Developing 21st Century Leadership Skills

by Peter A. James, PhD, MBA, PCC

Leadership Matters More Than Ever As this article is being written in 2022, the world is in a state of flux. Pandemics, social unrest, geopolitical tension, wars, economic uncertainty, and an overall uneasiness have resulted in the need for positive, strong and impactful leadership at all levels of society. Not just in government or business, healthy leadership is desired in all facets of life. Think about it - we all desire individuals who are not afraid to make courageous decisions when needed. However, examples of toxic leadership are those that continue to rise to the surface due to our obsession with negativity via our various media channels.

PETER A. JAMES, PhD, MBA, PCC is President and CEO of HCG Consulting Solutions

HHERE, I ATTEMPT NOT TO DEFINE LEADERSHIP or give it an identity that will lock us into one path. The truth is that there is no one-size-fits-all type of leadership. Instead, perhaps leadership should be defined, viewed solely on the outcomes that it provides to its followers. It is important, however, to stress and understand that these outcomes are not always positive.

So, if I am a new leader or even a more established leader, what are some things that I can take away from this article that will benefit my journey? How can I learn what is needed moving forward into the 21st century? In this article, we will identify some key points that we can all utilize in order to apply sooner rather than later. I have to warn you, however. After you become aware of these points, they will not be beneficial to you or your sphere of influence unless applied via actions or behaviors. In other words, your reading will be in vain unless you apply the points in a positive form or fashion. The question is . . . are you ready to commit? Are you up for this leadership challenge?

Twentieth Century Leadership Many of us grew up learning this type of leadership. It was the type of leadership modeled for us and it worked for situations in that time period. You know, “Just do as you are told and don’t ask any questions” or “Do as I say, not as I do.” The focus was on managerial practices and command and control. It also included the raising of voices and discipline as needed, often leading to follower distrust, team isolation, and employee disengagement.1 And those of us who have witnessed anything close to this in the recent past know that it leads to resignations, retiring, transferring, or some other form of exit.

As a young military officer, I understood the need for disciplined leadership as life and death situations may have warranted it in that setting. But most settings in society do not warrant that kind of leadership. Even the military leadership style has shifted to accommodate today’s soldier, sailor or airmen.

In college, it was the business leadership lessons of Henry Ford, Jack Welch, and Steve Jobs that were explained to us feverishly. Or the servitude leadership of Martin Luther King, Jr., Nelson Mandela, and Gandhi. And even the toxic, yet charismatic style of Jim Jones, Jeff Skilling and Adolf Hitler were analyzed regularly.2

And without going into too much analysis, here are some theories that may also jog your educational memory or if you’re like me, give you a minute to pause: Trait Leadership, Behavior Leadership, Transactional Leadership, Transformational Leadership, Servant Leadership, Contingency Leadership, Implicit Leadership, Theory X & Theory Y, Path Goal Leadership, Leader-Member Exchange. Twenty-First Century Leadership But we are now well into the 21st Century and have surpassed enough time within it to be able to reflect and compare what has transpired historically and what is needed presently. As we are all leaders in some aspect of our lives, we are at the crossroads in order to apply what is required for every situation of our lives.

Allow me to identify how today’s corporate culture can learn and apply what is needed for the future. And perhaps, it will permeate through the walls of society. VUCA Environment Many of you have seen this acronym previously. It is used to designate the Volatilility, Uncertainty, Complexity, and Ambiguity of today’s business environment. According to Johansen,3 it describes the situation of constant, unpredictable change that is now the norm in all industries and business worlds. VUCA demands that you avoid traditional, outdated approaches to management and leadership and day-to-day working.

Ironically, researchers in the 20th century, as far back as 1985, anticipated that our world would resemble what it is now in the 21st century. And they even mentioned that it would require us to react quickly and take action in an uncertain and unfamiliar environment.4

And in light of what we are experiencing within our corporate environments, the question must be asked: As leaders, do we have the resilience, capability and support of the organization to utilize resources to continually adapt and flourish at work, even when confronted with challenging circumstances?5 And some of these challenging circumstances include:

■ An increasingly globalized economy. ■ Multiple generations in the workplace. ■ More diverse workforces. ■ Regular technological advances and changes.

■ Sustainable and socially responsible agendas.6 What Is Needed This VUCA environment does a solid job of identifying how the first quarter of the 21st century has evolved. It also demonstrates a little of what will be required from its leaders. But that is just the beginning. In this section, we identify five developmental areas required for both new and veteran leaders.

1. Mindset. In her groundbreaking book, Mindset: The New

Psychology of Success, Carol Dweck allows us to see what we, as leaders, need to evolve in order to strengthen our capabilities. Dweck identifies two types of individuals in society -- the individual with a fixed mindset and one with a growth mindset. Individuals with a fixed mindset are somewhat stuck in their ways. They believe that they are either good at something or not. People with a fixed mindset think intelligence is static.

They are discouraged from confronting challenges and overcoming obstacles. As leaders, they play it safe in order to not make waves throughout the organization or with their bosses. They are somewhat risk averse. Individuals with a growth mindset realize that in order to

“grow”, things may get uncomfortable. They believe that their intelligence can always be developed more. Setbacks only have them try harder and they embrace criticism from others because it is an opportunity to learn. And they are just as excited and inspired for the success of others as they are for themselves. The great thing about this is it can be developed for the 21st Century leader.7 2. Emotional Intelligence (EI). The emotionally intelligent leader realizes that developing self-awareness, self-management, social awareness, and relationship management are more important than one’s intelligence, which was “criteria” for much of our existence in the 20th Century. Now more than ever, EI is more revered and influential than the intelligence quotient (IQ). Daniel Goleman describes how the importance of EQ directly affects how leaders perceive, use, understand and manage their own emotions and the emotions of others. And research indicates that emotional intelligence is a critical leadership skill that also yields significant bottom-line results when applied within an organization’s culture.8

3. Developing Other Leaders. Most leaders do not recognize that one’s legacy is cemented more by those who come up under one’s tutelage than any other factor. One’s activities will be soon forgotten, but how one has been able to grow other leaders will last forever. Therefore, the ability to train, develop and coach emerging leaders also helps to strengthen one’s department, division and ultimately, organizational outcomes. This confidence also precludes leaders from feeling as if their positions are in jeopardy from the up-andcoming leaders. 4. Industry Savvy. As our business markets continue to evolve, so must the expertise and knowledge of the leader.

Knowledge can come from a variety of sources and not just from traditional sources. Improving one’s industry and market knowledge also reflects well upon the organization as much as it does for the leader. This is not in order to insert themselves into their direct reports work. Instead, it is to remain relevant and aware in order to lead and be recognized as a subject matter expert. 5. Belief. This relates to the belief, will, desire and activity which demonstrates that you will be a success. It is the realization that one’s success is not limited to the boundaries of the corporate walls. As mentioned earlier, it is the ability to train and coach those who report to you -- the empowered thinking that allows one to remain calm in stressful or strenuous situations. This belief or confidence also helps the leader strive for and obtain positions of greater responsibility. And it does not limit the leader’s vision, either. Lastly, in order to cement this belief, leaders need a tribe. Leadership is already lonely. It is therefore important for leaders to be told when they may be off base. There are enough “yespersons” in a leader’s life. Who is willing to give you the hard truth? And are you willing to listen?

The Leader as Coach. This brings us to the last emphasis that is needed more than ever from leaders. It is the coaching skillset. The International Coaching Federation defines coaching as the partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.9 Whenever I explain coaching to leaders or those who desire to understand, I describe this partnership with direct reports that help to strengthen the department, division and organization. Many of the Fortune 500 embrace a coaching culture because of the outcomes that it produces. This skillset revolves around providing the following concepts to your followers. ■ Active Listening - focusing completely on what is being said and what is not being said. ■ Powerful Questioning - asking the right questions that reveal insight for maximum benefit and outcomes. ■ Creating a safe environment - creating a safe and supportive environment that produces ongoing mutual respect and trust. ■ Providing answers (only when needed) - Empowering our direct reports takes shape when they can discover the answers on their own (as time permits).10

Conclusion Today’s staff and employees desire to be a part of an organization that has a mission, vision and purpose that lines up with their own values. They desire to be empowered, to be motivated, and to be included. They also desire to work for leaders who can demonstrate leadership that is transformational.

Yes, much more is required of leaders in the 21st Century than ever before. But leaders should not be intimidated by this. Instead, they should ask “how can I be supported on this journey?” As mentioned earlier, leadership can be extremely lonely, especially with the demands placed on leaders today. As a leader, you should seek to never do it alone. As a leader, you never have to do it alone. Mentors, sponsors, and leadership coaches abound in order to partner with leaders at all levels. The question is - will you take advantage of the support, guidance and development? Or will you let the solitude and hard work of 21st Century leadership get the best of you?

Either way, are you up for the challenge?

Notes:

1 – DePaul, G. A. (2015). Nine Practices of 21st Century Leadership. CRC Press. 2 – Lipman-Blumen, J. (2006). The Allure of Toxic Leaders. Oxford University Press, USA. 3 – Johansen, B. (2011). Leaders Make the Future. Berrett-Koehler Publishers. 4 – Bennis, W. G., & Nanus, B. (1985). Leaders. New York : Harper & Row. 5 – Seville, E. (2018). Building resilience: how to have a positive impact at the organizational and individual employee level. Development and Learning in Organizations: An International Journal, 3, 15–18. https://doi. org/10.1108/dlo-09-2017-0076 6 – Johansen, B. (2011). Leaders Make the Future. Berrett-Koehler Publishers. 7 – Dweck, C. S. (2006). Mindset. Random House. 8 – Goleman, D. (2009). Emotional Intelligence. A&C Black. 9 – Home - International Coaching Federation. (n.d.). International Coaching Federation. Retrieved March 14, 2022, from http://coachingfederation.org/ 10 – Ibid.