“Leading from the front” is the title of the chapter which deals with the concept of leadership and explains why there are leadership issues. Leadership depends on situations and firms: there is not a scientific formula which enables to become a good leader. Leadership is about authenticity and the capacity to inspire colleagues a winning state of mind:

“Sir Winston Churchill was a strong and decisive leader as British Prime Minister throughout the Second World War, but he was unsuccessful during the ensuing peace time and was soon replaced”.

Nowadays, the difference between success and failure these days is marginal, so every initiative accounts”. There are plenty of examples of bad leadership from the Enron scandal to the too ambitious superior, who takes advantage of colleagues and brings a bad atmosphere in the firm. Firms have a role to play in the creation of leadership. Indeed, they have to try to create leaders who fit with the values of the company:

“GE identifies promising leaders early, and makes leadership development part of the culture. Eli Lilly chooses assignments strategically for its upcoming leaders. Nokia takes the approach of developing leaders within their current jobs, and developing teams, not just individuals.”

In the book Dynamic Supply Chains, all these leadership problematic are introduced and explained thoroughly.

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  • Emiliano George says:

    Hey Mr. Sood or I can say Mr. supply chain after reading this your article I have one question for you. What is the motivation for your leadership? As a leader how will you measure your success?

  • Celeste says:

    I appreciate the blog and line “the difference between success and failure these days is marginal, so every initiative accounts” It’s too limited line but impressive concept to lead from the front.

    As per the 2017-18 report on leadership, (https://bit.ly/2y1NLde), It is found that The survey responses consisted of a well-balanced representation of professionals and decision-makers within the learning and development industry. The majority of respondents (58 percent) had management responsibility, with the largest groups having the title of the manager (24 percent) or director (22 percent).

    More than half of the respondents (62 percent) were from companies that only operate in the United States; the remaining were composed of global (22 percent) and multinational (16 percent) companies. Organizations were fairly evenly distributed in company size, ranging from less than 100 employees to more than 50,000, with the largest group (22 percent) having 1,000 to 5,000 employees. Individual organizations spent an average of $1.9 million annually on learning and development—46 percent higher than the $1.3 million spent in 2017.

  • George says:

    Leadership qualities cannot be borrowed and leadership is not gifted to everyone. Some people are born leaders while others die struggling to become a leader. Leadership comes from the inside and it’s a trait of brave men. Leadership qualities are different in different people depending upon situations and surrounding circumstances. Few men lead the wars while few show their leadership potential in business and bring the success home.

  • Oliver Jack says:

    Good article Vivek. Can we measure the capacity of leadership? I think the answer must be ‘NO’. Leadership is something we cannot measure as there is no set criterion for leadership measurement. Some leaders can inspire others and they consider them as their leaders. Some are brave enough to immediately handle any unpredicted situation. Some are capable of influencing others at the workplace, influencing the thoughts and decisions making power of others. So, the definition of leadership differs from person to person. It’s a lame attempt to measure leadership.

  • Christopher says:

    Leadership is such a big term as the spectrum of its impact is wide. A leader is also an expert in dealing and handling situations at a certain place under certain circumstances. When leaders of one place are moved to an entirely different place, the output expected from them may not be the same. The outcomes of leadership experts differ as the environment gets changed.

  • Lewis Jackson says:

    Problem employees are everywhere. They never miss a chance to spoil a friendly workplace environment. Problematic employees by collaborating with other employees conspire against their organization’s leaders. It creates a tense atmosphere and the leaders are not given enough space to exercise their true power. The organization and the leadership decisions are suffocated to the level of death and deterioration.

  • Harry says:

    Some leaders are not true leaders. Instead of inspiring and motivating others, most of the leaders get involved in employee-organization politics for their own vested interests. They are leaders but you can say them bad leaders as Enron scandal mentioned by you. The responsibility of the firm is also important for inhibiting the birth of bad leaders. There must a proper check and balance on the activities of all employees including business leaders.

  • Leo Oscar says:

    Good article Vivek. Leadership is not a title it’s a responsibility actually. The responsibility is always taken seriously by good leaders. The neglect of responsibility is the habit of bad leaders. I am a great admirer of good leaders as Sir Winston Churchill who was a man of unmatched worth. I would like to read more on this topic and would definitely explore this topic in more depth in the book you referred.

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