Various changes occur on the business leadership setting. Business leaders now face various challenges that are more complex and varied. These forces have dramatically changed over the years and have quite an impact on the management and leaders in business organizations. At the center of this whole issue, is the lack of the opportunity for some leaders to focus on their various responsibilities and roles. Focus in the business world and in business leadership refers to the accurate, truthful and in-depth considerations of priorities and issues. These issues may be somehow related to objectives, tasks, business and people. As leadership roles change, leaders may become swamped with information. When a leader lacks the opportunity to focus, some deleterious effect happens, which can cause some fundamental lapses in performance and judgment in a leader when he or she is trying to balance increasing responsibility and overall demands placed upon a person in a senior leadership role (Nowak, 2007).
One of the significant concerns of organizations trying to establish strategy for the future is defining and understanding the needs and capacities of tomorrow’s leaders. Specifically, this requires aligning the willing and able leader to assume an increasing weight of the responsibility for performance and growth. Public safety leaders face the added challenge of operating in organizations that tend to be reactive by nature; considerations of the future may be distant priorities compared to addressing the needs and demands of today (Grint & Economic and Social Research Council, 2000). These leaders normally face potential conflicts when trying to balance increasing responsibility as well as overall demands placed upon them in their senior leadership roles. These conflicts may include being global, fostering growth, thinking like their customers, being complete leaders, managing virtually and being boundary-less.
Leaders in business organization might find it a challenge to foster growth in employees in order for the workers to deal with any complexities, which might arise in the business organization. Sometimes business leaders find it extremely difficult to have employees who are intuitive and who are willing to work their best in the organization. This can prove to be a big hurdle when a leader is trying to balance increasing responsibility and leadership roles. Sometimes business leaders face the challenge of not understanding how to conduct business and even deal with employees from different backgrounds and cultures. Many organizations have employees who are from different cultures. It is therefore imperative for leaders to think on a global basis when effectively carrying out their roles.
In addition to this, the present leadership in business organizations requires a person to have the necessary ability to respond and adapt to diverse circumstances as well as interacting with different types of people. When carrying out their senior leadership roles, leaders should exist on the base of their flexibility, behavior and interpersonal relations. This will put more emphasis on a person’s capability to shape things in a manner that will fit the business organizational circumstances as well as diverse scenarios.
Leaders should learn to work within different processes. In simple words, this means leaders should define their roles and values by working throughout the whole process and not be simply defining their value by just being leaders. Now, a lot of emphasis is placed on the strategic processes that enable the employees to evolve around a culture, which is based on performance.
In the current leadership scenario, there is a vital need for more workers and leaders who can operate and think on a global basis. This is far from understanding and knowing on how to deal with workers or in some cases, clients from different backgrounds or cultures. Successful public safety leaders should always lead with their hearts to manage diversity, lead with their minds to manage complexity and with their guts to manage any kind of uncertainty in order to deal with any kind of challenge in the business world. On the other hand, few business organizations have attempted to move their employees and to top it all, their leaders past the most basic understanding in any of the afro mentioned categories.
Public safety leaders can effectively study the future without overlooking the needs of today by considering several issues. Because authenticity and credibility lie at the center of effective leadership, defining and determining the guiding assumptions and beliefs are at the center of becoming a good and efficient leader. By placing a huge emphasis on the person, prompting reflection, providing the necessary structured feedback, efficient leadership programs can rouse a significant self-discovery process (Zeamer, 2000). In general, public safety leaders need to attain two objectives. First, come up with the solutions or strategies, which are needed to overcome any kind of challenges in the organization. Secondly, public safety leaders should strive to implement the solutions in an effective and efficient manner.
To improve any implementation efforts, public safety leaders can methodically pay more attention to significant initiatives, control and measure results linked with the desired tactics, provide the relevant recognition and rewards to the people who achieve role-model behavior and strategic goals constant with any chosen answers. In public safety, the significance of a public safety leader’s intellectual power and technical expertise is regularly disregarded, especially in high-performance organizations because of the huge focus placed on the interpersonal skills in public safety leadership.
Grint, K., & Economic and Social Research Council. (2000). Deep leadership: An examination of informal leadership behavior in business organizations. Economic and Social Research Council.
Nowak, R. (2007). How to make good people great leaders: And reap the rewards. East Malvern, Vic: Rhodium Press.
Zeamer, M. (2000). What makes an effective business leader: Leadership in high performing organizations? New York, NY: Springer.