7 Emerging Leadership Trends – Part I

In 2018, the Center for Creative Leadership (CCL) published an article that detailed seven emerging trends that will impact how corporations develop their leaders. If you are a leader–or aspiring to become one, it’s imperative to take these trends into consideration.

1. Accidental Leaders: “thrust” is the keyword. Many top performers thrust to managerial roles as companies expand quickly. This trend is especially prevalent in Silicon Valley where startups often encounter sudden growth in size and profit. Statistics show that 60% of them never received any type of training for their new role. Many of them feel inadequate and insecure, resulting in a lack of confidence and clarity in their leadership.

If companies fail to attend to the challenges of these accidental leaders, organizational problems will magnify as the company grows. Very soon it might be too costly to remedy the problem. Effective strategies to tackle this challenge would be to provide these new managers with coaching, mentoring, and competencies training.

2. Change Endurance: with the intensity of information available, the need to quickly respond to data and to lead change is becoming more critical. Change has become a constant. Disruption is the new normal. A new leader, while still struggling with his new identity, will find change a threatening companion.

Companies can tap into the abundant resources of change management literature. One of the techniques suggested by CCL is to follow the 3 C’s of change leadership: Communicate, Collaborate, and Commit. Leaders need to openly and continuously communicate the vision and the process of change. They need to ensure they collaborate with the whole team, and that they are committed to lead the entire team through the turns (requiring team members to be engaged too).

3. Digital Fluency: 85% of global teams collaborate virtually, and over 40% never meet in person (stats provided by CCL). Leaders today need to tap into technology to maximize team engagement and collaboration because global and virtual teams are the norm. But the reality is this: seasoned leaders might be less tech-savvy, while tech guru might lack leadership skills.

To tackle this challenge, more collaboration is needed between the leadership and tech-savvy managers. On one hand, leaders should grant more autonomy to tech-savvy managers in enhancing communication protocols. But on the other hand, they should mentor these managers to become better leaders. Bottom line: leaders should try their best to increase their digital fluency.

Continue reading Part II

Published by

Karen Tan

Experienced leadership and intercultural coach with a demonstrated history of empowering global leaders in both corporate and non-profit sectors. Skilled in leadership development, intercultural communication, cross-cultural living and adjustments, and transitions.

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