Beta tumse na ho payega

Leadership is often lauded as an ideal to which everyone should aspire.

The allure of leadership, magnified by tales of transformative CEOs, influential politicians, and inspiring movement leaders, paints a picture of a world in which anyone can rise to lead with enough determination.

But is this really the case?

Is leadership an inherent possibility for all, or is it a privilege afforded only to a select few?

The myths surrounding Leadership

Leadership, as a concept, is often wrapped in myths that create a distorted view of its nature. One of the most pervasive myths is the belief that leadership is innate. The idea that leaders are born, not made, stems from early studies like the "Great Man Theory" of leadership. While this theory has been largely debunked, its remnants persist in societal narratives that emphasize charisma, natural intelligence, and presence as prerequisites for leadership.

Conversely, the democratization of leadership—spurred by modern self-help movements and management theories—posits that anyone can be a leader with the right mindset and skills.

Books like Start with Why by Simon Sinek and The 7 Habits of Highly Effective People by Stephen Covey perpetuate this idea by emphasizing behaviors and strategies over intrinsic qualities. While these works have value, they overlook the complexity of leadership and the fact that not everyone possesses or can cultivate the requisite traits.

Moreover, the oversimplification of leadership as a skill to be acquired undermines the reality of its demands. A study by Zenger and Folkman in the Harvard Business Review highlights that leadership effectiveness is correlated with a combination of innate personality traits and developed skills, making it an uneven playing field for aspirants.

The essential qualities of Leadership

To understand why not everyone can lead, one must first consider the essential qualities that define effective leadership. These qualities are neither universally distributed nor easily developed:

1. Vision: Leaders must possess a clear and compelling vision for the future. This involves not only seeing opportunities but also articulating them in a way that inspires others. Vision demands both creativity and a strategic mindset, traits that not everyone naturally possesses. For instance, Steve Jobs’ ability to foresee and shape the consumer technology market was rooted in an extraordinary combination of intuition and strategy—attributes that are rare.
2. Emotional Intelligence: Coined by Daniel Goleman, emotional intelligence encompasses self-awareness, empathy, and the ability to manage relationships. Leaders must navigate complex interpersonal dynamics, motivate diverse teams, and handle criticism—skills that are difficult to teach and require a high degree of emotional maturity. Studies have consistently shown that emotional intelligence is a better predictor of leadership success than cognitive intelligence alone.
3. Resilience: Leadership often involves navigating crises, setbacks, and opposition. Resilience is essential for staying the course, but it is not a universal trait. Many individuals struggle to maintain composure under pressure or recover from failure. Consider Sachin Tendulkar, whose relentless work ethic and ability to recover from adversity made him one of the greatest cricket players of all time.
4. Decisiveness: Indecision can paralyze an organization, and leaders must make tough choices, often with incomplete information. The willingness and ability to take calculated risks are not inherent in everyone. Leaders like Satya Nadella who led Microsoft through significant strategic shifts, exemplify the importance of decisive action.
5. Integrity: Trust is the cornerstone of leadership, and it is built on integrity. Leaders who fail to act ethically or transparently eventually lose credibility. However, maintaining unwavering integrity in the face of competing interests is no small feat. The downfall of leaders in corporate scandals underscores how challenging yet essential this trait is.

The role of context in Leadership

Leadership is not a standalone quality but is deeply influenced by context. The skills required to lead a multinational corporation differ vastly from those needed to lead a local nonprofit. Similarly, cultural and organizational contexts shape what is expected of leaders. For instance, collectivist cultures often value consensus-building, while individualist cultures may prioritize assertiveness and innovation.

This contextual dependency challenges the notion that anyone can be a leader. An individual who thrives in one environment may falter in another. Research by Goffee and Jones in Why Should Anyone Be Led by You? highlights the importance of authenticity and adaptability, which are contingent on one’s ability to align with the context. A leader who fails to read and adapt to their environment risks alienating their team and undermining their goals.

The costs of Leadership

Leadership is not without its costs, and these often deter individuals from pursuing or succeeding in such roles. The demands of leadership—long hours, heightened scrutiny, and constant decision-making—can lead to stress, burnout, and even health issues. A 2020 study published in the Journal of Occupational Health Psychology found that leaders experience higher levels of workplace stress compared to their subordinates, primarily due to role ambiguity and conflicting demands.

Moreover, leaders frequently face isolation. As the saying goes, "It’s lonely at the top." The need to maintain authority and make unpopular decisions can create a sense of detachment from peers and subordinates. Not everyone is equipped to handle this solitude. High-profile examples of leaders who have stepped down from prestigious roles due to stress underscore the emotional toll of leadership.

Societal expectations and Leadership

Modern society often places undue pressure on individuals to aspire to leadership, equating it with success. The cultural narrative that "leaders are the change-makers" marginalizes valuable roles like subject-matter experts, collaborators, and implementers. This narrative overlooks the fact that organizations and societies thrive on diversity of roles, not just leadership.

Furthermore, leadership opportunities are not equally accessible to all. Systemic biases related to gender, race, socioeconomic status, and other factors create barriers that limit who can realistically assume leadership roles. The "glass ceiling" and "sticky floor" metaphors highlight the structural challenges that persist.

The importance of followership

While leadership garners most of the attention, followership is an equally critical component of success. Effective followers support, challenge, and complement leaders, creating a symbiotic relationship that drives progress. Robert Kelley’s research on followership identifies qualities like critical thinking, active engagement, and collaboration as essential for effective followership.

The glorification of leadership often undermines the value of followership, leading to a workforce where too many aspire to lead and too few excel in supporting roles. This imbalance can create organizational dysfunction and stifle innovation. Organizations that cultivate strong followership often report higher levels of productivity and employee satisfaction, underscoring its importance.

The ethics of Leadership

Ethics is a cornerstone of responsible leadership, yet it is an area where many leaders falter. From corporate scandals to political controversies, the consequences of unethical leadership are well-documented. Ethical leadership requires a strong moral compass, the courage to stand against wrongdoing, and the ability to make decisions that balance competing interests. These qualities are not universal, nor are they easily cultivated in those who lack them.

A leader’s ethical failures can have far-reaching consequences, damaging trust not only within an organization but also among external stakeholders. Conversely, ethical leadership can inspire loyalty and set a strong cultural tone for an organization.

Alternatives to Leadership

Given that not everyone can or should be a leader, it is essential to explore alternative pathways to fulfillment and success. Roles like expert contributors, mentors, and team players are invaluable. These positions often provide opportunities for impact without the burdens of leadership. Encouraging individuals to identify their strengths and align their career paths accordingly can lead to greater satisfaction and organizational effectiveness.

Additionally, organizations and society can benefit from redefining success to include a broader range of contributions. Celebrating achievements in areas like innovation, collaboration, and execution can help shift the narrative away from leadership as the ultimate goal.

Conclusion

Leadership is not a universal calling, nor is it a one-size-fits-all endeavor. It requires a unique blend of qualities, a readiness to navigate challenges, and an alignment with context. The romanticized notion that anyone can be a leader undermines the complexity of leadership and marginalizes other vital roles within organizations and society.

Rather than perpetuating the myth of universal leadership, we should celebrate diverse contributions and recognize the value of followership, expertise, and collaboration. By doing so, we can create a more balanced and inclusive narrative that empowers individuals to thrive in roles best suited to their strengths.

I think it is time we critically examine if we are suited to be Leaders and take a dispassionate and mature look at ourselves.

If the answer we hear is 'Beta tumse na ho payega'...it is fine.

Absolutely fine.

If we hear 'Beta tumse na ho payega' from those that we trust and value, it is fine.

Absolutely fine.

And yes, before I sign off, ... "Beta tumse na ho payega" translates into English to "Son you can't do it".

It is a dialogue from a Hindi movie 'Gangs of Wassepur', a movie that has attained a cult status amongst Hindi movie aficionados.

A character in the movie, Ramdhir Singh, says this to his son J.P. Singh, when he realizes that JP does not have it in him to be the dreaded don that he is.

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I am Sri Ram.

I head the Marketing and Alliances function at FinAlyzer.

FinAlyzer is an emerging global leader in the Enterprise Performance Management space and we are working towards one purpose....empowering CFOs drive sustainable growth and financial resilience through Automation of their Financial Operations around Financial Close, Consolidation, MIS and Budgeting and Reporting (Statutory and Management).

In addition to working towards this purpose, I read, I write, I watch movies.

I do all of this happily.

But I am at my happiest when I walk my dog and going by the way she looks at me when we are out strolling, I am sure so is she.

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