The changed leadership landscape: what matters today

Abstract

Purpose

The purpose of this paper is to present challenges in leadership performance today, as well as leadership styles that have potential, given the contemporary shifts in performance climate.

Design/methodology/approach

This paper is based on empirical research, obtained through methodological triangulation, partly through critical literature review, and partly through the author’s ongoing leadership studies during the past ten years, to be subdivided in three phenomenological studies, and 72 structured leadership interviews.

Findings

There is a multitude of factors that keep changing the leadership landscape, and there is a series of leadership skills that suffice well given the parameters of today’s work environments. Nine of these leadership styles are presented, including their main characteristics and contemporary usefulness.

Research limitations/implications

The studies reviewed, although in-depth, applied to a limited set of options. Because leadership is such a broad and dynamic topic, neither literature review nor qualitative studies and interview series provide an entirely comprehensive overview, especially when conducted in one part of the world.

Practical implications

Leaders may reconsider the skills required for themselves and their workforce to guarantee successful performance in an increasingly interconnected world. Leaders may engage in reflection and work toward stronger emphasis and development of skills in which they consider themselves weak. Leaders may examine their work environment and consider how to apply the factors that could facilitate one or more of the presented leadership styles in their organization.

Originality/value

The leadership styles presented are multi-applicable and are mainly based on inter-human respect, so leaders may reflect and consider the style they feel most attracted to.

Citation

Marques, J. (2015), "The changed leadership landscape: what matters today", Journal of Management Development, Vol. 34 No. 10, pp. 1310-1322. https://doi.org/10.1108/JMD-02-2015-0010