Page 58 - CMA Journal (Jan-Feb 2026)

Articles Section

They think organizational goals can only be attained leadership theories. Here the leader is expected to
through allowing individuals to attain their goals. Quote, transform the organization and people to perform at
“Aga Hasan Abidi, a legendary Pakistani business leader, new heights.
used to say to his people that the bank would prosper if The Irony and Way Forward
the people collectively prospered.” Unquote.
It is pertinent to say that majority of the leadership
In spite of notable differences in real and
theories aptly describe leaders’ personality and behaviors
ceremonial/pseudo leaders, leaders are put under the
same category. Consequently, the true functionality of but do not speak of leadership process per se.
Consequently, by default managers’ process is duplicated
real leaders is shadowed by ceremonial and pseudo
leaders’ characteristics. As a result, leadership seems to for leaders – managing people and their performance. It is
this aspect which makes leading no different from
have reduced to status. On one side, this suggests that
leadership is just an emerging title for high icons and managing. That said, if the two are same then one would
managers, respectively. Moreover, when the terms be right in concluding that leadership is nothing different
leader and manager are considered synonyms, but new face of managing. This contemplation further
leadership development is completely defeated, as leads to the fact that leadership is similar to managing,
managers’ competencies suffice over leadership where people are utilized as resources to achieve
competencies. Quote, recently there was this training organizational goals. These arguments seem well
flyer titled, “Leadership Grid Training.” The contents were grounded in the fact that leadership theories are only a
exactly the original managerial training, “Managerial rebranding of people management theories – Old wine in
Grid.” Unquote. a new bottle. Is this a selling technique or reflect bounded
intellectual insights? I leave it to the readers to answer as
Leadership Theories in Retrospect
they may deem fit.
An ocean of theories and concepts on leadership and Influential leaders of our time mostly fall under ceremonial
leaders have since been presented, which can be broadly
grouped under the following headings: - leadership while others are managers per se. Thus,
expecting real leadership impact from either of them is
• The “Trait Leadership Theories” – It was contem- like squeezing oranges hoping to get mango juice.
plated that leaders are born with certain given
A Tentative Real Leadership Process: Augmenting
leadership traits. Traits theories speak of leaders’
personality traits. Such as charisma, physique, status, organizational synergy entails that people in different
etc. The underlying assumptions limit the develop- roles must create a unique value, however,
ment of leadership competence within the given complementing to each other. Having said, real
innate traits. leadership impact must be unique and different from the
outcome of managing. Several rationalizations on
• The “Behavioral Leadership Theories” – It was leadership impact, which in fact blur the actual process
argued that leadership is a function of behavior and of leadership.
can be developed. Behavioral theories consider
leaders’ behaviors as instrumental in shaping the A tentative leadership process is described below1. The
leadership style. Leadership behaviors can be seen process consists of four complementary actions.
on a continuum. Such as delegating, participative, Inspire: Help clarify purpose (vision), inculcate values,
dogmatic, dictatorial, etc. Leaders are usually
build motivation last but not the least encourage
identified with a bent towards a specific type of commitment and perseverance.
behavior. Nevertheless, through training leaders can
learn to practice different behaviors. Transform: Turn diverse
individuals into a unified
• The “Situational or Contingency Leadership
group, harness directions,
Theories" – It suggested that leadership requires Empower Action
different approaches in different situations. resolve conflicts, facilitate
interactions and encourage
Situational and contingency theories advocate
adjusting leader-style in response to their followers’ discipline (promote rules).
maturity level and work context. For instance, a Empower: Build competence
leader may delegate the task when working with through knowledge and skills Inspire Bond
experienced people but would rather hold hands building, encouraging problem
when working with less skillfull people. Similarly, if solving and decision making,
the task is simpler the leader may consider and harness actions.
delegating but when the task is complex s/he may
Action: Time to co-opt and coordinate actions,
hold hands.
communicate and disseminate information, represent,
• A third dimension of leadership was introduced by protect, monitor progress and emphasize changes last
organizational experts and theorists who focused on but not the least honor accomplishments.
leaders’ reformational role – the transformational
56 ICMA’s Chartered Management Accountant, Jan-Feb 2026