Evolution of Leadership in the Workplace

The qualities that make someone a good leader haven’t changed a lot over the course of time, but the way these qualities are applied has evolved in the changing pace of the business world.

In the online article, Five New Skills Needed for Leadership in 2020 by Jeannie Meister, technology and diversity are changes that require constant adaptation by workplace leaders. So, if you think that once you get to the top of the ladder it’s time to rest, well, you’d be wrong. 

Flexibility and adaptability are new skills that leaders must possess in the future. Seven years from now, it’s predicted that the workplace will  be more diverse than ever, containing at least five generations of age groups, an equal number of men and women, and a higher ratio of Hispanic employees. Because of this range, the emerging global community, and the ever increasing reliance on technology, leaders will have to keep their finger on the pulse of the future, while keeping one foot behind to accommodate the learning curve. 

One adaptation is the collaborative mindset. Getting input from employees is a great way to accomplish the goal of a new essential skill, collaborative communication. Meister writes, “We need leaders who have a collaborative mindset, work comfortably in a networked environment, cooperate with competitors, deal across cultures, and navigate complex markets. Since employees list honest feedback as one of the most desired skills in a leader, new protocols are being created to provide a continuous stream of real time and instant feedback.”

Teambuilding is already an important component of creating a healthy, productive workplace. The challenge for future leaders is linking teams across age, gender and global lines. The global marketplace is no longer a future idea, it’s happening now. While it might not be prevalent in the library world at this point, global collaboration is something that can be very possible in this digital age, and would enhance services and information flow in the future.

On that note, being tech savvy is also a skill leaders will need in the future, but let’s face it, knowing the new technology is required now as well. Effective communication is always key in any environment where there are people, and technology makes that communication easier and more efficient. Some employees may balk at using a chat feature to communicate, or have a Who Moved My Cheese moment over an online calendar, but these features are faster, easier to update and edit, and easier to share with a wide audience.  In seven years, there will be newer and faster ways to share data and communicate. Especially in this world of information providers, we must keep up to date with current technology, or be left in the dust.

Finally, leaders need to be future-facing. According to Meister, collaboration is the key to accomplishing this. Meister writes, “According to a poll of over 2,000 transgenerational employees, the most desired skills in a leader include those mentioned by Goldsmith (integrity, customer commitment, and vision) as well as prioritizing the development of people and anticipating the future and building institutional capability to address it.” Bottom line, people are your biggest asset, and it is in the best interest of any company to develop the people working there.

On this topic, there is something I have noticed about the high level and diversity of talent among employees of the library system. I think it is an incredible opportunity for the system to have so many talented, creative, forward thinking individuals working within this organization. It is a huge asset, and developing those skills would improve systems, services, and efficiency. This is done with leaders. A great leader knows how to build up their employees. People who are invested in a cause, who feel ownership, like a piece of it is theirs’ because they have been allowed and encouraged to contribute, will be better employees because they will care more, and there is no amount of training or education that will get that same result.  The library system has a long history of utilizing employee innovation to improve services, but I think this could go even further if talents were recognized and utilized on a broader scale. 

Meister emphasizes this as part of team development. “Younger generations consider work an integral part of their lives. Thus, they need their job to be fulfilling and hold the promise of advancement. On top of the open feedback loop they want from bosses, they also want career guidance, relevant training, learning opportunities, and to feel part of a community. A leader with a collaborative mind-set spends time on building rapport and trust. Focusing on the individual will be the key to retaining employees, as the 2020 leader forges teams that rise to the challenge of networked leading.”  I would add that not only younger generations appreciate this, but all people would.

Ultimately, leadership is not about position, prestige or power. It’s about serving and influence. This requires intention, focus and perseverance, and that’s not something that is likely to change.