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Question: Discuss about the Physicians and Drug Development Scientists. Answer: Introduction 21st-century leadership is a leadership perspective that is envisioned to react to the distinctive problems and opportunities of the present world. In the words of Czabanowska et al. (2013), leadership is about all types of transformation. The focus of this research is to gain an understanding regarding the major characteristics, roles and responsibilities as well as strengths and weaknesses of the 21st-century leaders and to bring out the differences and the similarities between traditional and modern leadership abilities. This would be helpful in identifying the principal causes of change in the competencies of leadership. Hence, the present study focuses on discussing different leadership theories and styles from the perspectives of different scholars. This critical discussion would be helpful in understanding the modern leadership styles, traits, and competencies possessed by contemporary leaders. Leadership involves setting up a transparent vision and sharing this with the team members so that they can follow the vision keenly. It also includes providing the knowledge, method, and information for realizing the vision and balancing all the varied interests of the stakeholders (English, 2011). On the other hand, Hackmann and McCarthy (2011) commented that roles and responsibilities of a leader increase at the time of crisis, where the leader has to think and take decisions creatively. Leadership is learned over time, as it cannot be taught. For example, Bill Gates, who possesses a brilliant leadership style, experienced failures in his early life. However, with his continued innovation and passion, he drove the software and Microsoft diligence to success. In the words of Gayle et al. (2011), although, leadership is independent, however, its basis roots from the ability of a person to set up a following among other teams or individuals. The predicted key competencies for 21st-century leaders and similarity or differences to classical leadership capabilities: Leadership competencies include leadership behaviors and skills, which contribute to excellent performance. Business organisations can better recognise improve their leaders of upcoming generations through applying competency-based leadership approach (Englander et al. 2013). However, Hansen et al. (2013) commented that, in order to deal with the future business strategies and trends, while developing new leadership competencies, these factors must be taken into consideration. Every organisation must define its unique leadership attributes for gaining competitive advantages. As stated by Kereluik et al. (2013), developing a strategic vision is the most important competency that a 21st centurys leader holds. The vision must be explained and communicates well with the team members for creating a mutual purpose. The speed of execution of the plan is the next most important success factor. However, Mendenhall (2012.) put stress on the competency of managing a wide range of workforce. Therefore, the volatile business environment of the 21st century, leaders have to acquire diverse talents. They need to play the role of both aninvestigator in finding out the area needs consideration by the team members and an associate, who provides sustenance and response regularly. According to McCleskey (2014), the most important competency of contemporary leaders is an effective communication skill for being informed about the latest technologies. By the use of specific networks, social intranets or apps, 21st centurys leaders carry out faster and effective communication f or accomplishing the business deals appropriately and at a faster pace for maintaining competitiveness. Quality and speed of communication play a vital role for a present business driven. Salas Pilco (2013) opined that fostering collaborative working environment, constant learning, openness and creative thinking are modern leadership characteristics that result in successful transformational and change process. People cannot explore their talent and skill if they have to work under continuous pressure. In order to make them innovative, it is essential to remove the fear of making mistakes from them and encourage them to work together that may help the, to share each others ideas, skills, knowledge, and experience. Therefore,Silva et al. (2013) pointed out that, modern leaders must have the ability to shapeorganisational culture in such a way that can promote collaborative working practices positively. It helps to lead effective change and transformational methods. On the other hand, Schleicher (2012) commented that developing a global mindset is the primary necessity of modern day leaders, as most of the business in the contemporary world tends to expand the business globally. They must acquire the ability to embrace diversity. In order to manage the economic crisis, combatting poverty, handling environmental issues, inequality, overcome the challenges of the 21stcentury;a hypothesis change in the present leadership perspective is required. In the era of globalization, the whole world is interconnected (Sheppard et al. 2013).As stated by Van Wart (2014), the present world is characterised by unprecedented economic, technological and social change. Therefore, people cannot work with a leadership mindset that is deep-rooted in the 20th centurys industrial age. Differences and similarities between 21st-century leadership and classical leadership With the increasing rate of globalization and competition in the present business world, the applicability of 20th-century leadership abilities is becoming ineffective. At the past, the leaders, mostly followed the autocratic leadership, in which employees are not provided with the authority of participating in decision-making or providing their opinions in developing strategies or other factors. However, at present day leadership, leaders mainly follow participative leadership, servant leadership and much more those belief in working collaboratively with employees so that appropriate strategies can be developed. They encourage employees to put their creative perspectives in practices for obtaining the best possible outcome (Van Wart, 2013). Yukl (1981) stated that, in the classical age, leaders did not receive all the necessary information clearly, whereas, 21st-century leaders promote effective communication throughout the organisation to maintain a transparent relationship with the employees at each level and keep them informed about the frequent changes. Previously, employees are not allowed to perform independently. However, at present, leaders provide full freedom to the employees so that they can go beyond their roles and responsibilities for providing a better outcome. Williams et al. (2010) pointed out that, classical leaders used to appraise employees annually, while the modern leaders carry out frequent performance appraisal for identifying the weakness of the employees and provide them training accordingly. However,Panetta (2012) opined that traditional leaders used to work in the comparatively stable market, whereas, contemporary leaders work in a rapidly changing society. Classical leaders set short-term objectives and modern leaders work for achieving long-term organisational goals. Beside these differences, classical and modern leadership possess some significant similarities as well. For example, both the leaders are assigned to some tasks, which that has to manage by allocating responsibilities to the team members as per their area of expertise. The leaders of both the ages are responsible for monitoring the tasks of individuals and provide them the necessary guidance (Kereluiket al. 2013). Bellanca (2011) commented that, in both leadership, leaders are focused on achieving organisational goals and objectives by getting things done within the allocated time. The underlying causes of changes to leadership competencies: Internationalization of business, rapid social and technological development and increased market competition are some key reasons behind the changes in leadership competencies in the 21st century. For attaining authenticity, nimbleness, and sustainability, contemporary leaders changed their core competencies. Cohen et al. (2013) pointed out that, in order to be competent in the present business world, it has become crucial for leaders to become flexible. This flexibility provides the strength and ability to deal with the constantly changing business environment. However, Voogtet al. (2013) emphasis on the importance of sharing information for keeping people informed related to organisational activities. Quick sharing of information has become crucial for taking quick decisions. In classical leadership, leaders used to hide information from the stakeholders and take decisions without discussing the situation with team members. This used to decrease the effectiveness of the decisions. Hence, to remove this barrier, the contemporary competency of 21st-century leaders developed. This leadership empowers employees to provide their suggestions while developing any strategy, as they have better knowledge pertaining to the choices and demands of customers. This is because they directly interact and communicate with the end-users. Therefore, they can better suggest options that may increase future customer satisfaction and loyalty. On the other hand, Cohen et al. (2013) commented that, in the classical leadership, employees are not allowed to communicate with their boss directly, until the boss give permission. Therefore, it was difficult for employees to resolve their issues instantly and continue their tasks. This led to delays in completing the work. Hence, developing transparent and effective communication channel is the key nature of present day leaders, who maintain the connection between the employees at a lower level with the top management. It facilitates to promote a positive and helpful working culture for all the employees within the organisation. Further, Englander et al. (2013) stated that, in a previous time, the leaders were not interested in exploring the expertise of each employee that could have been used at the time of organisational crisis. This quality can be identified in modern day leaders, who investigate to identify the specific strengths, exist in particular employees and utilise the talent of diverse workforce wisely for obtaining the best possible outcome. Modern leadership theories Path-goal theory-The theory mainly discusses the way in which behaviors and skills of leaders have an influence on the performance and satisfaction of team members. The motivational role played by a leader comprises of enhancing personal payment to employees for achieving work goals and making the path of these payment calmer to travel by clarifying it, decreasing barricades and increasing prospects for personal contentment (Czabanowska et al. 2013). English (2011) criticized that the theory has some deficiencies in its concept. It is highly dependent on expectancy theory as the initial basis to explain the influence of leaders. The lucid decision model offers an excessively complex and seemingly impractical account of human behavior. Situational leadership theory- This theory shows the proper leadership behavior in various level of juniors maturity related to work. Hackmann and McCarthy (2011) stated that an experienced employee has the confidence and capability to perform a task, whereas, a non experienced subordinate does not have that confidence and skill. Therefore, the leader must follow a task-oriented approach for the low-maturity employees and he should directive by means of clarifying standards, defining roles and monitoring progress. In the next stage of moderate maturity, the task-oriented approach should be decreased and a relation-oriented approach needs to be adopted. Here the leader must provide all necessary supports and attention to the employees for promoting a better relation with them. Further, in the high maturity level, the subordinates do not need much attention or support from their leaders. Rather they work independently. However, McCleskey (2014) argued that there is no evidence that, fo llowing this pattern may increase the efficiency of a leader. The theory has the conceptual weakness that limits its usefulness. Moreover, it does not provide a clear understanding of the way in which leadership styles influence employee performance. As opposed by Lloyd-Walker and Walker (2011), the theory contributed positively in understanding the dyadic leadership. One of the most important contributions, the theory made is focusing on the flexible and adaptive nature of leadership that has become the core essence of present day leaders. Vroom-Yeton model-This model stipulates that the quality of a decision depend on the decision process used by the leader. Further, the people, who execute the decision affects the decision-acceptance. These two variablesregulate the effectiveness of a decision after it is implemented that eventually has an impact on the team performance (Yukl, 1981). However, Panetta (2012) stated that rightness of the decision-making process varies from one situation to another. Therefore, the aspect considered in one situation canbe ineffective for other situations, if it is considered. Hence, the best leadership style is considered as conditional based on the requirement of a situation. Modern leadership styles Charismatic leadership- The core of charismatic leadership is being apparent as unusual by team members, who rely on the leaders for motivation and guidance. Personal identification and ascribed charismaare in the central of charismatic leadership (Schleicher, 2012). As commented by Williamset al. (2010), charismatic leaders are those, who support a vision that is the greatly discrepant from current situation, however, still within the autonomy of receiving by followers. It stipulates that followers are not likely to accept a highly radical vision. However, they are more intended to view a leader, who adopts a crazy or incompetent vision. According to Sheppardet al. (2013), such leaders work in eccentric ways for attaining the vision. This puts a positive impression on the followers that encourage them to carry out tasks in creative ways for achieving success. On the other hand, Van Wart (2013) stated that charismatic leaders are those, who take personal risks, make self-sacrifice and sustain high costs for achieving the adopted vision. Followers trust their leaders; as such, leaders are more concerned with the interests of the team members rather their self-interest. Transformational leadershipis regarded as an effective leadership process. This does not consider the underlying influence methods. The transformation may include the transformation of followers or the entire firm. In this leadership, the followers remain loyal to their leaders. They trust, admire and respect their leaders (Yukl, 1981). Bellanca(2011) commented that transformational leader motivates team members to go beyond their responsibilities for making the positive contribution to the organisation. Such leaders increase awareness among team members regarding the importance of tasks assigned to them. They motivate subordinate to transcend their own interests for the sake of the team and the organisation. Further, as opined by Gayleet al. (2011), transformational leaders activate the higher-order requirements of individuals for encouraging them. Transformational leaders follow idealized influence is a behavior that arises strong emotion and identification of followers with their leaders. Servant leadership is all about helping subordinates for achieving shared goals. According to Kereluiket al. (2013), servant leadership is a comparatively new concept of leadership, where leaders empower individuals, develop their skills and encourage them to work collaboratively. Such leaders remain concerned with long-term profit and welfare of the team members. As per the viewpoint of Hansenet al. (2013), the main essence of ethical leadership is to serve the followers for maintaining their positive mental and physical health. The services include defending, nurturing and empowering them. It is the responsibility of a servant leader to take care of the needs and expectation of the followers in order to fulfill them and help the followers to become wiser and healthier so that they become intended to take more responsibilities. As opposed byEnglanderet al. (2013), servant leaders are those, who are willing to listen to the queries and demands of the followers and sharing their frustration and pain. These leaders are accountable to stand for the rights of the team members even if it is not essential for the financial profit of the firm. They oppose the social inequality and injustice whenever possible to build a strong relationship with the followers. Conclusion Hence it can be concluded that, with the increased pace of market competition, it has become critical for leaders to adopt the modern leadership competencies in order to manage their flowers effectively. In order to retain the key staffs, the leaders must develop a helpful relationship with their team members. This helps to motivate the employees to perform their duties properly and beyond organisational expectation for obtaining shared objectives. References Bellanca, J.A. ed., 2011.21st-century skills: Rethinking how students learn. Solution Tree Press. 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