Risk, Uncertainty and Doubt Key Challenges to Management in the 21st Century

Effective leadership

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 Risk, Uncertainty and Doubt Key Challenges to Management in the 21st Century

Introduction

Organizational management is a critical function in achieving efficiency in executing the

different tasks that constitute an organization. These observations are more so essential given to

the evolutionary nature of the leadership function. With the advent of technology, new forms of

Leadership are emerging, meaning that an efficient organizational leader will have to continue

evolving with the current trends. In light of these realities, firms must know of the best

management styles that can help them mitigate risks and uncertainty that are very costly to their

ambitions. In this report, it will evaluate the new forms of Leadership, knowledge management,

and learning organization and how these elements can be used to help organizations duck risks

and uncertainty.

News forms of Leadership. As mentioned above, the leadership functions are always

morphing depending on working environment. As a result, organizational leaders have to be

observant at all times to ensure that they adopt the latest styles with a view of leading their

organizations to prosperity1. The following are some of the new forms of Leadership that has

transformed the way organizations are run.

The authoritative model. This model is based on leading a group to achieve results. These

goals are set and delivered through a collective effort2. The leader identifies the goals and tailors

all organizational operations towards the achievement of this goal. They all pursue a common

1. Stephens, Raymond E. Exploring Leadership Styles of First Responders and Response

Time During Hurricane Ike. 2013
2. Yasir Hayat Mughal, and Shahid Kamal. Servant Leadership Styles and Strategic
Decision Making. 2019
goal. The leaders are experts in their field and regularly train their employees to attain high

performance.

The authentic exec models. In this model, the executive is honest and transparent and

typically respond at the moment. They unleash their feelings depending on the situation. They

are very accessible and interact with the employees and welcome ideas from employees

regardless of their level in the organizational echelons. Employees are encouraged to have a

passion for their roles as that will have a positive impact on the organization’s progress3. It also

encourages a family-like culture in the workplace.

The forerunner exec approach. In this model, the leader leads by example and

encourages staff members for follow his footsteps. It is more applicable to companies that have

highly skilled employees. Employees are not allowed to make mistakes and also have a high trust

between employees are their seniors.

The democratic approach. This style blends both authoritative, group-think, and

authentic models4. It adopts constant communication; the staff are content with the ability of

their leaders to deliver, high loyalty, and the organizational culture is driven by honesty.

The group thinks style. Here the staff is empowered on how to make decisions, and the

supervisors pick it up from there. In this culture, the senior team is not directly involved in daily

operations. The customers are served with the promptest information.

3. Smith, Peter A. C., and Tom Cockburn. Dynamic Leadership Models for Global
Business: Enhancing Digitally Connected Environments. 2013.
<http://site.ebrary.com/id/10631356>
4. Ebener, Dan R. Servant Leadership Models for Your Parish. 2010.
 These are but come from the new approaches to Leadership that companies are finding

invaluable to their success. If I were to lead an organization, I could adopt the authentic exec

model since it gives employees the freedom to think and apply their creativity in executing their

roles. The idea that employees are encouraged to love their jobs, and the organization is essential

for organizational success5. The leader inspires passion, which helped the companies to reap

from the rewards of their creativity. I feel that this model is critical to an organization

strategizing for success.

1. Knowledge management and organizational prosperity

Knowledge management refers to the conscious process in which an organization defines,

strictures, retains, and shares knowledge as well as the experience of its employees in the context

of the organization. This idea is vital in an organization developing and maintaining a

competitive advantage. Also, it helps a company to identify and thwart potential risks. This

practice helps an organization to attain operational efficiency, meaning that it will stay ahead of

the rest in the market. With an easier and faster decision-making environment, the company will

pounce on opportunities that show in the market, thus defeating its rivals. Also, in case of a risk,

prompt decision making will help the firm to deal with the problem swiftly6.

With knowledge management, there is an enhanced level of collaboration. This helps in

building organizational knowledge. The company rolls typically out programs aimed at bettering

the skills of its employees. The result of this is that organizational tasks are accomplished

professionally and efficiently. The employee mood is excellent. organizations with this approach

5. Fisher, Jim. The Thoughtful Leader: A Model of Integrative Leadership. 2016.

6. Amzat, Ismail Hussein. Predictive Models for School Leadership and Practices. 2019.
<http://search.ebscohost.com/login.aspx?
direct=true&scope=site&db=nlebk&db=nlabk&AN=1869094>.
 typically retain their employees.

The more they are trained, the better they will be at their roles. Establishing and

maintaining a competitive advantage, entails working with a dedicated team. Companies that

employ knowledge management find it easier to achieve this since they are working with a

dedicated workforce7, The impact of this is that the company will have a competitive advantage

over its competitors, as well as sniffing potential dangers to its operations. With an efficient

system, it will be easier to deal with all the risks that could confront a company.

2. Learning organization and corporate social responsibility

A learning organization refers to a firm that creates an environment for its employees to learn

and also transform itself. Corporate social responsibility refers to a self-regulating approach that

prompts companies to be accountable socially, its stakeholders, as well as the general public8.

These projects help the companies to know the kind of impact they are having on the ground,

especially in their environment of operation. At the same time, this is an opportunity for these

firms to endear themselves to the community through the works that they do as CSR9.

In terms of certainties facing companies, these approaches are the best in finding solutions to

these problems. With a learning culture, an organization is assured that its employees will be

kept abreast of the latest practices regarding their work. Consequently, they will help their

7. Yasir Hayat Mughal, and Shahid Kamal. Servant Leadership Styles and Strategic
Decision Making. 2019
8. Ibid., 78
9. Demirtas, Ozgur, and Mustafa Karaca. A Handbook of Leadership Styles. Newcastle-
upon-Tyne: Cambridge Scholars Publisher, 1920.
ttp://public.eblib.com/choice/PublicFullRecord.aspx?p=6037677.
companies to avoid any form of risk. In the same way, Corporate Social Responsibility is a way

the company can get to move closer to the community. It minimizes clashes with the local

community, which is one of the significant risks that the company could face.

Conclusion

The above illustrations confirm that indeed the leadership function is evolving by the day.

Thus, the organizations must scrutinize their operations to determine the style that suits them.

The concepts of organizational learning, corporate social responsibility, and regulatory

knowledge management are crucial to preventing risks as well as establishing an unassailable

competitive advantage. This is the one way that companies can be guaranteed of a productive

future regardless of the environment they find themselves in.

 Bibliography

Amzat, Ismail Hussein. Predictive Models for School Leadership and Practices. 2019.

<http://search.ebscohost.com/login.aspx?

direct=true&scope=site&db=nlebk&db=nlabk&AN=1869094>.

Demirtas, Ozgur, and Mustafa Karaca. A Handbook of Leadership Styles. Newcastle-upon-Tyne:

Cambridge Scholars Publisher, 1920.

ttp://public.eblib.com/choice/PublicFullRecord.aspx?p=6037677.

Ebener, Dan R. Servant Leadership Models for Your Parish. 2010.

Fernando, Mario. Spiritual Leadership in the Entrepreneurial Business: A Multifaith Study.

2007. <http://www.elgaronline.com/view/9781847203502.xml>.

Fisher, Jim. The Thoughtful Leader: A Model of Integrative Leadership. 2016.

Komives, Susan R. Leadership for a Better World: Understanding the Social Change Model of

Leadership Development. 2017.

Sadler, Philip. Leadership. MBA Masterclass. London: Kogan Page, 2003.

<https://public.ebookcentral.proquest.com/choice/publicfullrecord.aspx?p=4958073>.

Smith, Peter A. C., and Tom Cockburn. Dynamic Leadership Models for Global Business:

Enhancing Digitally Connected Environments. 2013.

<http://site.ebrary.com/id/10631356>

Stephens, Raymond E. Exploring Leadership Styles of First Responders and Response Time

During Hurricane Ike. 2013

Yasir Hayat Mughal, and Shahid Kamal. Servant Leadership Styles and Strategic Decision

Making. 2019