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Leadership Behaviour that Inspires Others to Conspire
Published in Indian Institute of Management, Indore
2009
Volume: 1
   
Issue: 4
Pages: 73 - 76
Abstract

No one can lead who does not first acquire power, and no leader can be great who does not know how to use power', goes an old saying. Why do many leaders display remarkable tenacity whilst amassing power? And why do a handful of them crash once they've acquired it? The pursuit of power changes people in profound ways. Once on the top, people often feel compelled to give up the same attitudes and behaviours such as modesty, courtesy, compassion, prudence and self-restraint that made them successful in the first place. Not many people use great power for great purpose. For many people there is nothing there but the desire for more power. They have no agenda but to dominate other men. It is at this time that these successful leaders demonstrate certain behaviour that inspires others to conspire. Be mindful of the fact that their destructive effect can be so large that it can be likened to Tsunami. The ripple effect created by the collapse of Enron and Satyam will hang in the minds of people, howsoever-short human memory could be. Those who have greater potential to create value are also likely to flounder it. Chairman of Housing Development Finance Corporation, Deepak Parekh, speaking on 44th convocation of IIM Ahmedabad, observed, 'The more successful you get, the higher the chances of being pulled into unethical and immoral business practices.' These leaders get results because they are irresistibly charming, exercise great personal magnetism and inspire others. Inspiring others for a noble cause? Essential. Inspiring others to conspire? Possible. Want to figure out how? Let us try.

About the journal
JournalIndore Management Journal
PublisherIndian Institute of Management, Indore
ISSN0975-1653
Open AccessYes