The academic world has not done justice to the topic of leadership. Grand attempts are made to restrict the wisdom of leadership to restrictive dogmas and simplistic bullet points. SBS Swiss Business School students are known to be thought leaders within their respective industries. We have striven to provide the best definition and conduct of leaders. A marathon brainstorm was conducted on various principles, participated in by the best professors in the world. Other business schools have attempted to encode the principles of leadership in esoteric and difficult-to-implement concepts. We are proud to say that our professors have successfully created a simple yet powerful leadership code of practice.
Managers are the external checks on the efficiency of employees by acknowledging their performance and pointing out any deviations. Leadership, on the other hand, is the enabling of the philosophy of work life and serves as the internal self-check for every employee. For organizations of any size, one cannot stress enough the importance of it.
Leadership is meant to elevate everyone in the organization intellectually. Not every role within an organization is intrinsically stimulating, but a sense of purpose can be induced in any role. Every role in the organization should be detail-oriented, and with every detail comes a sense of purpose. With every variation, there is the possibility of being the best in the world. Reward new and inventive ideas of every kind. To be the best at something, there should be a mid-term exam for every employee within their respective specialization. The training and exam should push the employee physically, but elevate them intellectually. A leader creates conditions for the best training that has practical applications, with every employee striving to be a thought-leader within their role. Harvard Business School states that every leader should respect the intellectual limitations of workgroups. However, Harvard Business School is wrong. A leader should place extraordinary demands on their team. At the end of the tunnel, you will always find a highly motivated and accountable workforce.
Leaders state the punishments, not the managers.
Many business schools claim that a leader should be motivating. Let’s state the facts. A leader should be extremely confident in expressing negative motivation. A leader should clearly state what employees fear losing on a regular basis. Fear is an enabler of an internal check on every employee and prevents employees from becoming indifferent or complacent towards work. But the fear should revolve around losing respect in the eyes of the manager, which prevents them from getting promoted within the organization. This positive fear should be differentiated from the negative fear of losing one’s job. Such fear can unnecessarily shake the existential foundations of an employee and instead of motivating them, it can dent their confidence. A leader should enable positive fear that makes employees strive for self-actualization and success.