Tuesday, September 30, 2025
spot_img

Paradigm Shift in Leadership for Tomorrow

spot_img
- Advertisement -

The definition of leadership has evolved over the years and today, it is more situational than generic. In the post-COVID world, the importance of leading is the pivot for productivity, agility, and humanity. The leaders of today have evolved after going through multiple shifts and challenges – both technologically and otherwise.

The focus has gradually shifted from Me to They to We to Us. With “Us” as the way forward, leadership for tomorrow will demand the building of organizational relatedness, which is a combination of social cohesiveness and sense of belongingness. This will call for the development of certain business-related competencies and skills which will be a key to ensure profitability, wholesome growth, and collective success.

The leadership of tomorrow will be more focused on ethics, empathy, empowerment, and energizing. All of this will be woven around the acceptance and use of transformative technology.

Ethics

This has always been the cornerstone of leadership and shall be so going into the future. The behaviours of leaders and their words and actions in multiple situations are keenly observed and recorded by people and the same is emulated. Leaders will have to ensure consistency and transparency in their say/ do.

They have to align their personal behaviour to that of the defined organizational behaviours so that they can inculcate contextual alignment to facilitate growth.

Empathy

Simply put, empathy can be defined as following the “aligned way”. This means doing whatever is best suited for the organization. It calls for situational understanding and explaining the context as well us being open to other people’s viewpoints and perspectives.

“My way or no way” is certainly not the way anymore. Success in the future will depend on how committed, collaborative, communicative and cohesive leaders are.

Empowerment

Leaders must decentralize decision-making to make organizational processes more agile and robust. The trust in people must be demonstrated by genuine delegation of authority and letting people fail fast, thereby inculcating a sense of responsibility and accountability in them.

Leaders have to believe that if you fail fast, you realize fast, correct fast, action fast, reorient fast – thereby succeeding fast. It helps to rapidly progress in achievement of the objectives.

Energizing

One of the key facets of leadership for tomorrow will be how effectively leaders are able to energize their people by building tenacity, boosting confidence, upskilling, competency development and ensuring enhanced performance. A leader is as effective as the team they build and nurture.

A paradigm shift in leadership for the future should be to focus on hiring inclusive people who bring unique competencies thereby enhancing capability. Leaders also have to consciously develop people by ensuring purposeful alignment. 

As an organization invested in enhancing youth capabilities, Aptech has been a leadership engine in ensuring that QUGs (Qualified Unemployed Graduates) are transformed into SEPs (Skilled Employable/ Employed Professionals). Millions of students have built their skills after undergoing various courses offered and have made their mark as leaders in their respective fields.

The House of Aptech focusses on #HarGharHunar, which recognizes that every youth in every house has talent. At Aptech, we help our students and employees in nurturing and channelizing their talent for success and future leadership.

Leadership for tomorrow will call for increased productivity by creating, nurturing and encouraging an environment of respectability and zero territoriality. Irrespective of their functional domains, leaders will have to focus on the overall employee experience and be conscious of the following aspects:

  • Speaking to their people – politeness, courteousness, connectedness
  • Treating their people – fairness, empathy, appreciation, dignity
  • Responsiveness towards the business requirements and people needs
  • Acceptance and celebration of failure
  • Living the values they profess – both individual and organizational
  • Learning, imbibing, practicing and propagating the use of advanced technology to simplify processes
spot_img

Editorial

Why TCS Deferred FY25 Salary Hike: Better Hike Ahead?

TCS had initially announced its annual salary hike during...

Deloitte, PWC, EY, KPMG to Hire 1 Lakh People in India in FY25

According to estimates from top company officials and industry...

Higher EPS Pension Application Stuck: A Step-by-Step Guide to Fix

Nearly 97,640 Provident Fund (PF) members and pensioners under...

Employee Benefits at India’s Big 4 Firms Deloitte, PwC , EY, KPMG

The Big 4 firms; Deloitte, PwC (PricewaterhouseCoopers), EY (Ernst...

TCS Announces 4-8% Salary Hike for FY25, Lowest in Last 4 Years

Tata Consultancy Services (TCS), India's largest IT services provider,...

Must Read

SBI General Insurance appoints Paritosh Tripathi as the new MD & CEO

SBI General Insurance Company Limited has announced the appointment...

HCL Tech stays bullish on hiring, to add 20,000 people soon

HCL Tech stays bullish on hiring, to add 20,000...

Practo sacks 41 employees; Tips entering startups during layoffs

Healthtech startup Practo has sacked nearly 41 employees due to...

Approach to Effective Leadership Development

"Leadership and learning are indispensable to each other."- John...

Shashi Gumma Joins Landmark Group’s New Leadership

Landmark Group, a prominent player in the retail and...

These 8 companies have shifted to permanent WFH for all employees

With the COVID-19 pandemic bringing unprecedented changes in work-life;...

TCS reaffirms its hiring plans, no reductions- CEO, Krithivasan

According to PTI report, India's largest IT services provider,...

Related Articles

Shourya K. Chakravarty
Shourya K. Chakravarty
Shourya K. Chakravarty is the CHRO of Aptech Limited (a pioneer in the non-formal vocational training business in the country with significant global presence). He has over 26 years of experience in leading people strategy and its execution in diverse and progressive environments.