This is not my first article about leadership, and it certainly won’t be my last. While the topic is far from novel, it continually evolves with new practices and theories.
Yet, it seems that in today’s business landscape, anyone who holds a position in the workplace is often labeled a leader. This trend has arguably diluted the true essence of the term leader, making it seem almost "cheap" in contemporary usage.
A pertinent question arises: Why do individuals act as leaders if they were not inherently born to lead? This proliferation of so-called fake leaders prompts the response often heard: “Leaders are made, not born.” While this idea has long been accepted, it's essential to re-examine it from different perspectives.
Can leadership qualities be instilled forcibly if they do not naturally exist? This leads us to consider how the "DNA" of leadership can be developed.
A core aspect of leadership is the ability to cultivate new leaders. True leadership involves creating leaders and then moving on, fostering a continuous cycle of growth within the organization.
A leader should not just assemble a loyal team to carry out tasks. Such an approach may benefit the organisation in the short term but fails to build new leaders, potentially harming the organization in the long run.
Relying on a self-created circle without fostering new talent can stifle innovation and resilience.
Research underscores that a significant issue in business today is the failure of senior leaders to effectively implement strategies that transition new subordinate leaders into the organization.This oversight can disrupt employee engagement, processes, and workflow continuity.
Consider the renowned business leaders like Elon Musk (CEO of SpaceX and Tesla), Tim Cook (CEO of Apple), Satya Nadella (CEO of Microsoft), Jeff Bezos (Founder and Executive Chairman of Amazon), Warren Buffett (Chairman and CEO of Berkshire Hathaway), Jamie Dimon (CEO of JPMorgan Chase), and Reed Hastings (co-founder and co-CEO of Netflix). These leaders are celebrated for their substantial contributions to their respective companies and industries.
However, they have become uninteresting, and people now seek leaders who are charismatic, human-centric, service-oriented, and relatable.
Aspiring to emulate these high-profile leaders can sometimes mean undervaluing one's unique leadership traits and skills. Great leaders are both born and made, shaped by nature and circumstances rather than just formal education from prestigious institutions like Harvard Business School or Oxford.
It’s important not to misconstrue my point: chief executive officers, chief human resources officers, chief digital officers, chief operating officers, chief risk officers, chief Internal auditors, and chief compliance officers often do not exemplify true leadership.
In many cases, they fail to meet the holistic demands of leadership. True leaders strive to balance the goals of all stakeholders. If the objectives of one key group are neglected, true leadership has not been achieved.
Mahatma Gandhi's insights into leadership remain profoundly relevant. He said, "The best way to find yourself is to lose yourself in the service of others." Unfortunately, many modern leaders with grand titles seem to prioritise their own interests over serving others.
Gandhi also remarked, "A leader is useless when he acts against the promptings of his own conscience." This highlights the necessity of ethical integrity in leadership.
Daniel Goleman’s works on emotional and social intelligence are invaluable for anyone aspiring to leadership. Goleman emphasizes that effective leaders possess high emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skills. Leaders with these qualities are better equipped to navigate complex interpersonal relationships with empathy and judiciousness.
In conclusion, the insights and reflections from various leaders and thinkers underscore the complexity and profound impact of leadership on individuals, organizations, and society at large.
Leadership is not merely about holding a title or position. It is about embodying and practicing values that inspire, develop, and uplift others, creating a legacy of continuous growth and ethical integrity.
True leadership requires a balance of innate qualities and situational development, driven by a genuine commitment to serve and elevate others.
The author is with Oman College of Management and Technology
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