mission. After reviewing the information in module 3, I found A-I Theory’s Basic Principles, specifically, Problem A and Problem B to be the most important. This dynamic involves problem A, the actual problem two or more people must solve, and problem B, the problems stemming from those people coming together to solve the problem (Course 15).

The topic of leadership evokes curiosity about our leaders and their approaches in decision making, leadership styles and the effectiveness of their leadership. At time leaders are critiqued for their actions or views on different business affairs. In today’s working environment leaders set the tone, vision, and goals of any organization. Leadership has a huge impact on the culture of an organization and how people communicate within the organization (Northouse, 2009). The actions of leaders should inspire and positively impact their followers. The approach of leaders in handling adversities highlights many features of their character.

The leader that I am today is confident but still inexperienced. I still have plenty to learn in order to be the leader I want to be in the future. I want to be a leader who is always striving for perfection and always keeping an open mind to the possibility of change and new leadership techniques. Nahavandi states (2006), despite our knowledge, there is also much we still do not know. Leadership as we traditionally know it—command and control—does not address the rapid social, cultural, and organizational changes that are occurring globally (Nahavandi, 2006). This is why we need to be always vigilant and open minded to the new theories that are always being introduced in this global society. According to Nahavandi (2006), future leaders must

When we analyze the success of large corporations like Ford, General Electric and International Business Machines, it is evident that they had series of leaders who were visionary and believed in empowerment of people. When we analyze tough phases of a company or companies that had a fall and ultimate demise, we clearly see a linkage between failure of company and absence of effective leadership (Canwell, Dongrie, Neveras, & Stockton, 2014). The successful organization had leaders who made right decisions at right time and implemented them strategically. The implementation part needs excellent human resources and the ability to lead to them to get the task done. While different situations may need different style of leadership, the sophisticated manpower fueled by technological advancements and globalization have made some leadership styles less effective and some leadership styles to be highly effective (Feser, Mayol, & Srinivasan, 2014). This paper will discuss a tough situation faced in one of my former organization. The organization needed a different leadership style to tide over the falling sales and attrition. Three different leadership styles, their pros and cons, and the likely success in solving the problem will be discussed in this paper.

Leader’s choices and actions are the result of the leader’s experiences (Bennis & Goldsmith, 1997). Leadership in organizations is driven by uncertainty. How leaders make decisions based on that uncertainty determines the performance of an organization (Hatch, 1997). Decisions are made on the basis of information available about various environmental variables. However, the variables are many and complex in nature. They may be related to political, economic, social, or other unknown variables. It is not possible to study all such variables in depth because of inadequate information or data. This leads to inaccuracy in decision-making.

Our past defines the meaning of life for us. People who have learned well from their past are effective leaders who provide hope, imagination and motivation to their team. It is only great leaders who learn from their experience and utilize their lesson in developing healthy teams and effective organizations by inspiring their team members at personal level which makes them derive the best results out of their team. Organizations may fail if they employed people who don't learn from their past lives, in fact make their past hold them back, despite all the resources and opportunities available. If the employees of an organization are driven by the weaknesses their past life has sown in

How are leaders leading in the 21st century? Leaders are more effective and leading organizations efficient and effectively. Organization culture and values are attributes leaders are enhancing how values and culture is portrayed. Most individuals in organizations work together, value their jobs, and want to be loyal to their employer. (Ravasi and Schultz 2012). Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. Values of an organization are qualities that define people, organizations and products/services at their most basic level. These values are establishes a foundation onto which expectation and trust is built. (Mayhem 2010)