Leadership configurations are changing in the modern world. Conjunction is everywhere: competitors are also suppliers, customers, and partners; industry boundaries are disappearing, and global enterprises are rapidly emerging. Alliances, partnerships, and strategic outsourcing create new global models, never experienced before, which give access to the full range of skills, resources, and market offerings that success now demands. Leadership models of the past provide little guidance for creating the models of the future. How will new leaders be able to guide their organizations through uncharted and often unanticipated global shifts, to bring value to their stakeholders, employees, partners, and customers? In a complex global leadership environment, no specific, single model will fit the broad range of situations that leaders will encounter. At this juncture, there are certain pertinent questions to be asked: What are the current approaches being used that you think are the most effective? What do you think we should be doing more of in terms of developing leaders? Where do you see the future of leadership development headed? Based on these questions the major challenge, to ahead of leadership development according to Nick Petrie (2014) are: This is no longer just a leadership challenge (what good leadership looks like); it is a development challenge (the process of how to grow “bigger” minds); Managers have become experts on the “what” of leadership, but novices in the “how” of their own development.
The gradation of change in leadership attributes from past or present to the future has interesting implications for leadership development, which is an amalgamation of both consistent themes and emerging trends. The basic qualities of effective leadership—characteristics such as communicating a shared vision, demonstrating integrity, persistence, passion, focusing on results, and ensuring customer satisfaction—will never undergo alteration. Though, the following six components have emerged as clearly more important in the futuristic leadership development:
1. Glocalized Leadership Approach (GLA),
2. Appreciating cultural diversity,
3. Implication of technological know-how,
4. Structuring of partnerships and alliances,
5. Collective/Sharing leadership,
6. Emerging leadership development strategies.
1. Glocalized Leadership Approach (GLLA)
The trend toward globally connected markets will become stronger. Leaders will need to understand the economic, cultural, legal, and political ramifications. Goldsmith and Walt, 1999) observed that leaders will need to see themselves as citizens of the world with an expanded field of vision and values. Two factors making global thinking a key variable for the future are the dramatic projected increases in global trade and integrated global technology, such as e-commerce. Future leaders will have to learn how to manage global production, marketing, and sales teams to achieve competitive advantage. To do so, the global leader must be capable of understanding and leading across global regions. Even though this is a fact, there is another side of the coin for successful leadership; it is glolcal approach is characterized by universal appeals and an international backdrop, blending with local relevance (Onkvisit, Shaw, 2002 & Thurm,2004). Glocalized Leadership Approach (GLLA) is the position of integration, combination and blending the global leadership potential possessed by local, national and global agencies and individuals. The major tenants of GLLA are:
o Handling the modern leadership skill and potentials by local indigenous people for development of organizational efficiency;
o Glocalization by integrating global culture and the local indigenous culture and tradition Individual, local, national and international economic resources;
o Development of local leadership potentials through modern approaches Participation and leadership of local people in the local educational institutions;
o Usage of locally wisdom to establish and run establishments;
o Leaders often have significant powers of patronage and control over resources.
Leadership at an institutional level to integrate local potentials, national potential and international, and locally established and practice knowledge and internationally recognized and established knowledge. According to Parnell (2006) Glocalized approach leads to and ensures the sustainability through balance operation and Era of the 21st century leads to the global village rather than the global village.