The evolution in team management: new generational requirements
Until a few years ago, and still observable in some organizations, team leaders were technical experts with significant experience who could solve the problems faced by their area or project. They also knew how to manage clients, both internal and external, and their objectives were focused on achieving the project or task itself.
Very rarely were these leaders analyzed from a people management perspective. Whether they were good bosses or not was secondary. Furthermore, each manager-managed in their own way. They were trained, and given guidelines and frameworks, but there was no clear follow-up or control over how they managed, as long as the results were positive.
The importance of human skills in modern leadership
However, society has evolved, new generations have entered the workforce, and now they demand that their leader not only be an expert in the field but also know how to manage, motivate, listen, and if they don’t get that, they leave.
This is reflected in the words of Marcus Buckingham when he says that today’s leaders must sit down with each of their workers for about 10 minutes a week. Or Simon Sinek, who says that it should be the leaders and organizations who teach the new generations human skills such as patience, resilience, or teamwork.
Towards integral leadership: supporting human and professional growth
On the other hand, AI experts like Bernard Marr, Forbes columnist and author of over 20 books on technology and AI, state that 70% of current jobs will disappear or evolve in the near future, and we can’t even imagine the new jobs that will emerge. But one thing is clear: there are elements that machines, like ChatGPT, won’t be able to replace: social skills, creativity, communication and influence, leadership, decision-making, and change management are all “too human” skills that, for now, can’t be replaced by Artificial Intelligence.
David De Cremer, in his book “Leadership by Algorithm”, goes further and says that Artificial Intelligence should be collaborative and support human work, not replace it. David writes that AI won’t be able to replace skills such as charisma, influence, creativity, leadership, or agility, but it will help technicians and managers do their jobs more efficiently.
All these insights emphasize that, in the short term, leadership will need to enhance and foster these social values, complement AI, and respect the management trends of the new and continuously emerging generations. Leadership will need to understand and embrace diversity, and support everything technology can offer: remote work, agility, innovation, less control and more motivation, or working with international teams. A leadership that manages a person holistically, not just in their professional capacity, one that listens, supports, and doesn’t focus exclusively on results.
In short, a new leadership is needed—and is already being needed—for the 2020s of the 21st century.
