Issues
The purpose of this study is to find out what are the qualities needed for a leader to handle difficult situations and how to develop these qualities in VUCA operating context. Leaders with required qualities are able to manage their emotions, have the resilience, able to adapt to the demands of the situation both internally and externally. This study seeks to address whether the Creative, Adaptive, Resilient, Emotional Intelligence (CARE) Psychometric tool is able to raise Leaders’ awareness on their crisis leadership qualities and at the same time learn from experiential learning activities using the artificial intelligence gamification learning system.
Theoretical Perspective
The abbreviation VUCA which basically means volatile uncertain complex ambiguous basically describes a scenario that has very limited chances prediction. Another term that is synonymous with this black swan theory and by definition, it is an event that may result in unprecedented damage to an organization These types of events basically cannot be contained by the risk methodologies put in place and it is therefore imperative for leaders and individuals to understand how to manage them. Some common examples include the Boston marathon bombing and the world trade Centre attack of 9/11.
A crisis, in the context of leadership and organization, has basically been defined as a VUCA event that can overwhelm the capacity of leaders (Boin, 2006).Furthermore, an event can have the following attributes to be defined as a crisis: threatening the basic foundation of the system, destroying and disrupting the organizational structure of the system, destroying the current system of operation, requiring immediate attention and decisions that can have various repercussions. All these factors may subject any leader to serious headaches because it may be a once in a lifetime event and may require immediate attention.
Regarding the impact of an event on the leadership qualities, it is important for these leaders to recover quickly considering that most people look up to them for an effective transition from mourning to recovery. This is not easy as there are certain qualities that they ought to have for efficient management of a crisis in a VUCA environment. Some leaders take little time to recover and manage the situation effectively while others do not have the necessary qualities and characteristics to manage such a situation effectively. It is thus important to be creative, adaptive, resilient, effective and emotionally intelligent (CARE) to govern such a situation in a proper way.
Evidence
Studies have indicated that 69% of leaders are faced with the responsibility of managing an organization in a VUCA environment (American Management Association, 2007). In this, there are basic qualities that can be instilled into them primarily through education but research has indicated that there is a psychometric tool that can be used primarily for this purpose. The tool is used to raise the level of awareness which in turn enables individuals and leaders to effectively manage a crisis.
On this perspective, some research conducted indicate that a crisis may overwhelm the ability of a leader to learn and manage the situation effectively. Therefore, the author focuses on hybrid technology, flipped classrooms and active learning methods. All these methods of learning are primarily focused on the continuous engagement of learners to meet the standards of learning required. By definition, a hybrid enabled technology learning, the lecturer focuses on the student both on a personal level and from a teaching perspective (Brown, 2006). In this, the hybrid technology is stated to meet the requirements of the online teaching methodology. According to the author, the criteria used to assess this include: Social presence, cognitive presence, and teaching presence.
Considering the empirical evidence that the author has regarding crisis management and leaders in decision making, he postulates that: traditional classroom lectures are less favored than innovative learning methodologies and traditional lesson design of teaching do not achieve the goals of learning as compared to active learning. This to some extent may be true, but not entirely. Various leaders have differences in preferences and tastes when it comes to learning and some may learn in traditional classroom efficiently than in an innovative learning center.
As a matter of fact, the author was responding to the new trends that pertain enhanced learning through technology and effectiveness in the military (Constantinescu, 2006). The military, more than any other body, is always subjected to the VUCA environment and as such, the leaders must have the right mindset and emotional capability to pursue the knowledge and subject themselves to proper learning techniques.
The study involved two samples: the development stage where 10 subject matter experts were used to validate the CARE characteristic of a leader, the experimental stage where 350 officers, age between 30-40 years, were engaged in learning mainly involving leadership and crisis management.
Assumptions
Considering the complexity of the study, the framework revolved around some assumptions meant to attain the ultimate goal centered on learning and internalization the studies.
To begin with, the higher the peer rating, it is expected that the CARE qualities for effective management are expected. As the author puts it, there is a positive correlation between the peer rating and the care qualities and as such, there is bound to be higher leadership effective when the peer rating is high.
The second assumption made is the higher the peer rating, the leadership effectiveness would be higher. The perception behind this is that there was a direct and positive relationship between the peer rating in regard to leadership effectiveness and the actual effectiveness of the leadership qualities.
Conclusion
The subject of VUCA environment and crisis management has been neglected for some time now and the author tries to set off the ripple that will increase the studies in this field. In this perspective, he postulates that leaders need the right mindset and capabilities to manage an organization in times of crises (Conway, & Huffcutt, 1997). Some of the attributes that leaders ought to have are generally summarized by the acronym CARE which specifically means creative, adaptive, responsive and emotionally intelligent