Recent studies in the field of management, particularly related to leadership, indicate that there are dramatic changes happening in how people in organisations perceive a leader and leadership. Gone are the days when a leader is recognised by the glow in his face or the charisma he displayed. It is no longer a mandatory trait that a leader exudes power from his face.
Organisations today observe that ordinary individuals also demonstrate strong leadership traits and are able to drive teams towards achievement. A leader is no longer expected to have that “larger-than-life,” flamboyant behaviour. It is also a widely observed phenomenon that it is not just the individuals at the top level who play leadership roles, there are many others down the hierarchy; who demonstrate the ability and the keenness to lead teams and nurture team spirit.
Another characteristic that is being accepted by the majority of organisations is that leaders are not born. Even the shop-floor supervisor or the frontline executive could instil a vision in their colleagues and subordinates and help them share a common goal.
Furthermore, the understanding exists that leaders do not coerce others to do work. They achieve results through developing a shared vision and communicating it to others while inducing the passion and commitment. Commitment is also seen as one of the important traits that stands out in most surveys done on leadership during the last decade.
Leaders today must outline tasks for their teams, and then focus on equipping the team members with the right knowledge, skills and attitude and also get their buy-in. Employees at all levels of the organisation are increasingly being asked to demonstrate the capacity to lead and ensure that the organisation stays abreast of changing times.
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