Leadership For The 21st Century: The Intersection Of The Traditional And The New

As we know, West Chester and Liberty Townships are very transient areas with an expanding global economy. To keep up with our ever-changing demographics and employee expectations, progressive business and community leaders are recognizing they need to be more inclusive in their thinking while developing new competencies that connect with today’s workforce.

Leaders today face new challenges due to the speed of technological, social and economic change. In a world of disruptive digital models, augmented workforces, flat organizations and an ongoing shift to team-based work practices, organizations are challenging their leaders to step up and show the way forward. CEO’s are being pressured to take a position on social issues; C-suite executives are being asked to work more collaboratively across functions; line leaders must learn to operate in networks of teams. But research has shown that while organizations expect new leadership capabilities, they are still largely promoting traditional models and mindsets – when they should be developing skills and measuring leadership in ways that help leaders effectively navigate greater ambiguity, take charge and engage with external and internal stakeholders.

Year after year, organizations struggle to find and develop future-ready leaders. In Deloitte’s Global Human Capital Trends report for 2019, 80 percent of respondents rated leadership a high priority for their organization, but only 41 percent said they think their organizations are ready to meet their leadership requirements. The bottom line is; there is a leadership deficit in most organizations today. According to Chamber member Andy Foerster of Liberty Energy Engagement, 67 percent of employees do not identify or feel motivated to achieve their employer’s business goals and objectives, 40 percent feel discounted from their employers and 25 percent are just “showing up to collect a paycheck”.

Leadership pipelines and development are at a crossroads at which organizations must focus on both the traditional and the new. Organizations know that they must develop leaders for perennial leadership skills such as the ability to manage operations, supervise teams, make decisions prio