Dynamic leadership – a leadership shortage solution
| DOI | https://doi.org/10.1108/SHR-06-2014-0035 |
| Date | 03 June 2014 |
| Pages | 199-204 |
| Published date | 03 June 2014 |
| Author | Elissa Tucker,Sue Lam |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
Dynamic leadership – a leadership
shortage solution
Elissa Tucker and Sue Lam
Elissa Tucker is a
Research Program
Manager and Sue Lam is
a Research Specialist
and both are based at
the Department of Human
Capital Management,
APQC (American
Productivity and Quality
Center), Houston, Texas,
USA.
Abstract
Purpose –The purpose of this research paper is to explore how organizational leadership style is
related to employee leadership skills, leadership and business trends, as well as leadership practices.
Design/methodology/approach –In total, 547 participants representing a variety of industries and
organization sizes completed an online survey on the current state of leadership at their organizations.
We compared the responses of participants working in organizations using a traditional leadership style
(n⫽121) with those in organizations with a dynamic leadership style (n⫽105).
Findings –Consistent with hypotheses, the results show that the traditional, hierarchical and
command-and-control style of organizational leadership is associated with larger leadership skills
gaps, while a more dynamic, all-inclusive and collaborative leadership style is associated with smaller
leadership skills gaps. Specific business trends and leadership practices partially explain the
association between organizational leadership style and organizational leadership shortages. These
factors provide guidance for human resources practitioners looking to set priorities and plans for
fostering dynamic leadership within their organizations.
Originality/value –This study provides insights into why the leadership deficit endures and what
organizations can do to put the issue to rest. This research is unique in that it goes beyond identifying
and quantifying specific leadership skills gaps to also reveal which factors may be driving these
leadership deficits. This research also isolates which organizational practices and leadership
approaches are associated with smaller leadership skills gaps.
Keywords Collaboration, Leadership Skills, Traditional Leadership, Dynamic Leadership,
Command-and-Control
Paper type Research paper
After decades of concern, organizations are still struggling with leadership shortages. In
the 1990’s, demographers warned that baby boomer retirements would result in a
dearth of leaders at most organizations. In the 2000s, executives publically agonized
that workers lack the mix of leadership capabilities required to execute strategic objectives. In
2013, when American Productivity and Quality Center (APQC) set out to conduct a survey on
leadership, we wanted to get to the core of the leadership shortage issue.
We wondered if the persistence of leadership shortages signaled that traditional
approaches to organizational leadership – characterized by hierarchical structures,
command-and-control procedures and seniority-based authority – are no longer effective.
We considered that a more dynamic leadership style – involving flat, community-centered
structures, knowledge- or situation-based authority, shared goals and collective work
processes – may be more in line with business needs today. We asked: When it comes to
organizational leadership, are “all things traditional” obsolete?
Are “all things traditional” obsolete?
Our thinking was yes; the traditional style of leading organizations, traditional leadership
skills and practices are no longer useful. A more dynamic approach, with a new set of
DOI 10.1108/SHR-06-2014-0035 VOL. 13 NO. 4/5 2014, pp. 199-204, © Emerald Group Publishing Limited, ISSN 1475-4398 STRATEGIC HR REVIEW PAGE 199
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