FEATURE more profound challenge . Thus , the imperative for supplementary education and retraining becomes paramount , with targeted investments in lifelong learning crucial for enhancing employment prospects .
Despite ongoing advancements , experts lack a unified vision of the future of work , given the unpredictability surrounding the development of key technologies such as AI and robotics . Ensuring public investments align with equitable education for all is imperative , requiring collaborative efforts from political leaders , public sectors and private organisations to formulate workforce policies fostering socially sustainable employment .
Leading through change – the role of servant leadership ?
Hertta Vuorenmaa , Research Director of Finland ’ s Future of Work project at Aalto University School of Business
driving this transformation include mobile and virtual technologies , Artificial Intelligence and Machine Learning , robotics , cloud computing , the Internet of Things , 3D printing , biotechnology and Quantum Computing , all of which contribute to blurring the boundaries between physical and digital domains .
Presently , the labour market exhibits at least two noticeable forms of polarisation . The dichotomy between knowledge-based work and manual labour became starkly evident during the COVID-19 pandemic , accentuated by the divide between remote and on-site work arrangements . Knowledge workers are further stratified into those possessing sought-after expertise and those whose roles are susceptible to outsourcing or automation . As technology continues to advance , many current human-performed tasks will be automated , leading to enhanced efficiency and productivity among knowledge workers . Automation will predominantly replace physically repetitive and cognitively routine tasks , rendering certain professions obsolete while concurrently birthing novel job opportunities .
Consequently , job polarisation , globalisation and digitalisation exacerbate inequality within the labour market , raising concerns about job loss and its ramifications on individual identity and purpose . While economic concerns stemming from structural shifts can be addressed , preserving a sense of purpose and identity in the face of disappearing professions presents a
When considering leadership approaches , the primary challenge lies in recognising that the issue isn ’ t solely about the technologies themselves or their potential , but rather in how you lead your people through these changes . Effectively and sustainably guiding your team or organisation through the adaptation to multifaceted changes , including the adoption of new digital tools , is paramount . Organisations are confronted with the urgent task of seamlessly integrating various new technologies , not limited to AI , while assisting employees in navigating swiftly evolving work environments . In tackling such challenges , the servant leadership approach emerges as a facilitator of trust and inclusion , both critical for ensuring employees ability to learn , to effectively embrace and utilise technology .
Rooted in principles of empathy , humility and service , servant leadership underscores the significance of prioritising the needs of others , empowering employees and cultivating a culture of collaboration and trust . Within the context of digital integration , servant leadership provides a robust framework for guiding organisations through periods of change and uncertainty . By prioritising the needs of employees , leaders can establish a supportive and nurturing environment where individuals feel valued , heard and respected . This fosters a sense of psychological safety and belonging , empowering employees ’ ability to learn and unlearn and consequently their ability to embrace new technologies with confidence and resilience . Additionally , servant leaders lead by example , embodying the behaviours and attitudes they seek in others , thereby in an ideal situation
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