Fit-for-context leadership

strategy+business, July 6, 2020

by Theodore Kinni


Illustration by wildpixel

From Herodotus and Machiavelli to Peter Drucker and Warren Bennis, most leadership writers have followed the same basic approach: They study successful leaders and try to derive practices from their lives and careers that aspiring leaders can adopt. Amit Mukherjee, a professor of leadership and strategy at Hult International Business School, rejects this approach in his intriguing new book, Leading in the Digital World.

As Mukherjee tells it, the technologies that gave rise to the industrial era — mass manufacturing, electric power, and scientific management, among others — created the context for authoritarian leadership. Then, in the mid-20th century, new technologies, starting with statistical process control, which was pioneered by Walter Shewhart at Bell Telephone Laboratories in the 1920s, gave rise to the quality movement and spawned empowered leadership. Today, new technologies with a long arc of impact are giving rise to the “digital epoch” and creating the need for a new set of leadership practices.

In a variation on the theme of contextual leadership championed by Harvard Business School’s Anthony Mayo and Nitin Nohria, Mukherjee contends that the practices of business leaders must evolve with and from the technological context of their times. “Periodically, technologies appear that have long arcs of impact into the future,” he writes. “When introduced, they require dramatic changes in the nature of work, which, in turn, require profound changes in how people are organized. That changes how people must be led. Companies — and executives — who fail to adapt are cast aside by those who do.”

It’s been clear for several decades that digital technologies are driving the transformation of entire industries. As an example, Mukherjee points to the pharmaceutical industry, in which technologies such as genomic medicine and radio-frequency identification (RFID) tracking have driven a fundamental revamping of R&D and distribution models.

Instead of focusing on digital technologies themselves, however, Mukherjee examines their ramifications for work and organizational structures, which he categorizes as seven principles...read the rest here