This is a guest post by Sara Jones. She has been actively taking her part in the teaching and educational reforms. Moreover, with her affiliation with UK Education Council, she has been providing assignment help by the platform of Done Assignment to graduate and post graduate level students.
It is known by most of the organisations that the leadership context has dramatically changed during the last two decades, putting terrific pressure on conventional managerial and organisational models. Now, the leaders are confronted with highly volatile and unforeseen situations that challenge long-term strategies. Today’s organisations are caught in a new interconnected world of complex global networks that pursue innovative approaches of co-evolution, with their diverse stakeholders. For these organisations, there are also some disruptive factors in terms of intensifying political issues, economic and environmental challenges that require incessant business model innovation.
Turn Challenges into Opportunities
In order to confront with and turn these challenging issues into opportunities, it has been realised by the leaders that they have to establish an extremely creative, active, and supple organisations. Organisations, to effectively accomplish real-time strategic responsiveness, also have to force responsibilities “down and out” to the periphery, to people who are nearer to the market dynamics. Responsibility is interconnected with accountability. Thus, almost every employee in this volatile world must become an authorised leader who can act effectively within the network relationships, which have become a trend for the process of value creation. A horizontal” leadership style is its basic need that furthers global discussion, contribution, and cooperation among stakeholders. In fact, the conventional management model based on linear processes and vertical command and control is ill suited to deal with these challenging issues.
In fact, there are not new insights and understandings, and the literature on organisation and leadership in the last twenty years have been grabbed and are discussed in almost all the programs related to corporate leadership. Nevertheless, using this knowledge and understandings into practical work has so far proved to be very complex and intangible. In spite of the global combat demand cross-functional and cross-divisional teamwork, there are several firms that still stuck in a conventional management model that is based on hierarchy with risk avoidance culture, anticipatory agreement, and one-sided top-down procedure.
Modern Anti-Hierarchical Social Technologies
Now, the overall scenario is quickly transforming. Technologies at the social level with their inbuilt anti-hierarchical trait based on democratic system easily exceed the limitations, whether internal or external, unexpectedly developing a strong interest in collaboration and partaking horizontally. Every single organisation’s member is given with a creative voice and empowers real-time computer-generated connectivity in a manner that never happened in the past. Through this approach, they act as a great catalyst for the basic norms and principles of the company that are required by the context of the 21st century’s leadership. They possess the strength and influential factors that energetically motivate organisations towards structural innovation.
Impacts of Social Media Technologies on the Organizations
The twofold impact of social media technologies on the companies, as driving forces of transformation and also the best possible way out to some of very changed needs and moods, makes them major factors for the imperative revolution of our obsolete or traditional models of the leadership. Regrettably, many companies are not yet adequately improving and controlling the power of this globe. Among people, a little insight is there about the connection between the practices of leadership and the growing hands-on media. There is also a little awareness of mandatory collection of skills and capabilities to meet the organisational needs. However, the capability of coping with social media does not seem as a major component in structures of leadership capability, and it is not the matter of transformational leadership style.
In fact, there is a strong need for change and it is imperative that the modern organisations must recognise that the transformational influence of omnipresent interaction and connectivity involves an innovative set of skills, both at the individual and organisational levels. It demands diverse leadership styles and also for new models of organisation. Nevertheless, here is good news that this challenging issue drives us back to some timeless successful leadership principles, which include strategic vision, realistic communication, social orchestration abilities, and the capability of designing a successful firm that is lined up the organisational strategy.
What an insight post Sarah on the impact of social media!
Thank you, Paul, for sharing your thoughts.