Leadership development in rapid change

The leadership role should not only ensure operations, but also provide direction, create security and keep the organization united in situations where there are often no clear answers. This is not an exception, but the new normal. And it is inthis reality that leaders must be trained — not only to perform, but to deal with complexity, uncertainty and change as persistent working conditions.

What does it mean to lead in a Vuca world?

The term VUCA — volatility, uncertainty, complexity, and ambiguity — has gone from being the language of strategy to becoming an apt description of everyday life in many management teams. When both framework conditions, direction and expectations change simultaneously, the question becomes not, first of all, what should be done, but how to stand firm in it.

When employees are strong, management must become wiser

In many companies, employees have high competence, good self-management and great ability to implement. This does not mean that the need for leadership is disappearing -- but that it is shifting. The leader must frame, provide direction, clarify intentions and build capacity. Transformational leadership here provides a practical understanding of how to lead in interaction with strong employees (Bass & Avolio, 1994).

To train on reflection - not only on action

Under pressure, we often resort to quick decisions. Kahneman's theory of System 1 and System 2 (2011) reminds us of the value of conscious reflection in complex situations. By stopping and asking good questions, both managers and teams can make more thoughtful and targeted decisions.

Psychological safety - not a climate, but a practice

Edmondson's research (2018) shows that psychological security is essential for learning and responsibility. It's about making it safe to express uncertainty, ask questions and take risks -- and that needs to be shown in action over time, not just in words.

When there is no security

The absence of reassurance produces a low temperature: silence, passivity and diminished responsibility. Studies show that when the purpose is not clear, people fill in with their own assumptions (Haslam et al., 2014). Management must therefore be clear about both intent and intention — and be open to adjustments.

It's not about structure or meaning

Structure and meaning must be combined. Transactional management provides predictability. Transformational leadership provides motivation and direction. In uncertain times, we need both approaches—in the right balance and at the right time (Odumeru & Ifeanyi, 2013).

What do leaders need to be trained in now?

Leadership development today is not about new tools, but about strengthening capacity to deal with what is already happening: changes, unrest, tensions and decisions without facet.

This is what managers need to develop:

• Ability to stand in uncertainty without losing direction

• Skills in creating peace of mind while keeping up the pace

• Awareness of one's own patterns and how they work in the group

• Ability to balance clear structure with meaning creation

• Willingness to learn at speed -- and to involve others in it

Concrete steps to get started

Ask three simple questions before making important decisions:

What do we know? What do we assume? What are we missing?

Invite the team into reflection:

What do we need more clarity on? What do we need more room for?

Build psychological peace of mind in practice:

Give feedback on effort, not just on result. Listen to what is difficult, without solving it too quickly. Recognize uncertainty as a natural part of development.

Brief summary

• Leaders need to be trained to stand firm in uncertainty, not just to deliver on familiar goals.

• Psychological safety is a prerequisite for learning and development - and must be practiced.

• Reflection, direction and trust are more important than ever.

• It's not either structure or meaning - it's both.

• Leadership development is about building capacity, not just skills.

References

Bass, B. M., & Avolio, B. J. (1994). Improving Organizational Effectiveness Through Transformational Leadership.

Edmondson, A.C. (2018). The Fearless Organization. Wiley.

Kahneman, D. (2011). Thinking, Fast and Slow.

Haslam, S. A., Reicher, S. D., & Smith, J. R. (2014). The Contours of the Agentic State. Social Psychology, 45 (5), 315—319.

Odumeru, J.A., & Ifeanyi, G.O. (2013). Transformational vs. Transactional Leadership Theories. International Review of Management and Business Research, 2 (2), 355—364.

VUCA-World.org (2025). Leaders with Vision, Understanding, Clarity, Agility!