The premise that all successful change must originate at the top is wrong, unrealistic, maladaptive and dangerous. The idea of top-down leadership is sham and is largely carried by our perception of deification of the icons. There is a considerable difference between a leader (who can drive the changes) and a hero (who is generally a celebrity or a top notch manager). In our society leadership is too often seen as an inherently individual phenomenon. It is not individual but systems that encourage cooperation and collaboration and make changes not only effective but possible. Whether the task is building a global business or discovering the mysteries of the human brain, it doesn’t happen at the top; top-down leadership can’t hope to accomplish it. It is not only top-most but also next to him is equally important. Generally we tend to forget the greatness that lies within the nation and organizations and not just in the handful leaders. No change can occur without willing and committed followers.
In the writer’s experiment with two different structures (that indicate organizational models), it was found that only in central arrangement all the persons involved in the game were motivated. The experiment shows that no one is equally capable and the top-down model, in the present business context, is dysfunctional, maladaptive and dangerous. There are also leaders who pursue policies contrary to the self-interest of the nation. The current business requirement demands a new kind of alliance between leaders and the led.
Today’s organizations are evolving into federations, network, cross-functional teams etc, the members of those have coordination among one another. Pyramidal structure is obsolete. Only those organizational groups would be successful that can comprehend cultural differences and local values. These leaders (a close association of groups) would not have aggressiveness but assertiveness. Organizations with bureaucratic approach would be structurally strong, led by people who find their joy in the task at hand.
