Leadership Behaviour in Times of Ambiguity - Management Assignment Help

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Introduction
For any complex organisation ambiguity is the norm. A key leadership behavioural skill is the leaders’ ability to deal with ambiguity in high-pressured times and environments (Ferry, 2015 and Duncan 2020). For leaders, ambiguity can cause confusion when a fact can have more than one possible meaning (Khairi 2016). Khairi (2016) continues to postulate that if leading confidently through ambiguity is mastered as a core capability, the leader has the potential to be very successful particularly in a Volatile, Uncertain, Complex, Ambiguous (VUCA) world that exist. This challenging environment and the need for leadership prowess is now amplified since 2020 with the development of the COVID19 pandemic. As observed by Hinai (2020), the pandemic really changed the way businesses are executing while leaders have learned how to act fast during extraordinary situations.

Leader Behaviour in Ambiguous Times
A lack of clarity for leaders can be paralysing (commonly known as paralysis via analysis), when faced with making decisions leading and moving forward in uncertain times. The paralysis from uncertainty can lead to not taking any action or waiting for complete information before making a decision to take action Warell (2020). However, a study conducted by Baran and Baran (2010) noted that leaders in high-risk professions and industries such as fighting have a higher capability of navigating through uncertain situations compared to those in low-risk professions. According to this research, leaders in uncertain situations are able to make effective sense of the risks within the dangerous environments in a way they know how to evade catastrophic mistakes as well as contextualize the issues they are going through. Consequently, this makes such leaders to take action while understanding that variables do change and that adjustments are necessary whenever their assumptions happen to be wrong. According to the research by Baran and Baran (2010) leaders who face dilemmas calmly using a balance of instinct and information have a high probability of making better decisions that align with the changing environment. This literature review will look at the challenge’s ambiguity creates for leaders and if clarity is or isn’t possible what happens to decision making and actions taken or not taken by leaders, and what are the behaviours people want to see in leaders during ambiguous times.

2.1 The Challenges Ambiguity Creates in Leadership
(Omar 2016) found the 3 major problems with ambiguity are disagreement, inconsistency and no acceptable direction. He said that disagreement created several meanings and definitions to concepts, which meant that individuals view, would vary. Inconsistency would produce a mix bag of findings and therefore not having an acceptable direction, due to several definitions. This is the point where leaders suffer from paralysis via analysis and wait for complete information or take extra time to make a decision.

2.2 Decision Making and Taking Risks in Uncertain Times
Rodger (2020) stated that knowing the process of decision making allows one to understand not only the limits of an individual’s ability to calculate optimal decisions, but also the heuristics that are used to overcome these limits.

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