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The Future Executives

1. The Future Executive in 2020-2025

Executive leaders are responsible for directing activities in the organization and making major decisions (Cleveland, 1972). Due to globalization, the executive leaders make decisions that affect cross-border stakeholders and business operations. It is essential to realize that organizations are facing stiff competition across the globe and in order to survive the executives have to organize their organizations to become competitive globally. The future executive by the year 2020 to 2025 should be able to use the latest technology in their operations (Cleveland, 1972). Therefore, organizational leaders should be a charismatic human who understands the needs of all the stakeholders.

Charismatic executives will be able to link the organization’s goals with individual goals in order to meet the interests of all stakeholders (Cleveland, 1972). By the year 2025, organizations will be using the latest technology to gather information for decision making. They will require a quick response from the stakeholders to aid decision making. Therefore, with high expectations of centralized research centers in the organization executive leaders should be able to socialize with others and share information through social media. Charismatic leaders will be able to relate well with all stakeholders and are highly sensitive to people’s needs (Cleveland, 1972).

Furthermore, businesses will face external and internal challenges thus charismatic leaders will be able to control the business environment since they are environment conscious (Cleveland, 1972). Charismatic leaders are great risk takers and can engage in informal practices to get a quick solution to issues affecting organizations. Therefore, the future organizational leaders should be charismatic in order to keep the organization articulate to the needs of the stakeholders and maintain global competitiveness (Cleveland, 1972).

2. New attributes of the future executives

Executives should embrace susceptibility to risk. Traditional managerial approach entails leaders shielding themselves against any risk (Cleveland, 1972). However, future leaders should be willing to get exposed to various forms of risks since they lead to innovation. Also, future leaders should be ready to share information with their followers (Cleveland, 1972). That contradicts the traditional approach of leadership whereby leaders issue instructions to the followers and withhold any information they consider critical for the business success. However sharing of information in the future will create competitiveness of the organization and increase creativity and efficiency (Cleveland, 1972). That time all employees and managers will be part of the organization such that all stakeholders in the organization will have an equal say in deciding organization issues.

3. The where about of the future executives

The future executives may have to receive commands from key global headquarters due to globalization and since the organizations have to meet specific global requirements. The future executives will have to understand the global environment and comply with global standard requirements in order to carry out their operations globally hence centralization of commands will be inevitable.

4. Self-interest question

How will the executive leadership efficiency be evaluated in the future?

References

Cleveland, H. (1972). The Future Executive.