The current labor force is experiencing a revolutionary change demographically in the composition of employees that represent a growing and diverse pool of nationalities. However, companies are more readily being faced with adapting to the growing trend of single-parent households that has more than doubled over the last 30 years, growing from 11 percent to 27 percent. (Coolidge, 1999) Currently, the number of single parents in the U.S. stands at 14 million with 83.1% of the single custodial parents being mothers as compared to 16.9% being custodial fathers. This paradigm shift is indicative of the vuca world due to ever-changing business demands, increased divorce rates, proactive decisions to become single parents and the impact these factors have on an individual’s professional and personal livelihood. Moreover, the increasing number of single parents in the workplace creates a demand on business to adapt their policies and procedures to accommodate some of the needs of this segment of the workforce. Leadership will have to be forward thinking in anticipating the effect this paradigm shift will have on employee performance and professional needs. Therefore, leadership can seek to address this challenge by becoming agile and proactively implementing steps to create programs and addendums to existing policies. Such steps may include providing on-site daycare or extending employer supported childcare assistance. One such example can be noted by the 1998 agreement between the United Auto Workers in the Buffalo, NY area and General Motors that resulted in before- and after-school care, an extended-hours childcare center near the worksite and an emergency backup telephone network to connect parents with providers for secondary childcare support. A second consideration would be to design programs that allow employees to take advantage of creative work schedules that may include nonstandard work hours or virtual work arrangements. This solution address a spectrum of work schedules as well as provides for employee flexibility in completing job assignments and potential reduced employer costs that is associated within on-site office and additional supportive services. Johansen (2007) states that leadership must address the voca world by responding with vision, understanding, clarity, and agility. “Leaders can’t surrender to ambiguity-that would lead to paralysis and confusion. Rather, leaders must learn how to be agile, while and responsive to attack,” (P.53) The potential impact for leadership is to assertively read the current signs and be responsive to forecasts which provide an opportunity to engage employee needs and be seen as an entity vested in the concerns of employees. Additionally, the instability of the job market when matched by an employer that listens and responds to the needs of its workforce, often yields a more committed, high-performing employee. The United States Department of Labor, Office of the Secretary. (n.d.)The Workforce Futurework, The U.S. Population is becoming larger and more diverse, pp. 1-12, Retrieved August 11, 2011from http://www.dol.gov/oasam/programs/history/herman/reports/futurework/report/chapter1/main.htm The United States Department of Labor, Office of the Secretary. (n.d.)The Workforce Futurework ,Work and Family Six in ten women are in the labor force , pp.28-39 Retrieved August 10, 2011., from http://www.dol.gov/oasam/programs/history/herman/reports/futurework/report/chapter3/main.htm Single Parent Center (2011). What Do Single Parent Statistics Tell Us? Retrieved August 11, 2011, from http://www.singleparentcenter.net/single-parent-statistics.html