Sophia McIntosh | Transforming future of work – change leadership at the forefront

Change leadership is critical for navigating the transformation of the future of work, driving innovation, improving productivity, and ensuring long-term organisational success in an evolving landscape.

Recently, the Ministry of Labour and Social Security hosted a Labour Talk Roadshow, where industry experts underscored that the future of work demands digital literacy, flexible/freelance working arrangements, inclusivity, safer working environments, and lifelong learning for employees. These elements are not just trends, but crucial ingredients for enhancing employee productivity and well-being. The discussions illuminated the changing environment of work. However, what was not explored deeply was the necessity of rethinking leadership to navigate these new labour market changes effectively and efficiently.

CHANGE LEADERSHIP

The conversation around productivity must also encompass a critical element: change leadership. The literature explains this kind of leadership as an ethical process of inclusive employee engagement, aimed at addressing organisational problems in ways that equitably benefit the employer and employee.

On the contrary, the days are long gone when traditional top-down leadership, characterised by controlling directives, exclusion and resistance to dissenting voices, could effectively guide teams. Such an approach not only stifles creativity but also breeds a counterproductive culture of “us versus them,” leading to low performance/productivity and disengagement from the organisation. This type of environment makes it difficult to attract, retain, motivate and inspire talented employees – who are essential for driving organisational success. Given dual demands of adaptability and innovation, traditional leadership models are increasingly being called into question. This type of leadership is rigid, outdated and not conducive to the organisational changes required today for enhanced employee productivity.

The echoing reality in today’s environment is that employees are balancing the leadership power dynamic by choosing when, where and how to work, as they seek to improve and preserve their overall well-being. To truly enhance productivity, leaders must recognise this and embrace more collaboration/inclusion in adapting to the demands of a rapidly changing diverse workforce. Change leadership requires reimagining how authority is viewed and should foster an atmosphere where all voices are heard and valued for improved employee engagement. By encouraging open dialogue, facilitating hybrid work models and empowering employees to customise their work schedules could cultivate a culture of innovation and creativity that boosts morale and drives organisational performance.

It is clear that effective leadership is not just about managing tasks; it’s about being responsive, having greater care for people, flexible and inspiring teams to perform at a high standard for increased productivity. The future of work demands leaders who can adapt to change and prioritise collaboration, ensuring that their organisations are not only productive but also vibrant and engaging places to work.

MORAL AND SUPPORTIVE LEADERSHIP

In this changing work landscape, the call for moral and supportive leadership has never been more pressing. Rudolph Thomas, vice president, of Jamaica Confederation of Trade Unions indicated that organisations that focus on mental, emotional, and physical well-being of employees while fostering inclusivity will engender healthy working environments, which many have argued as the foundation for increased productivity. People-centred workplaces are not just a craze but essential for attracting and retaining top talent.

A focus on human agency is important for driving productivity. Companies should prioritise employee happiness and adapt their organisational models to create environments where individuals thrive. While local businesses may not have the resources of tech giants like Google to provide amenities for staff, such as gymnasiums, free beverages etc., the push for a shorter workweek and greater flexibility could create happier working environments. This could reduce stress levels – a strategic move to improve the overall well-being of employees, and organizational productivity. It is argued by some experts that employees are becoming disengaged, quitting quietly or loudly in organisations because of unhappiness. This has the potential to negatively impact the bottom line of organisations. The mandate is clear – workplace happiness is a driving force for increased commitment, loyalty and productivity.

The literature on change leadership supports the positive impact of organisational care and support on employee engagement, motivation, commitment and attachment to the organisation. Fairness, organisational rewards, favourable working conditions, equity, equality, globally competitive wages and salaries are other considerations for employers to drive satisfaction on the job and heightened performance. This a deeper understanding that satisfied employees contribute significantly to organisational success. As we navigate this transformative phase, leaders must embrace these principles to create a resilient workforce ready to meet the challenges of the future. The path forward is clear: investing in people is investing in productivity.

The workforce is getting more dynamic and the need for leaders who can guide organisations through this transformative phase is paramount. Successful change leadership will require a commitment to continuous learning and an openness to new ideas. Leaders must not only embrace digital tools to streamline processes but also empower employees to develop personally and professionally in a rapidly evolving work environment.

CALL TO ACTION

The future of work is not a distant goal, but an immediate reality. The path forward lies in fostering a culture of adaptability and inclusivity.

Leadership is not confined to executive or senior management levels. Every employee, regardless of their position should engage in leadership roles to execute their daily activities – making it crucial for organisations to recognise the importance of fostering leadership skills at all levels for the future of work. To facilitate this cultural transformation, the time is now for continuous change leadership training at all levels in the organisation. When employees are equipped with these new leadership skills, they could become more effective problem solvers, fostering a culture of innovation and adaptability that ultimately enhances productivity. Organisations should lead the change of reimagined leadership that empowers team members to innovate.

Sophia McIntosh is a lecturer in marketing at the School of Business Administration at UTech, Jamaica. Send feedback to sophia.mcintosh@utech.edu.jm.