LEADERSHIP, RISK-TAKING, DECISIONS-MAKING: The newest outcomes from the Science of Leadership

Abstract

Globalization and digitization have brought in unprecedented changes in the leadership-organization-environment equation. Managing this equation is complex because it is not confined by clear, known boundaries. Today's leadership, in this situation, faces three major challenges: One, they confront problems that are occurring rapidly, are complex in nature, and may be unclear as not having experienced by them before. Two, they have to make quick decisions, in spite of "complexity, novelty and ambiguity" (Lord & Maher, 19901). Three, they have to take risk, keeping in mind "negative consequences of a solution with respect to other on-solving efforts and broader system goals (Mumford & Peterson, 19992). This article addresses the primary, fundamental issue of leadership competencies, which Prof. Fadil Çitaku’s Leadership Competency Model (2012) and currently published Leadership Competency Model Drenica (Çitaku and Ramadani, 2020) propose, and the Leadership Style befitting to the organizational structure that Prof. Don Zilloux, the author of  The Results-Focused Organization (2011) elucidates. Additionally, in this study a large body of evidence-based literature have been reviewed to highlight the newest outcomes from the Science of Leadership regarding Leadership, Risk-Taking and Decision-Making.