Linear ‘step-by-step’ guides and standardised solutions are of limited use in the management of change. Organizations, by their very nature, defy prescription. Leaders who want to turn companies round are often better off observing things for themselves and encouraging employees to improvise solutions than trying to follow a generalised model. There are, to paraphrase Hamlet, more things in organizational life than are ‘dreamt of’ in the ‘philosophies’ of academics, business writers and management consultants.
The rising generation of young leaders have evolving expectations about leadership. Young leaders are ambitious and willing to work hard, but they also believe that great leadership does not necessarily require compromising work-life balance or authenticity. Organizations must adapt to these expectations if they want to attract the best and the brightest.
