Leaders: Do We Need Them?

Leaders: do we need them?

Throughout the twentieth century, there was a belief that leaders are indispensable. In the twenty-first century, various writers have suggested that transformational and charismatic leaders may be dangerous. They are prone to provoke revolutionary, rather than evolutionary, change.

Transformational leaders may be dangerous for a number of reasons.

* They reject limits to their scope and authority, rebel against all checks on their power, and dismiss norms and rules that apply to others.

* They rely on the quasi-religious belief in the powers of charismatic leaders.

* They encourage the attribution error of viewing success in terms of the actions of prominent leaders while overlooking the complex interplay of factors that shape and constrain individual efforts.

* They often destabilise organizations to foster revitalisation; this can be damaging.

Instead, it is middle managers who achieve the balance between change and consistency that is necessary for success. The term 'level 5 leadership' was coined by Collins to describe leaders who combine humility with persistence. A 'quiet approach to leadership' emphasises small things, careful moves, and controlled and measured efforts.

Leadership in the twenty-first century (continued)

Transformational leadership can be contrasted with transactional leadership. Transactional leaders see their relations with followers in terms of trade, swaps and bargains. They rely on legitimate authority. This leadership style is deemed to be outmoded in the twenty-first century.

Dispersed leadership occurs when leadership is a widespread phenomenon throughout an organization. Leadership functions are not only performed by managers, but are carried out by any person who has the interest, knowledge, skills and motivation to perform them effectively.

Finally, there are some voices that suggest that leadership destabilises organizations. This is held to be especially true of transformational leadership. These theorists argue that managers, rather than leaders, are essential for driving effective change.