As the nature of work and the workplace continue to change, leaders need to become adept at changing how they lead. In this chapter, we describe four broad leader behavior categories (task-oriented, relations-oriented, change-oriented, and external behaviors), their specific component behaviors, and evidence for the importance of these behaviors. We also describe several major changes facing leaders in the coming years, including demographic changes in the workforce, technological changes, changes in occupations and work tasks, and global and strategic changes. Then we provide suggestions for how leaders should flexibly use the different types of behaviors to reflect these changes and the leadership situation. Finally, we offer some suggestions for future research that would make theoretical and methodological contributions to the leadership literature.

Like many other aspects of the world of work, PM has undergone substantial changes over the years, especially in the last decade. This chapter discusses the changing nature of PM practice and PM research, as well as the PM-related implications of other, more general, changes in the nature of work. It is clear that PM practices will continue to be impacted by the changing nature of work. As such, our PM research needs to continue to evolve, to meet the realities of the changing nature of PM practice. We offer several suggestions in this regard.

As the nature of work and the workplace continue to change, leaders need to become adept at changing how they lead. In this chapter, we describe four broad leader behavior categories (task-oriented, relations-oriented, change-oriented, and external behaviors), their specific component behaviors, and evidence for the importance of these behaviors. We also describe several major changes facing leaders in the coming years, including demographic changes in the workforce, technological changes, changes in occupations and work tasks, and global and strategic changes. Then we provide suggestions for how leaders should flexibly use the different types of behaviors to reflect these changes and the leadership situation. Finally, we offer some suggestions for future research that would make theoretical and methodological contributions to the leadership literature.

The changing nature of work compels corresponding changes in organization selection systems. In this chapter, we advocate for competency modeling and propose nine competencies that are becoming more instrumental for success in the modern workforce. We then propose predictor constructs and methods to measure these competencies and new ways to leverage technology in their assessment. Lastly, we discuss four challenges that organizations will face when advancing our solutions: (a) achieving buy-in for competency modeling; (b) the continued recognition of a criterion problem; (c) monitoring applicant reactions; and (d) acknowledging social and ethical issues that may arise with these proposed changes.

The changing nature of work has produced a variety of work demands or stressors (e.g., job insecurity, financial instability, unpredictability of work schedules) that can interfere with life outside of work, and has also provided significant resources to some employees in the form of flexibility in the scheduling and location of work, enhanced levels of autonomy or discretion on the job, and exposure to different cultures. Managing the demands and capitalizing on the resources require employees to make proactive work–nonwork decisions that take all important facets of their life into account. The effectiveness of work–nonwork decisions is often dependent on the support that individuals and their families receive from the organizations for which they work and the societies in which they live.

The changing nature of work and workers is a topic that has excited substantial interest and discussion across academic disciplines, organizations, and the popular press. To the degree that statements and proposals "due to the changing nature of work/workers" are supported and, therefore, the nature of work/workers has changed, then the approaches commonly used by organizations for attracting, retaining, and rewarding talent must also change in order to maintain a competitive advantage. Similarly, to the extent that work has changed, workers will need to adapt to a workplace that requires different skills, is differently organized, and where the assumptions of the past may no longer hold. This chapter introduces the topic of the changing nature of work and workers, describes common methods used to analyze change, offers a conceptual model of the changing nature of work, and summarizes the major themes covered in this handbook.