LEADERSHIP EFFECTIVENESS IN VUCA WORLD

Introduction

In the current VUCA world, Leadership plays a significant role to adapt to the changes and challenges posed by the dynamic market environment. The entire world is embracing immense and unprecedented changes in the technology business management and every sphere of life. This article discusses about Future Leadership Skills to survive, lead, and create the future and also about to lead successfully in VUCA world. India is one of the Top 10 largest economies of the world in the recent times and continues to grow to Top 5 largest economies of the world. In this context of gaining International recognition and becoming economic superpower, the business organizations need innovative Leadership with more effectiveness. In this context, Leadership is very crucial to motivate employees and to perform by meeting the market requirements.

VUCA:

VUCA is a short form that come out from the military in the 1990s. It explain the “fog of war”-the disorganized conditions that are met on a modern battlefield. Its importance to leaders in business is clear, as these situations are highly expressive to the environment in which business is conducted day by day. Managerial Leader as usual, including creating visualization, is not sufficient in a VUCA world. The short form ‘VUCA’ stands for volatile, uncertain, complex, and ambiguous.

Volatile:  The tools changes randomly, suddenly, tremendously, particularly for the poorer.

Uncertain: Significant information is ot specific, unsure, vague about the current situation and prospect outcomes, not able to be relied upon.

Complex: A lot of unlike and associated parts: many key decision features, communication between different agents, appearance, adjustment, co-evolution, pathetic signals.

Ambiguous: Rlease to more than one explanation; the importance of an occasion can be understood in different ways.

10 Leadership skills require in an uncertain world:

1. Maker instinct. – Ability to develop their inner drive to make and grow things, as well as attach with others in the production.
2. Clarity. – Ability to observe through disorder and disagreement to a prospect that others cannot notice yet.
3. Dilemma flipping. – Ability to turn quandary into reward and prospect.
4. Immersive learning ability. – Ability to submerge oneself in unknown environments and to learn from them in a new way.
5. Bio-empathy. – Ability to see things from other’s point of view – to realize and find out from other’s patterns.
6. Constructive depolarizing. – Ability to carry people from different cultures toward supportive commitment.
7. Quiet transparency. – Ability to be reliable on important affairs without being over self-promoting.
8. Rapid prototyping. – Ability to make fast and quick innovations, with the anticipation that later on achievement will require early collapse.
9. Smart mob organizing. – Ability to make, employ with and care for purposeful business by smart use of electronic or other media.
10. Commons creating. – Ability to start, foster and develop shared resources that can help other players.

Endnote:

The business organisations want to become successful, they will need their leaders and functional managers to deliberately make an effort to adopt an intelligence approach to discover  Emotional Quotient Skills. If they aren’t actively working for improving Emotional quotient competencies their workforce, functional leaders will find more difficulty to get anything done and achieved.