{"id":16910,"date":"2023-04-28T08:05:11","date_gmt":"2023-04-28T08:05:11","guid":{"rendered":"https:\/\/hrfactory.ee\/?p=16910"},"modified":"2023-05-05T08:53:19","modified_gmt":"2023-05-05T08:53:19","slug":"modern-leadership-in-times-of-disruption","status":"publish","type":"post","link":"https:\/\/hrfactory.ee\/en\/modern-leadership-in-times-of-disruption\/","title":{"rendered":"Modern leadership in times of disruption"},"content":{"rendered":"\n

Modern leadership in times of disruption<\/strong><\/h1>\n\n\n\n
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Pandemics, inflation, artificial intelligence and a permanently changing world of work – disruptions no longer seem to be an exception, but a permanent condition.<\/p>\n\n\n\n

But how should we deal with it? How much adaptability can be demanded of workers? What does all this change amount to?<\/p>\n\n\n\n

These are the questions that drive many of us. First and foremost, managers in companies must develop and communicate an attitude that can guarantee them and their employees both the ability to act and mental health.<\/p>\n\n\n\n

In this blog post, we discuss what such an attitude can look like, what skills modern leadership requires, and what opportunities are hidden behind ongoing disruptions.<\/p>\n\n\n\n

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Contents<\/strong><\/h2>\n\n\n\n
  1. Modern leadership in uncertain times<\/a><\/li>
  2. Change Management Strategies<\/a><\/li>
  3. Modern Leadership, Change and Artificial Intelligence<\/a><\/li>
  4. Implications for HR<\/a><\/li><\/ol>\n\n\n\n
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    1. Modern leadership in uncertain times<\/strong><\/h2>\n\n\n\n

    Even before the pandemic, many employees and managers were tired of the ongoing reorganizations and ever-changing technological frameworks. The uncertainties of the pandemic had resulted in employee capacity to keep up with change being only 50% of pre-pandemic levels (Gartner<\/a>).<\/p>\n\n\n\n

    Instead of a phase of relaxation, however, the pandemic was followed by economic uncertainties, which are now in turn apparently being surpassed by disruptions caused by artificial intelligence.<\/p>\n\n\n\n

    The fact that managers have to moderate permanent change in these uncertain times is a real challenge. At the same time, however, it can be stated that modern management can fulfill this task.<\/p>\n\n\n\n

    A modern management style includes, for example, not simply imposing new requirements top-down. If you really want to take your employees along with you when it comes to change, you should respond to their individual expectations, wishes and abilities.<\/p>\n\n\n\n

    Modern leadership should create spaces for employees within which they can act with a minimum of creative freedom and personal responsibility. Current examples show that this approach is demonstrably more successful than a purely top-down prescription:<\/p>\n\n\n\n

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    2. Change Management Strategies<\/strong><\/strong><\/strong><\/strong><\/strong><\/strong><\/strong><\/h2>\n\n\n\n

    Rowland, Thorley, and Brauckmann provide insight into how large-scale, long-term, and complex change processes can be successfully implemented in companies in the Harvard Business Review<\/a>.<\/p>\n\n\n\n

    There, they find that change management executives are too often focused on the what <\/em>(e.g., a new strategy) rather than the how<\/em> (i.e., exactly how to implement that strategy internally).<\/p>\n\n\n\n

    The authors distinguish between four models, two of which have repeatedly proved problematic:<\/p>\n\n\n\n