There has been a paradigm shift in the way mankind lives and interacts, and Professor Klaus Schwab, Founder and Executive Chairman of the World Economic Forum, describes the current era as the ‘Fourth Industrial Revolution’. He ascribes this shift to the exponential pace of development of technology which is integrating the physical, digital, and biological worlds, and impacting practically all industries across every country. Though, the First, Second and Third Industrial Revolutions also depended on the introduction of new technology to move to mechanised production, mass production, and automated production respectively, the velocity, scale, and scope of the technological breakthroughs of the Fourth Industrial Revolution are unprecedented. The scope of these changes is far and wide, with the potential to significantly benefit organizations, countries 11 and the environment, and an equally likely detrimental effect on organizations, nations, and society if not adequately and appropriately adapted to. The twenty-first century promises to make human lives longer, healthier, and more convenient with a higher standard and quality of life than ever before. While technological breakthroughs in computing and communications, biotechnology and medicine have been able to achieve all this, yet human race finds itself concomitantly confounded with volatility, uncertainty, complexity, and ambiguity (VUCA). The term VUCA, is believed to have been first cited in US Army War College documents extant as far back as 1987, to be included in the college curriculum in the year 1988, though its origin is unclear. In his 1992 article "Developing Strategic Leadership: The US Army War College Experience", Herbert F. Barber described VUCA as the global environment of fast-changing, complex, interdependent factors, challenging the leaders to not only function effectively, but proactively explore opportunities and possibilities for the organization’s future. VUCA as a context was thus nested in how the leadership performs in the rapidly changing environment and develops the requisite competencies to function effectively (Barber, 1992a). Professor Barber suggested that the Army War College drew on the concept of VUCA from the work of professors Warren Bennis and Burt Nanus in their book "Leaders: The Strategies for Taking Charge” (Bennis & Nanus, 1985) discussing the corporate leadership response to the threats posed by changes in the external environment.