The Book on Leader Mindsets: Some Comments

“Little did I imagine that someday Professor Rao will do an empirical study and bring out a book on this subject. The book brings out leadership mindsets so clearly and analyses these based on research and experiential wisdom. The thing that struck me most was the linkage of these styles with the three gunas in Hindu scriptures: Sattva, Rajas and Tamas. The book does not prescribe any style but makes the reader think through what his style is and what he would like it to be. Then, it provides the reader with a pair of new glasses and suddenly one starts seeing things in a different perspective.”

Satish Sekhri

Formerly Managing Director

Bosch Chassis Systems Ltd,

Pune, India

(An excerpt from the Foreword to the book)

“I think the leader mindset proposed in the book is “Indian tinted”. As someone from the “West”, I am pleased to enrich my understanding with “your views”. You make a good contribution to enlarge our perspectives on how you see the leader mindset.

Very few of us are internally STRONG to accept negativity; also, the contexts that most of us live with is toxic. So, “I Am Something” approach can be extremely healthy.

When you try to explore the role of human values in the face of Industrial Revolution 4.0 (AI, Robotics, etc), you may consider the fact that the drivers of technology ARE weak in terms of human values.

I think that we are headed towards a phase of self-inflicted extermination, possibly leading to the emergence of a new species. Before the end of this century, we will have ourselves and the others species. We will be creating living beings among us and, little by little, we (little and fragile creatures) will fade away, hopefully graciously. We do not wish to change ourselves. We also do not have the collective will power to change the context in which we operate. So, the next evolutionary step of our civilization may get taken much earlier than most of us may think.”

Marco Paulo Abrunhosa Cardoso 

Serving in boards in different jurisdictions

Finland

“The writing is excellent. As the editor of a journal, I rarely see papers with no errors. Your book is thus a rarity. I initially wondered why some words like “Student” and “Maternalistic” are capitalized. I now realize that there is a meaningful reason behind it.

I see that the style is half-way between a discourse and a scholarly
paper. If you are positioning it as a scholarly paper (like a journal
article or academic book), it certainly needs more references. The book has some quotations which too need references.

This book is obviously positioned as to not tap into management
literature on leadership a lot (at least in part 1). Rather, it offers another way to look at leadership.”

Ram Mohan Pisharodi 

Marketing Professor/Chief Editor, Alliance Journal of Business Research at Oakland University

Greater Detroit Area, USA

“From an Australian’s point of view, I found that the thesis of the book provides a fresh perspective on the issue of leadership – a very sub-continental perspective and interpretation.

It appears that the intent of the book is to provide aspiring (or current) leaders with a way for them to become a happier and more contented person. Greater contentment would lead to a warmer and more positive individual. The thesis is supported by research and empirical observation.

My conclusions include the following issues:

1. As relevant as is the thesis and its accompanying discussion, the esoteric nature of the discussion, notwithstanding the empirical support provided, will struggle to resonate with Western audiences who are both unfamiliar with some of the philosophers and others cited.
2. The “I am Something”, in my view, rests on the concept of profound empathy. One of the principles of Spandan is the “belief in innate divinity.” Implied in this is that someone who does not possess “a belief in an innate divinity”, can’t be empathic and therefore can’t develop superior leadership. If that is not so, then why must one have “a belief in an innate divinity” if one can be empathic without it?
3. That of course highlights a view of leadership through a “religious” lens, which will be problematic for many people who separate organizational leadership from religion, spirituality or personal belief. There are effective and humanist leaders in every spiritual dimension, including atheism.
4. It depends what the leader is leading. Altruism, another axiomatic dimension of Spandan, implies that to be a “good” leader, you need to be altruistic. One can be driven by one’s own well-being and still have empathy and still be a good and effective leader – it’s just that the person knows what the objective is and what will help them achieve it. Is that wrong? A leader of a commercial enterprise may pursue a financial reward for shareholders (or self) and treat staff and other stakeholders empathically and responsibly.
5. Individuals, as noted in the book, find it hard to change themselves – because they’re human and self-change is difficult.
6. Leaders within organizations are not only at the head of the organization; they are also found throughout the organization. People who have even one person for whom they are responsible are leaders. Therefore, the lower in the organization a leader is located, the harder it will be to make the systematic and operational changes suggested in the book, even if they want to. Even if the leaders can effectively change themselves, the organization may not be willing to cooperate.
7. Some people can’t achieve an empathic capability because of the way they are; they may have an authoritarian approach to the business. That doesn’t necessarily mean that they will fail, but it might lower the chances of “effective and humane success.”
8. A leader is not necessarily a leader in every aspect of their existence, nor is a follower, a follower in everything. Every individual is both a leader and follower in a diversity of contexts throughout their lives.
9. In relation to “Maternalism” I have found that men can also act, behave and care maternalistically in organizations (and elsewhere). They inevitably possess strong empathic skills, values and attributes. The stories abound of strong leaders who were loved by their staff for their capable, caring and empathic attitudes.
10. The nature of empathy may be uniform, but the level of empathy needed to make a noticeable difference will vary. Where an organizational culture is strongly empathic and positive, a leader who “ups” their level of empathy may not even be noticed by those who are affected. That same level of additional empathy will act as a massive change stimulus if occurring in a brutal and savage culture.
11. “I Am Something’ believes that I am neither above you, nor below you. I am neither in front of you, nor behind you.” The issue here is that if someone possesses empathy, they don’t need to “pull their rank” to get things done. But to say that leaders believe they are neither above nor below is unrealistic. The effective, empathic leader knows they have the authority but don’t need to exercise it.
12. “For any meaningful change to take place, leaders themselves have to take the initiative.” For most people, such a change is a serious threat to their self-image. They may need the change, but it’s not as easy as just stating it.
13. “Facilitating others remake themselves along similar lines.” Philosophically, it sound nice, but it may not be necessary. It is not true that everyone in every organization needs to be empathic and “nice” for the leader to achieve. Everyone benefits if they are, but it’s not a truism that they must be transformed for the leader to be effective and for the organization to achieve its KPOs. Sad but true.
14. The research undertaken appears to have a fairly small sample size to be statistically significant.
15. On the topic of A.I., robotics and similar, I am of the view that “leadership” and “followship” will still be with us for many years to come. I am also of the view that the nature of leadership and followship will inevitably evolve. Notwithstanding predications of A.I. being able to eventually emulate Man in some areas, I believe that such advances are inevitable, but Man will still call the shots. And the importance of effective human interaction will be as vital and important as ever. And it may be that the attributes (“I am Something) of the book will be more important then, than they are now. In other words, the quality of the human interaction and the leadership that directs it, will be elevated to a higher level because much of the “low-level” stuff will be provided by machines.
16. In my line of work, I reckon I’ve pretty much seen it all – brilliant leaders through to outright destructive maniacs, and everything in between. Over 35 years of being and working with and talking to leaders has generated mixed emotions: from being inspired and in awe, to turning around and running as fast as I could. What I see in this community of the ‘number 1 citizens’ of their organizations, are mistakes that are repeated over and over again. Things that corporate rhetoric and intellectualization would speedily deny, but things that I see and hear from those affected and things that I see with my own eyes.
17. I can’t recall any relationship I have had with a leader, where their motivation wasn’t ‘to do the best for their organization,’ and therefore for themselves by so doing. Unfortunately, though, subjectivity and self-interest get in the way. This article is not intended to explore this point, since I’ve done it before, but rather to identify the categories of behaviours that trap many leaders and subvert effective leadership.
18. Some leaders just aren’t ethical and condone (or even initiate) unethical behaviour. These days, it’s enough to merely say ‘Volkswagen” to prove this point. And if you think that they are the only ones, then you’re kidding yourself. I personally know of companies where the leader fired staff to capture their share entitlements; where a major multi-national milked the balance sheet to avoid showing an operating loss; leaders who condone deceptive advertising; and so on and on and on. These are not nice people.
19. The corporate rhetoric is about delivering for shareholders (in a for-profit organization) or for members (in an NFP organization). The reality is that executives define what shareholders will get (or should I say ‘what the executives are prepared to give them’) and then define their own benefit by the KPIs set against the criteria they have set for themselves – screwing shareholders in the process. See the research in my book Corporate Crap. Not one single listed corporation in 2015 asks all its shareholders what they want from their investment – they merely (and incorrectly) assume an outcome or use institutional shareholders as a proxy for all shareholders.
20. Almost all leaders miscalculate (i.e. underestimate) the complexity of change.
21. Many leaders communicate by issuing edicts and believe that just because they have said or written something, that is what is heard, understood and accepted or adopted. What they don’t understand is that every communication requires both a sender and a receiver. What is said does not necessarily get interpreted the way the sender intended – the receiver absorbs the communication through their own filters, perceptions, subjectivities and contexts – always. And then leaders wonder why instructions, visions and intentions aren’t complied with.
22. Too many leaders rely solely on their own interpretation or judgment. Many leaders can’t talk with people down the organization because issues or plans once discussed will generate thoughts and actions in those who were party to the discussion. Sometimes, those issues get resolved and plans don’t get adopted, yet people still have feelings, fears and need for security. These feelings ignite the moment the matters are discussed. Sometimes they lead to more severe reaction in the organization – an IR backlash or even organizational sabotage. Conversely, the leader can’t take every issue to the board as the leader was employed to have most answers. Therefore, leaders rely on their own judgment. What they should be doing is networking with independent and non-competitive peers with whom they can bounce ideas and gain the benefit of others’ experience.
23. Many leaders suffer from the Devil Ego: not the Good Ego that ignites their passion and drives them to excel, but the negative one that poisons relationships and destroys self-confidence in others.
24. Leaders must have a keen radar for identifying individuals worthy of their trust. When you don’t trust anyone, then no one will trust you – and you will not be a very nice person to be around. To be able to trust others, you must have mature emotional intelligence, a strong sense of self-worth and therefore self-confidence (but not arrogance), and an ego that is not in a permanent ‘self-defense’ position. If you are unable to trust, then you’re unable to delegate effectively, and if you can’t delegate effectively, then you can’t lead a large organization.
25. I constantly see leaders who are unable to straddle the right and left-brain hemispheres of leadership – they must be able to envision an effective and fulfilling future for their corporation/organization, yet simultaneously watch over their shoulder how the organization is performing to deliver that vision. Being able to envision without managing performance is as fruitless as watching performance but not knowing where you’re going.
26. Many leaders don’t walk their talk. And when they do, “many walk funny and talk crap” as quoted by a well-known commentator on leaders and leadership.
27. It is tragic to encounter leaders who believe that the only people in the organization who can come up with good ideas is the leader themselves or their ‘C’ suite executive team. Not only is this detrimental to the organization, but one hell of an insult to its people – particularly when people within the business who are ‘down the organization’ often understand the mechanics and detail of their operational responsibility better than the managers at the top.
28. Too many leaders look for someone to blame. Instead they should seek the learning from the issue to grow. Leaders who blame will find that mistakes are hidden, truth is guided by self-interest and evolution is subservient to revolution. Poor leaders ‘put down’ a peer or subordinate in front of others or even in private. Instead they should identify the issue, identify the better path, and give the ‘culprit’ a chance to redeem themselves (within reason). The blame culture is toxic.
29. Poor leaders often think simplistically – and they are lousy at managing nuance – and after all, that’s what management is all about. As an example, it is easier to believe that everyone is motivated by money, than it is to acknowledge that different people are driven by different motivations and that to build a culture that works with that knowledge is difficult – yet worth doing (or at least worth trying.)
30. Poor leaders talk a lot and really listen infrequently.
31. Poor leaders never show gratitude to those who provide extra effort, extra performance, extra consideration, extra support to others, and who share their knowledge and experience. That’s because the leader interprets gratitude as a sign of their own failure to do that which they should be grateful for.
32. Lousy managers pursue the status quo because they are afraid of the unknown, of the future, and of their ability to deal with it.”

Dr Jack Jacoby

Executive Chairman

Jacoby Consulting Group, Australia

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Three reasons you should NOT read the book on Leader Mindsets!

 

Hapless leaders keep getting bombarded with an overdose of new ideas these days. Other than leading their followers into a world where the roses would always be in bloom and where the sun would never set, poor souls are expected to work upon path-breaking ideas. Consultants keep dishing out advice, followed by hefty bills. Other leaders whose scintillating speeches act like Botox shots to the sagging visage of their organizations have to be incessantly tracked. Political outfits of all hues and shapes need to be kept in good humour. Hellhounds of various taxation departments have to be kept at an arm’s length. Relentless window-dressing of quarterly accounts leaves them no time to pause and reflect on the basic meaning of life. Being connected to operations makes it impossible for them to relax and unwind.

Authors and intellectuals, whose contribution to the evolution of our species is dubious in any case, also do not leave them in peace. They keep churning out literary tomes and books which a leader would not touch with a hundred foot pole even on a space flight to a distant galaxy.

Take the case of the latest book on Leader Mindsets. Here are some reasons they can avoid picking it up.

1. Even though the focus of the book is on universal human values, it appears to be based on an Asian view point. When leaders think of this part of the world, they only remember irrelevant scriptures, outdated religious beliefs, widespread poverty and illiteracy, and a certain lack of decency in public spaces which others on the planet could readily deride. In other words, there could not be much to learn from the book.
2. At a time when leaders are grappling with the upheavals being caused by Industrial Revolution 4.0, the need is to understand and adapt newer technologies. The underlying belief is that in the times to come, the human dimension is going to be less important. Understanding machines is what should be a priority. Human behaviour has already been mapped thoroughly. Even if one were to understand it better, one would run the risk of ending up being a ‘soft’ leader who is unable to take ‘hard’ decisions, thereby compromising one’s effectiveness as a leader.
3. The book appears to be based on the premise that to become an effective leader, one has to change oneself – a tough proposition, indeed. There is nothing wrong with the leaders in their present mould; hence, there is no need to tweak anything within them.

The book goes on to propose that having changed one’s mindset, one should help others to change their mindsets. If the first step is undesirable, this one is near impossible; and the next one – that of changing the entire organization – even more so.

After all, management is the art of the possible. Leaders are happy the way they are.

Smart leaders would do well to brood over these thoughts. It would save them lot of time and trouble. Their followers would heave a sigh of relief upon realizing that they have been spared the trauma of being asked to change themselves in any way; that they can trudge along merrily without a care in the world, focusing on immediate and important tasks at hand. If the critical and strategic tasks get neglected in the process, so be it.

Even if the author were to gift a copy of the book to a leader, the latter would do well to either gift it to one of his arch-rivals, or to simply throw it into the nearest waste paper basket. If the shameless author persists by sending a soft copy as well, prompt use of the delete command would be highly useful.

(Related Post: https://ashokbhatia.wordpress.com/2019/02/10/a-word-about-the-book-on-leadership)

 

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Yet another Quotable Quote which appears in the book on Leader Mindsets (Part 4)

 

As per press reports, the Hon’ble President of India, Shri Ram Nath Kovind, had some time back touched upon the fact that nature provides rich lessons in harmony. On a retreat at Mashobra in Himachal Pradesh, President Ram Nath Kovind wrote that nature provides lessons in harmony as nation debates big challenges of education and health.

Excerpts:

• I was experiencing nature at its most divine. I was also experiencing nature at its most caring. The sanctuary nurtures Shimla and its people. It cares for us as only Mother Nature can. Nature loves us and we love it back.
• We don’t know the answers (for future). But what we do today- the social, intellectual, ethical and ecological investments that today’s generation makes – will help determine the answers. It is we who will determine the capacities of those who will build India in the next 25 to 50 years. It is we who will determine whether rivers and mountains and forests, with us for millennia, will still be available in all their glory for succeeding generations.
• The wildlife sanctuary I visited does not distinguish between one and the other. It provides water to all. Its trees provide shade to all. Its clean air nourishes all. Its clean air nourishes all. Fraternity and compassion are written into nature’s DNA… Nature does not compartmentalise. Its instinct is integrative and holistic. Nature promotes mutualism. The flower nourishes the bee. The river waters quench the thirst of all living beings. And trees provide a welcoming home to so many birds and animals… There is a rhythm to this togetherness. And there is an almost cosmic bond that allows every living being, small and big, silent and loud, to live in harmony, to flourish, and to thrive. Human beings can learn from this.

(Source: Compassion, mutual dignity will protect the future of all Indians, The Times of India, May 25, 2018)

(Yours truly has contributed some of the chapters in the book and has also edited it.)

(Related Posts:

https://ashokbhatia.wordpress.com/2019/03/11/some-quotable-quotes-which-appear-in-the-book-on-leader-mindsets

https://ashokbhatia.wordpress.com/2019/03/18/some-quotable-quotes-which-appear-in-the-book-on-leader-mindsets-part-2

https://ashokbhatia.wordpress.com/2019/04/01/some-quotable-quotes-which-appear-in-the-book-on-leader-mindsets-part-3)

 

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Some Quotable Quotes which appear in the book on Leader Mindsets (Part 3)

 

1. Mahatma Gandhi held that “To remake ourselves as human beings, our greatness lies not so much in remaking the world – which is the myth of atomic age – as in being able to remake ourselves.”
2. Jacquelyn Small, the French psychologist, stated, “We are not small human beings trying to be spiritual, we are spiritual beings practicing to be human”.
3. Proust: We don’t receive wisdom; we must discover it for ourselves after a journey that no one can take for us or spare us.
4. Johann Goethe: Self-knowledge is best learned not by contemplation, but by action. Strive to do your duty and you will soon discover what stuff you are made of.
5. Albert Einstein: The only source of knowledge is experience.
6. Oliver Wendell Holmes, Jr: A mind that is stretched by a new experience can never go back to its old dimensions.

(Yours truly has contributed some of the chapters in the book and has also edited it.)

(Related Post: https://ashokbhatia.wordpress.com/2019/03/18/some-quotable-quotes-which-appear-in-the-book-on-leader-mindsets-part-2)

 

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Some Quotable Quotes which appear in the book on Leader Mindsets (Part 2)

 

Here are some more gems of wisdom from the book:

1. I am what I am.
2. Samuel Johnson: There lurks, perhaps, in every human heart a desire of distinction, which inclines every man, first to hope, and then to believe, that Nature has given him something peculiar to himself.
3. ‘I Am Something’ mindset believes that I am neither above you, nor below you. I am neither in front of you, nor behind you. I am neither away from you, nor near to you. I am along with you. I am however different and distinct. So are you.
4. Mukesh Ambani, Indian industrialist: In the journey of an entrepreneur, the most important thing is self belief and the ability to convert that belief into reality.
5. Maxwell Maltz: Low esteem is like driving through life with your hand brake on.
6. The significance of being insignificant.
7. Ravi Thilagan, Management Educator: ‘I Am Something’ is assertion. ‘I Am Everything’ is aggression and ‘I Am Nothing’ leads to submission. ‘I Am Something’ perhaps leads to courage and humility in right proportion?

(Yours truly has contributed some of the chapters in the book and has also edited it.)

(Related Post: https://ashokbhatia.wordpress.com/2019/03/11/some-quotable-quotes-which-appear-in-the-book-on-leader-mindsets)

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Some Quotable Quotes which appear in the book on Leader Mindsets (Part 1)

 

1. Dr S Radhakrishnan, former President of India: Man is the cause of the problem, as also its solution.

2. Sri Aurobindo, the great thinker: Mastery means the knowledge of handling certain vibrations; if you know how to handle these vibrations you have the mastery. 

3. Jean-Paul Sartre: Everything has been figured, except how to live. 

4. Confucius: It’s better to light a small candle than to curse the darkness in our lives.

5. Ekanath Easwaran: M K Gandhi’s faith in the power of the individual formed the foundation for his extremely compassionate view of the industrial era’s large scale problems as well as of the smaller but no less urgent troubles we find in our lives. One person can make a difference. 

6. Atal Bihari Vajpayee, former Prime Minister of India: What matters is this/That there must be expanse with height /So that a man /Is not fixed and dead as a stump /But blends in and belongs with others. 

7. Dr Ananda Reddy, Director, Sri Aurobindo Centre for Advanced Research, Pondicherry, India: The mindset of ‘I Am Something’ presents a judicial combination of management and philosophy.

8. Marcel Proust (French Novelist, 1871- 1922): Love is space and time measured by the heart.

(Yours truly has contributed some of the chapters in the book and has also edited it.)

(Related Posts:

https://ashokbhatia.wordpress.com/2019/02/04/a-brand-new-way-of-increasing-leadership-effectiveness

https://ashokbhatia.wordpress.com/2019/02/10/a-word-about-the-book-on-leadership

https://ashokbhatia.wordpress.com/2019/02/19/key-takeaways-from-the-book-on-leader-mindsets

https://ashokbhatia.wordpress.com/2019/02/26/of-leadership-and-its-myriad-lenses)

 

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Of Leadership and its myriad lenses

The fascinating process we call Leadership can be viewed through several lenses. Each lens offers a unique perspective. Some are more comprehensive, others less so. But almost all reveal a facet which is distinctive in its own way.

Some of the lenses which management theorists and practitioners have used over the last 150 years to view the enigma called leadership are discussed in brief here.

The Trait Lens

The lens of the Trait theories makes us notice the kind of personality traits of a leader which make him effective. Domain knowledge, self-confidence, interpersonal skills and charisma are some of the critical components here. However, these presume that the environment and the followers have no role to play when it comes to assessing the effectiveness of a leader. With such a uni-dimensional approach, where the personality traits of the leader alone count, it is neither practical nor desirable to compare this approach to that of the three mindsets under discussion here.

The Behavioural Lens

The lens of the Behavioural theories of leadership leads us to such operating styles as dictatorial, autocratic, democratic, laissez-faire, and the like. In the spectrum of direct authority exercised, if the dictatorial style implies maximum control, the laissez-faire style would relate to minimum control, though not amounting to abdication.

The Contingency Lens

Yet another lens which we use to view the phenomenon of leadership is that of the Contingency theories. These posit that the effectiveness of a leader is determined by the interplay of several factors – personality traits, behavioural patterns, nature of the task at hand, the composition of the group being led, and the kind of situation at hand.

An example is that of Fred Fiedler’s theory. It proposes that in extremely favourable or unfavourable situations, task-oriented leaders fare better, whereas in moderate situations, relationship-oriented leaders deliver better results. As a logical corollary, in a business situation which is changing rapidly, a new leader with a more appropriate operating style needs to be brought in.

The Situational Lens

The Hersey-Blanchard Situational model is yet another lens with which one may view leadership. This one proposes that effective leadership rests on two fundamental concepts: Leadership Style and the group’s Performance Readiness level.

It follows that there is no single ‘best’ style of leadership. Effectiveness of a leader varies not only with the characteristics of the group being led; it also depends on the goal to be achieved.

The level of maturity of the followers determines the leadership style which would work the best. While dealing with new entrants to the organization, a leader would do well to follow a Directing Style. While dealing with seasoned professionals, a Delegation Style would yield better results. The other two styles envisaged are Coaching and Supporting.

The Transactional Lens

Then we have the lens of the Transactional theories of viewing leadership. These are characterized by a transaction made between the leader and the followers. By implication, these place a higher premium on positive and mutually beneficial relationships between leaders and their respective followers. The effectiveness of leadership is thus believed to be dependent on the alignment between individual and organizational goals.

These theories propose that a system of reward and punishment alone works. A well-defined hierarchy, where everyone knows who the leader is and who is following, is a sine qua non. In a way, this is a premise which subjugates people, reducing them to mere cogs in the wheel, with no concern for social or human values. The adage ‘my way or the highway’ readily comes to one’s minds.

The Transformational Lens

The Transformational theories provide yet another lens with which one may view leadership. Transformational leaders inspire their followers by their vision, by setting examples which are worthy of emulation, and by the sheer force of their own personality. In the process, they themselves develop as leaders. They are also able to groom leaders out of their more competent followers.

Four components of this model happen to be:

1. Intellectual stimulation.
2. Consideration for individual team members.
3. Inspirational motivation.
4. Idealized influence.

Transformational leadership theories work on the premise that people are motivated by the task that must be performed. This implies that the culture of the organization is such as to act as a key enabler for such leaders to be effective. There is an emphasis on cooperation, collective action and healthy competition. Tasks are designed to be challenging and desirous. The whole system is geared towards placing the community above individual egos.

The lens of Three Mindsets

Yes-Men

Prof G P Rao, an eminent authority in the field of Organizational Behaviour, has recently proposed a new approach to viewing leadership.

This approach proposes three kinds of leadership mindsets: “I Am Everything’, ‘I Am Nothing’ and ‘I Am Something’. These are not mutually exclusive but co-exist, much like the three traits (Gunas) mentioned in Indian scriptures: Saatvik, Rajasik and Tamasik. Time and business environment play key roles in determining the dominant mode of mindset a business leader has at a given point in time.

In a highly favourable business climate, a leader is apt to have an ‘I Am Everything’ mindset. In an unfavourable setting, a leader may end up having an ‘I Am Nothing’ mindset. In a moderate situation, an ‘I Am Something’ mindset is likely to prevail.

The approach is based on an empirical study and has been implemented in an IT organization in India. It has been discussed in detail in the book on Leader Mindsets.

The composite lens of Results, People and Ethics

This proposition is based on my own managerial experience of over four decades in the private sector. The basic premise here is that decisions are based not only on commercial considerations but also on sound ethics and values. Decisions which would serve the strategic interests of the organization and would never lead it to a situation of public disgrace and compromise.

If one were to take the liberty of modifying the Blake Mouton Grid, the leadership style of such a CEO would qualify for either a 9,9,9 or a 5,5,5 classification.

The modified grid leads us to 9 different styles which we have already discussed elsewhere in detail.

An evolutionary thought process

Human thoughts forever keep evolving. Newer experiences come about. Refined paradigms surface. But each succeeding step is like a stepping stone. It is built upon the success achieved by, as well as upon the deficiencies noticed in, the previous ones. The different lenses of viewing leadership we have discussed here are no exception.

What we have attempted here is merely indicative and not exhaustive. Many more interpretations of leadership exist. Many more models and theories would emerge in the times to come. As businesses hurtle forward, armed with newer and smarter technologies, the need for humane leaders would only become more acute.

This would surely lead to newer lenses which would be more comprehensive and elaborate, and would better serve the needs of commercial enterprises better in future.

(A version of this article appears as one of the chapters of the book ‘I Am Something: Developing a New Leader Mindset’.)

(Related Post: https://ashokbhatia.wordpress.com/2015/12/24/looking-for-ceos-inspired-by-the-yuletide-spirit)

 

 

 

 

 

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