Today’s world is experiencing rapid technological revolution. Theadvancements have created changes in sectors such as agriculture,transport, communication among other industries. The shifts intechnology are expected to continue spreading since individuals arebecoming more innovative. It is argued that the new techniques beingdeveloped affect leadership (Phelps, 2014). The heads are required topossess personal skills such as being open minded to allow his/herfollowers to have a better future by embracing the changes. The paperseeks to discuss how today’s technology can both help and hinderthe leadership skills.

One of the ways in which modern technology assists leaders is byencouraging innovation. An organization experiences different trendsin the industry that affects their operations. Leaders have theresponsibility of looking into the future and identifying the nextstep that their followers should take. The future of the firm isusually in the hands of the senior management hence, they need toestablish the solutions to problems faced. The heads are expected topossess a high level of creativity that enables them to develop newideas that they can implement to enhance the performance of theirgroups. Therefore, since today’s technology is becoming obsoletewithin a short duration, it encourages leaders to be innovative(Anderson, 2014). They get to form new techniques that promote asmooth running of their activities.

Since the technology in our current world is increasing rapidly, itis enhancing the leadership skill of being a risk manager (Anderson,2014). For example, an organization can venture into online sales andmarketing to increase its target market. The firm can decide to usethe social media platform, develop its website or a mobile app toreach its potential consumers. Each platform has its benefits anddisadvantages. Thus, the leader has to be a risk taker, apply themost appropriate technique, and aim at achieving its sales target.The manager needs to balance between the possible risk and theexpected reward, and then implement the technology to their businessmodels. Hence, today’s techniques help one’s leadership skills byencouraging them to be risk takers.

Communication between a leader and his followers is consideredcritical. It allows the head to identify the issues affecting hissubjects, settle any disputes within the community, and exchangeinformation on how to promote development in the region. Today’stechnology has taken communication to a new level. The world hasbecome like a small village where people can interact at any timedespite their location. Some of the new techniques involve the use ofthe internet, computers, and mobile phones. It is argued that theavailable communication technologies can hinder leadership skills.For example, a leader may decide to avoid conducting face-to-facemeetings and instead, use other channels such as e-mails, socialmedia, or Skype to talk to his people. The media of communication maybe considered fast and efficient, but the cost of infrastructuredevelopment is high, particularly when the techniques keep changing(Phelps, 2014). The delivery of information to recipients might alsobe delayed when the systems become faulty or when there are internetinterruptions due to weather conditions. Therefore, today’stechnology can hinder the communication skills of a leader that mightresult in their demotion from their position for failure to connectwith the followers.

In conclusion, technology is significant in the daily lives of humanbeings, particularly the leaders. It allows them to enhance theirleadership skills by encouraging innovation and promoting riskmanagement. However, it hinders their competency by preventingeffective communication with their followers. Thus, today’stechnology can indeed support and limit leadership skills.


Anderson, S. W. (2014). The tech-savvy administrator: How do I usetechnology to be a better school leader? Virginia. Alexandria.

Phelps, K. C. (2014). `So Much Technology, So Little Talent?’Skills for Harnessing Technology for Leadership Outcomes. Journalof Leadership Studies, 8(2), 51-56. doi:10.1002/jls.21331.