Principles of Fluid Leadership
In this sound-bite era, the manner in which, teams at all stages of a firm nowadays do their businesses has transformed extraordinarily in the past few years. Pretty good number of administrators in India wishes their expertise investments to attain in large amounts, ahead of time. They view expertise as a strategic application without taking into account of why their firms started the difficult ride of interruption in the first place. Instead the leaders should view expertise as a long-term value generator. With this attitude of leaders, the work environment is becoming more difficult, unstable, and irregular without yielding any profits as desired. To overcome this situation, it is recommended to exclude the old teachings which have been passed down from the business economy and embrace the modern teachings. As we all know that, teams at all stages of a large firm have to negotiate everyday work environment. And even though this poses difficulties for all, it makes leadership roles – challenging for the most part.
Leadership environment shift and the consequences
Leadership roles must be able to reap profits from the available business strategies, and then assign a distinct set of persons to implement that strategy. So, the available context does matter a lot and play an important role in giving success to a leader. It is all about handling the complex and volatile business environment with ease yielding the desirable results. Moving into new roles seems a major problem, as the leaders are not able to adapt to changes quickly and in turn, fail to meet the objectives. Another reason being that either the leaders in place are not equipped enough to handle the complex business situation and can handle the company’s future as it should be. Though a lot of leadership programs are offered by a lot of companies to combat the situation, still it is about time to discover some perspective, as per the business environment. To deal this situation – leadership programs must contemplate the wider perspective in which leaders work – the distinctive circumstances and tasks specific to that leader and the firm. From this time forth, firms need to be swift and quick to respond to ever-changing circumstances, rivals, and markets.
Time to find the perspective
Companies need to get a lot superior at guessing who is likely to get to the top in a particular leadership role, but do not know in what way to get there. A clear route has to be mapped out by combining a leader’s work perspective, the distinctive circumstances and challenges that a leader faces to improve the leader’s performance for the better. From the product, plan, to team players, and changing aspects of the business, all these perspectives must be in place, as these parameters can either make or break a leader’s performance. These parameters with a defined perspective must be able to calculate the comparative assets and flaws of any leader, their aptness for a specific role, and their growth and performance in that role. Management of complexities and uncertainties around these parameters is the key for the leaders to produce desirable results. With so many things involved, it is inevitable that the available context would present distinctive challenges, holding an in-built amount of difficulty. Therefore, it is recommended that leaders must possess definite principles to sail across them without any glitches. However, certain principles of the business economy are much less relevant these days as businesses are working in an era of imagination that calls for a novel prototype of leadership.
The principles or skills needed by Leaders for success
For a company to attain success in the long run, a kind of leadership possessing certain principles, has to be in place that generates a continuous management channel that can retort to present and forthcoming business challenges with ease. It is time for that type of leadership that generates long-term value and spends in employee and investor arrangement. Also, the leaders must be able to form a learning association, which is adaptable and transforms swiftly and is able to leverage the available infrastructure and circumstances with great effect. Hence, it is essential to identify the corporate reactions to a frequent problem that are generally unproductive.
Let us discuss these characteristics in detail that prop up this context-specific tactic to dealing leaders in organizations.
The quantity and nature of circumstantial tasks
These days, a lot of business leaders are not able to cope up with the difficulty and conjunction of the features that are altering the nature of their business. Features such as: environment, client prospect, evolving rivals, ability potentials, and evolving tech are creating a complex work environment, which is harming the performance of their most important employees including the leaders. There is a need of closing the ever-widening gap between the exponential progress of technology-driven market prospects and the right growth by adopting new methods of thinking and functioning. More sustainable competitions with rapid research, learning, and modification are the need of the hour.
The right challenges must be provided to the assigned leaders
It is not necessary that all leaders are not able to thrive when facing complexities and contextual challenges, some can with their creativity and methodical approach. Hence, it is necessary that the temperament behaviours of the leader with the complexities they are anticipated to handle must be matched. Ability gap check must be done prior to the assignment of today’s challenges to the main leaders.
A new prototype known as Fluid Leadership seems to be the perfect solution to this old-fashioned leadership.
To begin with, one of the most fundamental features of Fluid Leadership is all about embracing unpredictability enthusiastically. Additional vital nature of fluidity is to know the same method does not exist for all, even in the same sphere. Fluidity is more of a learned ability, and continuous use, authentication, and perfection are required to excel at it.
Introductory abilities that Fluid Leaders would want to get to the top are as follows –
- Fluid leaders must display abilities outside their main area. Attaining new abilities and keeping themselves up with everything is the key for the leaders. Also, they must considerably participate in technical developments.
Persistent networking is required from effective leaders for tactical purposes, nurturing associations across regions, while moving on with their determined plan of technology-led revolution.
- They are brave creative thinkers. One of the more remarkable features of fluid leaders is that they track technical investments from the viewpoint of potentials and prospects, keeping in mind the prospect of people and the role of expertise in this future.
- They keep their focus on fundamentals; they have desirable transparency of purpose and the persistence of going ahead. They help organizations to generate and support independent and empowered teams.
- They must be contextually aware, and must be able to identify the problems and know the modifications in and between areas – of language, ethos, and main performance pointers.
- They are considered to be the value initiators. It is necessary that they make efforts and take time in examining and considering the findings which addresses their current and future requirements of the business dynamics.
To sum up, the principles mentioned in this article are not a sure shot for successful leadership, in the new age of instability and confusion. The lone correct move is for leaders to take on, become accustomed, and attain new abilities that are applicable to the new business dynamic of an organization. In spite of obstacles, fluid leaders rise to the occasion. Analysing the alternatives thoroughly into the options, probabilities and perspectives is the key for a fluid leader to be successful. The key to success is to plan and implement relevant ideas and principles in the organization. It is all about looking at the horizon and inspiring people.