User:Kasadorktw/sandbox/ Sustainable Leadership for Effective and Efficient Organisations

Sustainable Leadership for Effective and Efficient Organisations
There is an awakening with compelling reasons for organisations to make innovation and change possible through new approach to leadership. This article discusses the importance of a paradigm shift in the manner leadership could be viewed in correlation to strategic target achievement. A compilation of theory and perspectives that could assist in attaining competitive edge in the rapidly evolving, and volatile market conditions of the current time, in the context of contemporary organisations.

Leadership of an organisation initiates a process of influence that makes followers act in accordance with the execution of strategy of the organisation (Yukl, 2011). There are many theories and perspectives of traditional and contemporary leadership styles. Trait approach or great person theory defined leaders were born with specific physical and personality characteristics such as height, and ethnicity (Cleg, Kornberger & Pitsis, 2016). Comparing such traits of prominent world leaders as Mahatma Gandhi, Jack Ma, Barack Obama it could be argued that it is behaviour and predisposition, not necessarily physical attributes that defined these leaders.

Pros n Cons of traditional perspectives
Kurt Lewin presented three widely discussed behavioural styles of leadership that he called authoritarian, participative and delegative. These behavioural styles are also defined as situational leadership styles as they apply contextually, based on variables in the internal and external environment. The authoritarian or autocratic leaders do not involve followers in decision making, therefore clear instructions are given. This style is advantageous for alleviating doubt on operational instructions, maintaining order and control, and leaving no room for questioning authority (Crosby, 2020). On the contrary, there is an unmissable disconnect between the employees and the management. Lack of trust-based interaction between experienced staff at multiple levels of the traditional structure could lead to misinformation of pertinent practical knowledge at ground level. Participative or democratic leadership, applicable in situations with low time constraints as decision making takes place in consultation with the followers, although final autonomy remains with the leader. The third of Levin’s styles of leadership is also known as Laissez-Faire, a trust situation is a prerequisite as decision making and creating results lies with the team.

Authentic leadership evolved from transformational leadership theory, with purist intentions to genuinely develop members of the team both emotionally and technically (Yukl, 2011). Similar to transformational leadership, authentic leadership is what motivates followers to understand the objectives of the tasks and connect task fulfilment with an entrepreneurial mindset. There is attention to fulfil all five levels of Abraham Maslow’s Hierarchy of Needs (Dhiman, 2011). A trust culture is thus created within the organisation, where the subordinates perform as required with an inherent understanding of the vision of the leader. There is a level of charisma in the leader that drives the subordinates to be inspired to perform in the respective tasks.

Post Modern theories of leadership
Post Modern theories of Leadership have been formed as SERVANT leadership, with long term sustainability of the Planet, People and Profit at the core this is also known as regenerative leadership. Identifying the leader as the servant of followers, eliminating boundaries that identify the leader as a higher being. Identifies ability of a person to influence others to have self-interest to contribute unique perspectives and skills. The SERVANT model further identifies the letters of the word with meaning, as empowers, recounter of stories, visionary, androgynous, networker and team builder (Cleg, Kornberger & Pitsis, 2016).

Regenerative leadership is an inspiration to carry out business activities with concern for communities, eco systems, and considering long term sustainability not only as an organisation but as individuals that are part of the larger web of life (Kempster, Maak, & Parry, 2019). Primary objectives of organisations are to be effective and efficient at achieving strategic goals. A traditional theory derived from Friedman 1970 (Hill, Jain, 2014), applicable even today although argued against by scholars is that organisations exist for the sole purpose of profits. The present uncertain conditions due to intermittent lockdowns of cities due to COVID 19 pandemic, nations call for innovation now more than ever before. Leaders in organisations are constantly experiencing the need for urgent adoptability to change. International organisations as the UNEP (united nations environment project) calls for nations to operate with a higher sense of environmental responsibility.

Leader vs Manager
Leader vs manager is a perpetual dialogue. A manager is typically a task-oriented role that requires execution of the organisational strategy at multiple operational functions, however the execution of tasks require the management of teams both internal and external. It can be argued that leadership and management are not mutually exclusive as an effective manager is required to possess qualities of an ethical leader. A leader on the contrary is required to have a wider understanding of the larger industry and not only the internal processes. The leader is required to inspire followers including the managers to operate with a high level of interest and understanding of the vision as communicated by the leader.

Sustainable existence in contemporary contexts
Access to information technology has created a global village where people of developing nations too are exposed to social and environmental perspectives in the western world, therefore a knowledgeable society calls for humane, diplomatic and liberal approaches to the way leaders behave and conduct themselves when carrying out routine operations of companies. A holistic approach to leadership with a good balance of Profit, Planet and People is a necessity. The three main functions of operations management are Marketing, Finance and HR (Cleg, Kornberger & Pitsis, 2016).). The important activity of aligning these operational functions with strategic objectives of the organisation lies heavily with the leadership of the organisation, at multiple levels of the organisational structure that has been adopted, as deemed suitable situationally, and strategically for the organisations. To be appropriately prepared to tackle unforeseen challenges as COVID 19, terrorism, natural disasters, global warming, global competition, and various developments as advancements in Technology and Information Systems, require organisations to maintain internal structure and leadership styles that would assist them to be agile at even the most uncertain times, to make pertinent change possible for maintaining positions in the market. It could be argued that sustainable approaches has draw backs, as costs of restructuring, loss of profits in the short term, and extensive effort required for internal culture change among line managers. However, these would be a small price to pay considering long term stability of the organisation as well as the impact on the Earth and its people.

Values and behaviour of a leader are expected in the modern context as a way of life than a mechanistic operation. Relationships with peers and superiors are formed with interest in freedom. This is exemplified by Barack Obama as he speaks at Westminster, that the Need for freedom is universal. In the modern context, leaders and rulers would not be viewed as the same, and the former is preferred by many. Leaders that appreciate diversity in the organisation and encourage empowerment and inclusion are likely to succeed at achieving efficiency and productivity in the organisation. (Gröschl, 2013). The findings of a research carried out with the guidance of Robert House across multiples cultures, The GLOBE project “Global Leadership and Organisational Behaviour Effectiveness” evaluated qualities of leaders accepted across cultural differences, as appropriate (Yukl, 2011).

(Sustainability, 2021), a research conducted on the impact of COVID 19 on organisational leaders, writes, that there is a clear correlation between attributes of authentic leaders and the self-motivated employees, operating remotely due to social distancing requirements. These employees that work in isolation would have otherwise experienced anxiety that could potentially cause poor concentration and lack of commitment to tasks assigned, which would ultimately result in a drop in productivity. A shift toward leadership with long term sustainable purpose that recognises social and ecological interests as well as the interest of shareholders and employees is becoming widely accepted as companies (Rajagopalan, 2021) are already adopting sustainable practices in the way they operate and treat all stakeholders with dignity. Sustainable leadership practices as developing followers to become leaders and equipping them with required technical and emotional competencies and developing socially conscious long term strategies keeping stakeholders both internal and external in mind, enable the organisation tackle external threats and opportunities as globalisation and recession (Gerard, Mcmillan, & Annunzio-Green, 2017).

Conclusion
It seems possible to leverage that the behaviours of leaders do in fact create a cascading influence on all levels of the organisation, therefore the importance of creating a new leadership culture with shared values that define the vision and mission of the organisation should be recognised. COVID 19 has proven the level of uncertainties leaders need to prepare for, and it seems clear that traditional organisations with outdated leadership styles and cultures would not be able to motivate subordinates as the culture is based on financial gain only. It is of paramount importance that organisations understand the needs of a person are beyond the basic needs as physiological and safety. Human beings yearn to be part of the bigger picture. However, it can be argued that situational circumstances would require some level of authoritarian style approach to managing the operational functions of an organisation that requires strict adherence to specific instructions. Striking an ideal balance within an ethical leadership culture where followers take action because they feel like they are part of the bigger picture with high levels of trust and integrity is difficult task but an important one.

Recommendations
It must be stated as recommendations, that in the dynamic environment we are operating in, we must maintain agility to adopt modern methods and practices in leadership and management, by being current as an organization both structurally and culturally. It can be noted that there is need of some critical changes in the manner areas as agility to change are approached. Communication, staff motivation and retention, productivity of employees, strategy formulation with commitment to satisfying interests of all stakeholders, and in essence the manner a company operate in the micro and macro environment must be concerns of a leader. Most present challenges bottle down to one word, leadership. Richards and Engle, in their book said “leadership is about articulating visions, embodying values, and creating the environment within which things can be accomplished” (Yukl, 2011, pp. 21), none of which is possible in the traditional organizational structure. Managing Change, with acute situational awareness and a liberal sense to do what is necessary is required, despite emotional restrictions as fear of the unknown, as exemplified in the book Who Moved My Cheese? by Spencer Johnson. The efficacies of leaders to inspire followers to adopt to new situations or what is frequently termed in the present COVID 19 era as new normal, lies in a cultural change that identifies leadership as a humanitarian endeavour than a mechanistic effort.