| | AUGUST - 2023MANAGEHRMAGAZINE.COM8In MyOpinionThe diversity of issues that any professional faces today are vast and complex. In the last few years, leaders have had to respond to an array of issues including a global pandemic, decades-high interest rates, and the emergence of prevalent remote work, just to name a few. Given the speed and severity of disruption in today's global workplaces, it's reassuring to see so many leaders taking their professional development seriously. Indeed, given the availability of information thanks to the internet and the attention many organizations place on their leadership development, the democratization of leadership education has arguably never been more available to those seeking to better themselves. A lot of attention has been rightfully placed on improving leadership behaviors to be more inclusive, open, and conducive to collective decision-making and co-ownership of performance and outcomes. This is a welcome change. For too long, leaders were focused on influence through authority and rank. The art of influence, persuasion, and servant leadership were all but absent in many leaders as they developed and rose through their careers. While this change has been needed and beneficial for leaders and those under their care, the complexity and speed of change mentioned earlier makes it necessary for leaders to develop an ability to flex their styles and ready their organization for situational leadership that will be necessary at different points along any team's journey.When asked about leadership style preference, most leaders have been conditioned to answer something that includes open-door, discourse, consensus, and mutual buy-in. These are ideal and should be skills that every leader can exercise ­ when they make sense. But when a team is faced with immediate challenges that require swift and decisive action, leaders need to be ready to pivot. By Kristofer Kumfert, Human Resources Director, Lucid MotorsIT DEPENDS: THE BEST LEADERSHIP STYLE TO DEVELOPKristofer Kumfert
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