The topic of leadership has taken center stage in recent years. Perhaps this spotlight can be attributed to research indicating a leadership talent shortage, with one study claiming that nearly 60 percent of organizations are dealing with the issue.
I even see the effects of a leadership dearth in my own work. I am on the advisory committee for an educational organization, and due to its own observations of leadership shortages, it’s going to take steps to provide additional leadership courses at all levels. The organization wants its learners to have leadership tools in their skill set when they graduate. Now what they do with those tools is another story—and I will comment on that in a future blog.
Indeed, leadership has been the focus of contemporary academic studies for some 60 years, but particularly more so in the last two decades. There has been much discussion in recent years examining the best approaches and styles for effective leadership, including ambidextrous leadership, democratic leadership, innovation leadership, transactional leadership, transformational leadership, and so forth. Although this sort of close analysis may seem new, the actual study of leadership dates back to the likes of Plato, Sun Tzu, and Machiavelli.
Why is leadership so important today?
A talent shortage isn’t the only issue having an impact on leadership in organizations. When we look at some of the other challenges that organizations are facing—aging workforce, lack of succession planning/succession development, the mobile workforce, and employee engagement—we can almost feel like we are sinking in quicksand.
More important, what can happen if we fail to address leadership issues in our organization?
I think this quote from a recent Forbes article says it best: “Corporate culture becomes a meaningless term where leaders claim it exists while employees shake their heads in frustration. There is a lack of clear, consistent communication from leadership to the employees. As a result, the office is run by rumor mill, politics and gamesmanship. Employees are uncertain of the company’s goals and objectives for success and they have no idea how they fit into that picture, or what their level of importance is toward making it happen.”
It saddens me when I hear real life stories that confirm this sentiment. But it doesn’t have to be like this. A colleague once reminded me that our employees aren’t our most valued assets, they are actually our most valued shareholders. Regrettably, most leaders today don’t feel the same way.
What leadership style do we need to have in place going forward? Will they be able to take command of the stage and perform in the face of looming business challenges?
My next post will review how different leadership styles might offer some solutions to the leadership talent shortage. In the meantime, focus on the positive and try to keep your head above the quicksand.
