Effective Leadership in the Digital AgeBy Cinthya Alaniz Salazar | Tue, 05/10/2022 - 11:38
The migration towards hybrid and remote work demanded the development of a new leadership model that considered communication difficulties and loss of social capital. This prompted a widespread introspection of what this role should look like in the digital age and the added value it creates for companies.
Part of the resistance to hybrid and remote work before the COVID-19 pandemic largely stemmed from a concern that employees would underperform without the oversight and direction of leadership. This concern proved to be unfounded, but it did generate challenges that directly impacted the traditional role of leadership in organizations, starting with social cohesion.
Hybrid and remote work introduced a disaggregated model of work that gave contributors a greater sense of autonomy at the detriment of social and cultural cohesion, important variables for collaborative work. These models of work have also contributed to greater rates of burnout as people struggled to put boundaries to separate work from their personal lives. While these challenges are not absent in traditional office spaces, hybrid and remote work remove the physical barrier separating work from personal life, thereby making the identification and rectification of these trends harder.
One of the positive outcomes to come out of this harsh transition was the empathy and trust it generated between leaders and contributors, a factor that proved to be fundamental to the development of a new organizational model in the context of digital work. Refining and accommodating this model to individual company culture was the central focus of 2021. In 2022, now that hybrid and remote work models have become the superior standard, leaders will be tasked with building on these models and accommodating to the perceived continuity of digital work.
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