Individuals who flourish in an agile business environment need to demonstrate the following leadership resilience capabilities:
- A high level of resilience and the ability to handle ambiguity without losing focus. Increased disruption in the workplace requires leaders to challenge their thinking and as such, being open to listening to various perspectives. Developing resilience in leaders has become the differentiating leadership competency in high performing organisations. Agreeableness is about empathetic listening to the team and their ideas and being attuned to feedback from customers.
- Resilience is a fundamental temperamental factor that relates to a cluster of attributes including emotional stability and self-efficacy, both of which contribute to a ‘can do’ attitude. This allows individuals to cope with adversity because they feel adequate and believe that they can cope despite the magnitude of the issues that they face. On the other end of the dimension, we have an individual who finds it difficult to deal with the slightest adversity and who becomes immobilised in stressful situations. This converse ‘can’t do’ attitude rests equally on the lack of self-efficacy.
- Leaders that handle ambiguity well mainly focus on their goals and prioritise few items to get started instead of investing a significant amount of time to completely understand every single detail and risk and attempting to embed these into the plan. They support the process by concentrating on outcomes over processes.
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