The 21st-Century CEO: Intrinsic Attributes, Worldview, and Communication Capabilities

Abstract

This article analyzes interview data from 20 CEOs—drawing on their combined experiences to illuminate both the challenges that will face CEOs in the 21st century and the knowledge, competencies and skills they will need to succeed. The results of the qualitative analysis suggested the importance of a Global IQ, the ability to recognize talent, both the knowledge of global strategies as well as both vision and execution. CEOs must possess both global experience and an acute understanding of cultural differences to build a global company. The 21st-century CEO must have global talent acquisition capabilities that not only embrace diverse populations but also understand the cultures represented in the workforce. The CEO must be able to manage global growth and be comfortable in a broad cross-section of international markets and settings. And finally, they must possess the breadth necessary to be visionaries but understand the details that contribute to successful organizational functioning. The analysis of data not only reinforces traditional values that remain important but also identifies how perspectives on organizational functioning must change to embrace the future.

“Grace Under Pressure”: How CEOs Use Serious Leisure to Cope With the Demands of Their Job

“…One can expect CEOs' ILTs to be at least partially influenced by the generally shared ones, but there is little empirical insight thereon. CEOs do often share their views of leadership in public interviews (e.g., Gordon and Martin, 2019). However, these outwardly expressed views are arguably as much influenced by prevailing discourses of what constitutes "good leadership" as by the CEOs' own unfiltered sensemaking.…”

The digital leader: what one needs to master today’s organisational challenges

“…This can be further aggravated for executives, as they encounter large amounts of information to sift through and must deal with an increasingly diverse range of topics (Schwarzmüller et al 2018). Moreover, due to a business environment which is developing fast as a result of digitalisation, people's workloads are increasing and tasks must be fulfilled swiftly; the accelerating pace that accompanies digitalisation is a recurring theme in contemporary literature (Gordon and Martin 2019;Kane et al 2019;Kohnke 2017;Schwarzmüller et al 2018). For example, Kane et al (2019) identify the speed of change as the single most defining characteristic of the digital business environment.…”

“…Furthermore, strong communication skills seem necessary for passing on IT knowledge and spreading the word regarding digitalisationinduced changes (Giles 2016;Iordanoglou 2018;Phelps 2014;Roy 2012;Sousa and Rocha 2019). As digitalisation alters the means of communication, communication skills need to be extended to a range of communication channels and platforms (Gordon and Martin 2019).…”

“…Motivational skills are highlighted on a number of occasions in contemporary leadership literature (Gordon and Martin 2019;Iordanoglou 2018;Schwarzmüller et al 2018;Sousa and Rocha 2019). With regards to digitalisation, Osburg and Lohrmann (2017) indicate that the ability to motivate others could be relevant when encouraging employees in their acquisition of IT skills.…”

The Specifics Of Developing Worldview Competencies In The University Environment

“…The development of worldview competencies through innovative pedagogical methods in the course of teaching humanities is an important, systemic factor in training bachelors, specialists, master's degree candidates and postgraduate students in the university environment; because worldview competencies serve as a peculiar filter between soft skills and hard skills, between existential skills and contextual, specialized skills (Borisov & Koz'min, 2019;Goffe & Monusova, 2017;Gordon & Martin, 2019).…”