I. J. of Business & Management Research
Review Article | 
Leadership Disruption: Time to Reimagine Leadership Talent
Author(s) : Dr. Linda Ellington
Publisher : FOREX Publication
Published : 19 April 2021
e-ISSN : 2347-4696
Page(s) : 118-123
Abstract
Rapid changes in the global orbit, whether these are demographics, politics, pandemics or even technology shifts, all have considerable implications for leaders. The current world context is disrupting leadership practices because they are no longer meeting the needs of organizations and are forcing the reimagining of the talent needed to lead in this volatile era.
The purpose of this article is to first identify the major drivers of the disruption. Secondly, to examine leadership through Humanocracy termed by Hamel and Zanini [1]. Third, there is a conversation around being able to adapt to the speed of change through a process of hyper-learning, that transitions to hyper-leading [2, 3]. Finally, as all great writing connects to theories, this article will include IQ, EQ, CQ, and LQ and their relevancy to leading through disruption.
Keywords: Leadership , Disruption , Humanocracy, Design thinking, Agile leading, Growth mindset, Innovative thinking, Hyper-Learning, Hyper-Leading
Dr. Linda Ellington,Professor of Business, Southern New Hampshire University, Manchester, USA ; Email: l.ellington@snhu.edu
[1] Hamel, G., & Zanini, M. (2020) Humanocracy. Boston, USA: Harvard Busines School Publishing.
[2] Claus, L. (2019) HR disruption-Time already to reinvent talent management. BRQ Business Research Quarterly 22: 207-215.
[3] Hess, E.D. (2020) Hyper-Learning: How to Adapt to the Speed of Change. Oakland, USA: Berrett-Koehler Publishers.
[4] Craig, R. (2015) College Disrupted. New York, USA: Palgrave MacMillan Trade.
[5] Freska, A., Claus, L. (2013) The new global context: is the world really flat? Global HR Practitioner Handbook 1: 5-15.
[6] Brown, B. (2018) Dare to Lead. New York, USA: Random House.
[7] Iger, R. (2019) The Ride of a Lifetime: Lessons learned as CEO of the Walt Disney Company. New York, USA: Random House.
[8] Tolle, E. (1997) The Power of Now. Vancouver, Canada: Namaste Publishing.
[9] Hardiman, M. (2012) Brain-Targeted Teaching Model. Thousand Oaks, USA: Corwin Publishing.
[10] Gardner, H. (1993) Creating Minds. New York, USA: Perseus Books.
[11] Herman, D. (2013) Storytelling and the Sciences of Mind. Cambridge, USA: The MIT Press.
[12] Raelin, J.A. (2016) Leadership-as-Practice. New York, USA: Routledge Publishing.
[13] Miller, M. (2015) Chess not Checkers: Elevate your Leadership Game. Oakland, USA: Berrett-Koehler Publishers.
[14] Dweck, C.S. (2016) Mindset: The New Psychology of Success. New York, USA: Random House.
[15] The Global Risk Report 2017 (2017) World Economic Forum Risk Perception surveys, 2016.
[16] Kotter, J.P. (2002) The Heart of Change. Boston, USA: Harvard Business School Publishing.
[17] Smith, L. (2003) Leadership: The Intrapreneurial experience at the University of Oxford and the University of Warwick, United Kingdom. Doctorate Dissertation, Florida Atlantic University, Boca Raton, Florida.
[18] Collins, J. (2001) Good to Great: Why Some Companies Make the Leap and Others Don’t. New York, USA: HarperCollins.
[19] Palus, C.J., & Horth, D.M. (2002) The Leader’s Edge. San Francisco, USA: Jossey-Bass.
[20] Sowcik, M. (2015) Leadership 2050. Bingley, UK: Emerald Group Publishing.
[21] Mack, T.C. (2015) Leadership in the Future. In: Sowick, M. (Ed.), Leadership 2050. Bingley, UK: Emerald Group Publishing. pp. 9-22.
[22] Heifetz, R. (1998) Leadership without easy answers. Boston, USA: Harvard University Press.
[23] Burn, S., & Houston, J. (2015) Social Artistry: A Whole System Approach to Sustainable Analysis and Leadership Practices. In: Sowick, M. (Ed.), Leadership 2050. Bingley, UK. Emerald Group Publishing. pp. 225-240.
[24] Siang, T.Y. (n.d.) What is Design Thinking? Interaction Design Foundation.
[25] Kolko, J. (2015) Design thinking coming of age: the approach once used primarily in product design, is now infusing corporate culture. Harvard Bus. Rev. 93(9): 66-69.
[26] Martin, R. (2009) The Design of Business: Why Design Thinking is the Next Competitive Advantage. Boston, USA: Harvard Business Review Press.
[27] Bersin, J., Solow, M., Wakefield, N. (2016) Design Thinking: Crafting the Employee Experience.
[28] Rigby, D.K., Sutherland, J., Takeuchi, H. (2016) Embracing agile: how to master the process that is transforming management. Harvard Bus. Rev. 94(5): 41-50.
[29] Rose, D. (2015) Leading Agile Teams. In: Rubenstein, D.M. (Ed.), How to Lead. New York, USA: Simon & Schuster.
[30] Canty, D. (2015) Agile for Project Managers. Salt Lake City, Utah: Auerbach Publications.
[31] Taylor, J.B. (2008) My stroke of insight: A brain scientist’s personal journey. New York, USA: Viking Penguin.
[32] Murphy, T. (2014) Leadership Quotient by Design.
[33] Snyder, K. (2013) Why G quotient leadership works. In: Grogan. M (Ed.), The Jossey-Bass Reader on Educational Leadership. San Francisco, USA: John Wiley & Sons. pp. 131-147.
Dr. Linda Ellington (2021),Leadership Disruption: Time to Reimagine Leadership Talent. IJBMR 9(2), 118-123. DOI: 10.37391/IJBMR.090203.