# What is expected of leaders in the age of automation?
Author:  Pal Sinha, Barnali 
Author URL: https://financedigest.com/author/pal-sinha-barnali
Published: 2022-09-02
Category: BUSINESS
Category URL: https://financedigest.com/category/business
Meta Title: How Automation and Leadership Development are Shaping the
Meta Description: Discover the essential leadership traits needed in the digital age. Learn how to adapt to technology changes and manage remote teams effectively.
URL: https://financedigest.com/what-is-expected-of-leaders-in-the-age-of-automationhtml

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_By_ **_Chris Underwood,_** _MD at_ [_Adastrum Consulting_](http://adastrumconsulting.com/) _, executive search and leadership development specialists_

Automation, machine learning (ML) and AI have been heralded as the big profit deliverers for businesses across the next decade. While the technology is still in its infancy, progress is rapid, making digital transformation an ongoing journey. As a result, businesses require informed and fast decision makers in the boardroom in order to adapt and remain competitive. Modern leaders must have the skills, experience and behaviours to not only make decisions [quickly but also drive change](https://www.financedigest.com/seeking-right-tone-new-uk-pm-truss-had-to-quickly-change-gear-for-queen.html "Seeking right tone, new UK PM Truss had to quickly change gear for queen") across the organisation.

[**Automation and leadership development**](https://www.financedigest.com/automated-blinds-and-shades-market-to-observe-strong-development-by-2031.html "Automated Blinds And Shades Market to Observe Strong Development by 2031")

Recruitment, people management and training processes are undergoing their own [digital transformation](https://www.financedigest.com/how-digital-is-transforming-finance-in-2023.html "How Digital Is Transforming Finance in 2023"). CV screening, virtual training programmes and [automated interviews are increasingly used by companies](https://www.financedigest.com/automated-liquid-handling-systems-market-global-leading-companies-analysis-revenue-trends-and-forecasts-2027.html "Automated Liquid Handling Systems Market Global Leading Companies Analysis, Revenue, Trends and Forecasts 2027") to shortlist candidates. While this can save time for HR teams, when it comes to [managing leadership hires and development](https://www.financedigest.com/marine-fuel-management-market-to-observe-strong-development-by-2026.html "Marine Fuel Management Market to Observe Strong Development by 2026"), they can prove ineffective. Traditional soft skills such as vision, communication and the ability to inspire and influence others, remain core leadership competencies. These sit alongside [newly appreciated](https://www.financedigest.com/newly-inaugurated-honduran-president-says-appreciates-taiwan-solidarity.html "Newly inaugurated Honduran president says appreciates Taiwan ‘solidarity’") leadership traits – emotional and digital intelligence (EQ & DQ). Current automation capabilities cannot assess and develop these behaviours so could miss talent when identifying worthy [hires or existing employees](https://www.financedigest.com/5-key-things-you-need-to-know-before-hiring-your-first-employee.html "5 Key Things You Need to Know Before Hiring Your First Employee") ripe for leadership development.

**A new [set of leadership](https://www.financedigest.com/pradas-lorenzo-bertelli-sets-out-soft-transition-to-new-leadership.html "Prada’s Lorenzo Bertelli sets out ‘soft transition’ to new leadership") traits**

DQ should now be a non-negotiable skill for leadership and management hires. In our increasingly data-driven world, businesses face both transformative opportunities and [cyber threats](https://www.financedigest.com/cyber-threats-for-finance-organisations-to-watch-in-2023.html "Cyber threats for finance organisations to watch in 2023"). Leaders must be able to understand the [business value and risk; DQ will unlock crucial data insights and exploit the potential of new technologies to ultimately accelerate organisations](https://www.financedigest.com/aon-assists-freddie-mac-to-reach-5bn-risk-transfer-milestone-for-u-s-mortgage-credit-business.html "AON ASSISTS FREDDIE MAC TO REACH BN RISK TRANSFER MILESTONE FOR U.S. MORTGAGE CREDIT BUSINESS"). Yet, DQ alone is not sufficient to foster [digital transformation](https://www.financedigest.com/making-sure-that-finservs-digital-transformation-doesnt-mean-digital-exclusion.html "Making sure that FinServ’s digital transformation doesn’t mean digital exclusion").

Change is implemented by people and as [technology advances](https://www.financedigest.com/the-diabetic-socks-market-to-prove-its-servility-to-technological-advancements.html "The Diabetic Socks Market To Prove Its Servility To Technological Advancements"), workforces will need to adapt more frequently than ever before. Naturally, change and uncertainty can ignite concern and resistance among workers. EQ enables leaders to gather widespread [support for pivotal business](https://www.financedigest.com/new-business-launches-to-support-it-professionalsfacing-mission-critcial-sector-challenges.html "NEW BUSINESS LAUNCHES TO SUPPORT IT PROFESSIONALSFACING MISSION CRITCIAL SECTOR CHALLENGES") decisions, unite teams to work towards a shared goal, and develop a culture that readily accepts new ways of working.

[**Managing a digital workforce**](https://www.financedigest.com/6-keys-to-managing-a-remote-first-workforce.html "6 Keys to Managing a Remote-First Workforce")

The pandemic sped up the adoption of [remote working](https://www.financedigest.com/helping-employees-recover-from-remote-workings-mental-health-implications.html "Helping employees recover from remote working’s mental health implications"). While this newfound flexibility has become a top request for most candidates, 39% of workers feel exhausted and overworked ( [Microsoft](https://www.microsoft.com/en-us/worklab/work-trend-index/hybrid-work), 2021). The cause? Digital overload. Virtual meetings, emails and more electronic modes of internal communications have replaced face-to-face interactions and it’s not difficult to understand why so many are suffering from burnout as we become more tied to our phones and mailboxes. It has also created a new leadership challenge – effectively managing remote teams and cultivating effective working relationships, while minimising digital overload.

Leading in a [digital environment does not necessarily require new skills but rather using traditional leadership](https://www.financedigest.com/young-leaders-forum-debating-what-successful-leadership-looks-like-in-the-digital-age.html "Young Leaders Forum, debating what successful leadership looks like in the digital age") behaviours in a new setting. Communication is still key, as is using emotional intelligence to empathise and forge connections with employees. [Technology has streamlined communications](https://www.financedigest.com/peppermint-technology-revamps-communications-with-via-voice-solution.html "PEPPERMINT TECHNOLOGY REVAMPS COMMUNICATIONS WITH VIA VOICE SOLUTION") with recruitment and internal processes when it comes to transparency, updating candidates and employees in real-time on application and business updates and creating a sense of ‘togetherness’. Modern [leaders will need](https://www.financedigest.com/leaders-recognise-the-importance-of-green-transport-at-cop27-but-we-need-data.html "Leaders recognise the importance of green transport at COP27, but we need data") to optimise use of technology and assess where digital channels are most effective and when face-to-face is best.

**Investing in [technology](https://www.financedigest.com/increasing-private-and-public-investment-in-digital-imaging-technology-particularly-in-the-field-of-healthcare.html "Increasing private and public investment in digital imaging technology particularly in the field of healthcare") vs. investing in people**

Investment in new [technology and innovation](https://www.financedigest.com/research-and-technological-innovations-to-bolster-developments-in-washable-and-reusable-mask-market.html "Research and Technological Innovations to Bolster Developments in Washable and Reusable Mask Market") is futile without also investing in the right people to land it. However, in the quest of developing a digitally competent workforce, [leaders can feel like they are faced](https://www.financedigest.com/infosecurity-europe-agenda-spotlights-innovation-as-security-leaders-address-cybersecurity-spend-in-the-face-of-economic-headwinds.html "Infosecurity Europe agenda spotlights innovation as security leaders address cybersecurity spend in the face of economic headwinds") with an impossible task. With a large [digital skills gap and a talent](https://www.financedigest.com/why-data-is-the-best-weapon-in-the-war-for-digital-talent.html "Why data is the best weapon in the war for digital talent") dearth, leaders may never feel prepared to implement transformation. Couple this with ever-advancing technology – which constantly moves the technical skills goal posts – it may seem unachievable.

Establishing learning and development processes for technical upskilling will serve the short-term; a surprise to many but it is more valuable to develop a [team that is ready to adapt and learn](https://www.financedigest.com/what-can-accountants-learn-from-great-britains-olympic-team.html "What can accountants learn from Great Britain’s Olympic team?"). This means [investing in developing soft skills](https://www.financedigest.com/quantamental-investment-trends-to-make-profits-through-creative-skills.html "Quantamental Investment Trends to Make Profits Through Creative Skills"), which still remain unmatched when supporting digital transformation. By cultivating curiosity, DQ and resilient agility – the dual ability to adapt to unforeseen challenges and have the grit to see tasks through – [leaders can develop teams primed for transformation and ready to face any bumps encountered on the way](https://www.financedigest.com/3-impactful-ways-that-leaders-can-contribute-to-the-independent-development-of-their-employees.html "3 Impactful Ways that Leaders Can Contribute to the Independent Development of Their Employees").

**Final thoughts**

AI and automation are already part of everyday life, from predictive text to self-service check-outs. The technology is fast becoming adopted by [businesses across all sectors as it promises to improve](https://www.financedigest.com/5-ways-to-improve-your-business-finances.html "5 Ways to Improve Your Business Finances") operations and enable scale up. As more [automation technology emerges](https://www.financedigest.com/industrial-automation-incentives-by-governments-in-emerging-economies-drive-industrial-robots-market-fmi-study.html "Industrial Automation Incentives by Governments in Emerging Economies Drive Industrial Robots Market: FMI Study"), even reluctant businesses will have to embrace it. However, it is important that they aren’t distracted by the “shiny and new”. Without [clear goals for how the new capability can improve or advance the business and failure to look at whether they have the right people in place](https://www.financedigest.com/future-cheque-clearing-model-places-emphasis-on-speed-and-innovation.html "FUTURE CHEQUE CLEARING MODEL PLACES EMPHASIS ON SPEED AND INNOVATION") to activate it will result in misplaced investment and failed transformation.

Leaders will be charged with successfully [choosing and implementing new technology to help their organisation achieve its business](https://www.financedigest.com/tips-for-choosing-the-right-chief-finance-officer-for-your-business.html "Tips for Choosing the Right Chief Finance Officer for Your Business") objectives. The companies that have invested in developing the right skills and behaviours to manage change, will [reap the benefits](https://www.financedigest.com/can-finance-reap-the-benefits-of-the-cloud-without-compromise.html "Can finance reap the benefits of the cloud without compromise?") and leave competitors behind.

To read more about effective leadership for progress and change, download our latest white paper, _The D Suite: Digital, Data, Disruption and Decision Making_

**_About Author:_**

_With over 20 [years experience’](https://www.financedigest.com/2021-the-year-of-buyer-experience.html "2021: The year of buyer experience") in executive search and leadership talent advisory, Chris Underwood has worked for some of the biggest names in the executive search and selection industry, before setting up Adastrum Consulting in 2009._

_Chris has led a wide range of [international transformational leadership assignments from CxO to Functional Heads](https://www.financedigest.com/the-hidden-financial-woes-of-international-students-heading-for-the-uk.html "The Hidden Financial Woes of International Students Heading for the UK") of for FTSE 100 companies through to venture capital backed startups in the UK, Europe and USA._

_His passionate, pragmatic and [practical approach has led to a new breed of executive search business](https://www.financedigest.com/6-practical-tips-for-starting-an-online-business.html "6 Practical Tips for Starting an Online Business") that is revolutionising the industry and setting new standards. Chris uses an [integrated talent management](https://www.financedigest.com/power-management-integrated-circuit-pmic-market-research-report-2022-global-forecast-till-2028.html "Power Management Integrated Circuit (PMIC) Market Research Report 2022 – Global Forecast till 2028") approach to support business transformation._

_Rare to the industry, Chris is British Psychological Society (BPS) Level A&B qualified and is trained in a number of psychometric assessment tools. He studied Aeronautical Engineering at the University of Manchester_.


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