The requirements of executives have significantly increased in complexity. But at the same time, they must also be able to adapt to the changing economic and social conditions of the time. Managers require a high level of social competencies to excel as leaders. Today’s employee is no longer so easily satisfied, some people may think. Leadership 3.0: Managers Require These Competencies These insights were derived from a recent study done by the Bertelsmann Foundation about the future of leadership. In a professional perspective, Generation Y’ers also expect an active say in most workplace decisions, as well as a high level of independence and self-measured accountability, as well as an appropriate salary. Many believe in the compatibility of the two. In a drastic change from the work culture of 30 years ago, most members of Generation Y do not classify their private lives as separate from their careers. Executives entrusted to lead a team of digital natives must become well educated in the needs of this special generation. The mentality of interaction is becoming increasingly clear, specifically in Generation Y, today’s youngest members of the workforce. Far more often, there is a reinforced need for participation, that is encouraged through a strengthened connection between the consumers in a social and economic process. The result of this development is shown through different power structures: in the modern network community, the recipients of this information are by no means passive. Immaterial goods like knowledge and information – wherein access was limited only a few years ago – are now available for everyone through technical innovations like the internet. We live in a so-called “network community,” in which the natural boundaries between producers and consumers are increasingly blurred – neologisms like “Prosumer” illustrate this point. Our environment is in a constant state of flux, not only in society but also in the unpredictable economic swings currently affecting our world. With the help of, a German platform that allows senior executives a place to discuss management topics and current events in the HR sphere, we asked some experienced executives for their thoughts on the question: what makes a manager great?Ī Changing Environment, Changing Requirements for Leaders The requirements for the modern manager nowadays are becoming increasingly complex. But today’s managers are not only the boss, the role model, and the leader commanding respect, they’re also motivators, sparring partners and mentors. There are only bad officers.” Napoleon Bonaparte stressed the necessity of a strong leader when it comes to delivering the optimum performance for a team – or perhaps the best economical situation for the long-term success of a company.
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