The Leader of the Future

Topics: Leadership, Management, Servant leadership Pages: 10 (3141 words) Published: April 15, 2013
Running Head: Morgan - The Leader of the Future

Becoming the Leader of the Future
Andréica L. Morgan
Post University
Bus508.91: The Future of Leadership and Management
Carolyn Shiffman PhD
Saturday, August 21, 2010


Assignment Synopsis & Thesis Specification5


Lessons Learned from Past and Current Leadership5
The Essential Leadership Qualities Going Forward6
New and Distinctive Challenges for Leaders of the 21st Century and Beyond7 The Focus Will Be On Skills – Both Hard and Soft9 Hard knowledge will still be essential9
The increasing importance of soft skills10
Interaction and communication skills10
Giving and Receiving Feedback11
The Strategic Process for Obtaining These Skills12

Summary & thesis opinion12



I will be defining leadership as it was in the past, creating a personal definition of leadership for the future, and forging a strategy for obtaining the skills and experiences that will improve my ability to reach that definition of leadership. There are many different levels of leadership within a company, but I will use the term “SEE-Level leadership” as the level I will be focusing on based on this definition: “…SEE-Level leaders hold a variety of titles: supervisor, team leader, project manager, foreman, unit manager, and the like. Working daily on the front lines, these people see problems, opportunities, and challenges.” (Wellins & Weaver, 2003, pg 60). Traditionally, these leaders dealt in a top-down management style, with leanings towards team building in order to complete a limited number of specific company objectives. (Herman, 2000, pg 76). A frequent initial choice of SEE-Level leadership style will be participative leadership but a transition to facilitative leadership should be expected by any current leader as something they should learn. Their new roles will include assuring an understanding of objectives, providing resources, coaching, teaching, encouraging, measuring, and giving objective feedback. Independent telecommuters, 9-to-5’rs, and multinational teams working on solutions for global companies will have diverse leadership needs. Leaders, therefore, have to expand their leadership styles, coaching methods, and types of interactions to accommodate those needs. Future SEE-Level leaders need proficiencies of which their predecessors had no knowledge. The leaders of the future are going to be a main resource for information, strategies, and support for their direct- and indirect-reports, coworkers, and leaders. Being a good leader means developing soft skills as well as business skills. SEE-Level leaders must have extensive training in interpersonal as well as handling the managerial issues in order to succeed. “Like most things worth doing well, leadership isn't born of knowledge alone. It takes practice, feedback, and careful application of the right skills over a period of years to develop into an exceptional leader.” (Wellins & Weaver, 2003, pg 62). Following that note, involvement in an internship as well as soft skills classes will be essential to my success as a SEE-Level leader.

Assignment Synopsis & Thesis Specification

This assignment is a summation of the history, the theories, and the potential applications of the leadership concepts I have learned in this class. I have to not only understand what has happened, but also how it happened so that I can be an effective leader in any company I may chose to work for, or when I get brave enough to go forging out on my own. This is important so that I can either tweak the successes to make them meaningful for myself, or learn from the mistakes that have been made so as not to repeat them. Here, I will be defining leadership as it was in the past,...

References: Callan, V; Mitchell, J; Clayton, B; Smith, L & National Centre for Vocational Education Research. (2007). A Set of Resources and Tools for Identifying, Building, and Sustaining the Learning and Development Needs of Managers and Leaders. Support Document. National Centre for Vocational Education Research (NCVER). Retrieved from ERIC database.
Herman, R. E. (2000). A leadership evolution. Employment Relations Today, 73-82. Retrieved August 15, 2010, from ABI/INFORM Global.
Nahavandi, A. (2009). The Art and Science of Leadership (Fifth Ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
Runion, M. (2009a). A Question of Communication Style: Seven Strategies to Bridge the Communication Style Gap. Speak Strong Inc.
Runion, M. (2009b). How to Use Reflective Listening Scripts: The Top Ten Dos, Don 'ts, and PowerPhrases to Promote Understanding. Speak Strong Inc.
Takala, M; Winegar, D; Kuusela, J (2009). Leadership Developmental Needs--A System for Identifying Them. Australian Journal of Adult Learning, 49(1), 126-147. Retrieved from ERIC database.
Takeuchi Cullen, L. (2007, April 26). Employee Diversity Training Doesn 't Work. Time. Retrieved August 8, 2010, from,9171,1615183,00.html
Wellins, R. S., & Weaver, Jr., P. S. (2003, September). From C-Level to See-Level Leadership. T+D, 57-65. Retrieved August 13, 2010, from Education Research Complete.
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