Small or big, the changes leaders make within their personalities can make a world of impact on the way they run businesses and the way they lead
Leaders with traits such as, “Being true to oneself” and “Deeply rooted in their values, cultures, and personal history”, are considered the saviours who could solve the trust issues between employees and organisations and enhance employee engagement. However, when these romanticised leaders are thrown into situations where they have to change their style of working, values, and beliefs, they become grand failures because they convince themselves that letting go of some of their identities is equivalent to treachery. Even more dangerous will be the birth of a dictator/narcissist who cannot tolerate others’ voices and ideologies. At one end of the rope, scholars and organisations formulate theories and strategies that motivate employees to practice agility and deliver adaptive solutions to the ever-growing environmental needs. At the other end of the rope, they consistently demand the leaders be authentic. The imbalance between the mindset of the employees and the leaders can become a paradox, resulting in bitter leader-employee and leader-organisation relationships.