Awakened leadership in action: a comparison of three exceptional business leaders

Abstract

Purpose

The purpose of this paper is to introduce a meta leadership style, awakened leadership (AL), as the most appropriate tool for leading organizations of every nature in the twenty‐first century.

Design/methodology/approach

The paper chooses as its subject organizational leadership. The study presents results form verbal interviews carried out on the topic. It also presents: a literature review on existing leadership theories; an explanation and definition of AL; the elements that make up for AL, including a figure for illustration purposes; an overview of the performance of awakened leaders; and important issues for awakened leaders, including verbatim statements of the three interviewed leaders.

Findings

The study finds that: AL enables a positive work environment; AL is primarily relationship oriented, and through that, goal oriented; and awakened leaders perceive profits as a logical consequence rather than an initial goal.

Research limitations/implications

Limitations to the research are that the population used for data was limited, as it consisted of only three leaders who were all located in Southern California. The interview protocol had a limited number of questions, and could therefore have left important contradictions among these leaders out of the perspective. It is suggested that applying this study on broader populations would provide a greater foundation in findings.

Practical implications

There are some qualities that work in leadership all the time and everywhere, and leaders could use the pointers presented in this paper as an encouraging reflection onto their practices.

Originality/value

In these times when all leadership sources claim that successful leadership is as dispersed as the situations and natures of followers, this paper provides a refreshing viewpoint that there are unified qualities in existence that will enhance a leader's performance, regardless of the nature of the constituents.

Citation

Marques, J. (2008), "Awakened leadership in action: a comparison of three exceptional business leaders", Journal of Management Development, Vol. 27 No. 8, pp. 812-823. https://doi.org/10.1108/02621710810895640