Are Leaders Always Culpable?
Theories in Leadership
While leaders are at the head of any particular organization, they can hold a variety of informal positions, depending on that particular organization’s views on what leadership actually entails. While there are generally accepted criteria which a leader must exhibit (Dubrin, 2000, 5), the manner in which that leader can lead is something which can change varying on the surrounding culture (Kinicki & Fugate, 2012, 250-282). Because of the inherently flexible nature of leadership, it is difficult to say with any degree of certainty whether leaders are to be congratulated on the success of their organizational structure. By the same token, of course, it is difficult to say whether they should be blamed for its failure. If a leader is a traditional leader in the sense that they manage what is happening (Dubrin, 2000, 9), then it is logical that any success or failure should be attributed to them in equal measure, since the whole operation depends on them. If, on the other hand, they are a leader in the sense that they provide a focal point for the decision-making process (Kinicki & Fugate, 2012, 273), then the success and blame are both harder to place. Given this, the ideas brought up by complexity theory – that an organization is too much for its failure to be entirely contingent on the behaviour of its leader – is inherently objective. While it is true that the company can rely on its leader for leadership and commands, perhaps theory should also take into account that companies can be of different sizes – a fact which can also have repercussions on their success or failure.
Leadership is something which is hard to categorise, because it can take so many forms. In recent years, the concept of leadership has been changing from one which has the leader as the central figure, the one who makes the decisions and “implements a vision” (Dubrin, 2000, 9), to one who may provide the basis for any organizational structure, but is only there to provide that structure with a basis, rather than to lead it in any way that commands immediate power (Dubrin, 2000, 9). This type of leadership can come in many forms: a leader might form certain relationships with people and businesses which will allow everyone to collectively achieve their goals (Dubrick, 2000, 9), or he might create a space where a democratic approach is used, allowing everyone an equal space to express what they think is the best approach to the company’s work (Kinicki & Fugate, 2012, 277).
References
Dubrin, A. J. (2000). Leadership: Research Findings, Practice, and Skills. New Delhi: Dreamtech Press.
Kinicki, A. & Fugate, M. (2012). Organizational Behaviour. New York: McGraw-Hill.
