Recently, I came across a blog titled “The Art of Redundant Leadership” by Jug Suraiya in The Times of India. The author advocates for a leadership style where the leader’s primary goal is to make themselves redundant. This approach emphasizes empowering individuals to lead themselves through minimal guidance and thought-provoking questions, fostering self-discovery and independence. The blog draws parallels with the Socratic method and Zen philosophy, highlighting the importance of guiding through questions rather than directives.
While this method is excellent for fostering conceptual understanding in an academic setting, its efficacy in real-world scenarios—where results must be delivered efficiently and within tight deadlines—may be debatable.
The Jellyfish Approach
The art of needless and constant questioning, with the intent to frustrate a subordinate, reminds me of an experience with one of my bosses. I nicknamed this approach the “Jellyfish Approach.”
If my boss disagreed with a proposal, he would not outright reject it. Instead, he would respond with a series of questions. Answering one question would lead to another, and the cycle continued until you eventually withdrew, exhausted. Regardless of whether the decision was right or wrong, the leader would ultimately have their way.
While this approach might appear inclusive, it often felt more like pseudo-inclusiveness. Such tactics frequently undermine morale and creativity. Wouldn’t it have been more effective to openly discuss the merits and drawbacks of the proposal, harness collective intelligence, and arrive at a decision collaboratively?
In the real world, a true leader is expected to inspire action through the collective application of minds. Effective leadership is open yet follows a jointly agreed direction, fostering an environment where individuals grow and contribute meaningfully. Thus, the leader’s role can neither be overbearing nor entirely redundant. Striking this balance is both an art and a responsibility.
The Bhagavad Gita offers profound insights into this, emphasizing leadership that empowers rather than controls—a leadership that inspires individuals to realize their potential while achieving shared goals.
The Bhagavad Gita on Leadership
In the Bhagavad Gita, Lord Krishna epitomizes balanced leadership. His guidance to Arjuna, rooted in wisdom and empowerment, provides timeless lessons for leaders across domains.
For instance:
“उद्धरेदात्मनात्मानं नात्मानमवसादयेत्।
आत्मैव ह्यात्मनो बन्धुरात्मैव रिपुरात्मनः।।”
(Bhagavad Gita 6.5)
“Let a person lift themselves by their own mind, and not let the mind degrade them…”
Krishna’s emphasis on enabling self-discovery aligns with modern leadership ideals: empowering individuals to achieve their potential while avoiding micromanagement or neglect.
This balance, however, is challenging to achieve in practical scenarios. Reflecting on my career, I’ve seen both ends of this spectrum—from empowering mentors to overbearing micromanagers.
Personal Reflections on Leadership Styles
Empowerment with Advice
When I began my career as a young engineer in 1975, I had an experience that left a lasting impression. Barely six months into my service, just a few days before the financial year-end in 1976, a supplier delivered defective equipment, hoping I would approve it. Upon inspection, I found the equipment substandard and rejected it with a strong remark: “The order was to buy equipment, not to store junk.”
My immediate boss supported my decision and signed the note without hesitation. However, when the file reached the Director, I was summoned to his chamber. With a humorous tone, he said, “What is this you have written, Son?” Without fear, I replied, “The truth, Sir!” He appreciated my honesty, advised me to be cautious with my language in the future, but kept my note as it was.
Deterioration: Concentration of Power
Fifteen years later, the environment had changed. A senior asked me to show my notes before they were formally placed on the file. I politely declined, as I believed it undermined the principles of trust and autonomy. This shift—from supportive teamwork to micromanagement—reflects a decline in leadership styles that cannot be considered healthy for an organization’s growth or morale.
Proxy Leadership
During my tenure with Danida, I witnessed instances of proxy leadership, where men wielded power on behalf of women elected to reserved seats. This undermined the very purpose of empowering women. Additionally, the influence of muscle power and money often overshadowed democratic processes.
One notable incident involved a local muscleman who approached Danida’s adviser to secure employment for a woman with whom he had an extramarital relationship. Such practices corrupt democratic processes and exemplify unhealthy leadership styles that hinder progress and equity.
Leadership as a Guiding Force
The essence of effective leadership lies in being both a guide and an anchor. Leaders must provide clarity and purpose without stifling creativity or freedom. Imposing one’s ideas on others can lead to resentment, ultimately suppressing innovation and growth. Conversely, a detached and uninvolved leader creates confusion and a lack of direction.
Krishna emphasizes this balance in the Gita:
“न बुद्धिभेदं जनयेदज्ञानां कर्मसङ्गिनाम्।
जोषयेत्सर्वकर्माणि विद्वान्युक्तः समाचरन्।।”
(Bhagavad Gita 3.26)
“Let not the wise unsettle the minds of the ignorant who are attached to action. Instead, engage them in all actions, remaining centered and unattached.”
This verse underscores the importance of guiding others without disrupting their confidence or focus, subtly steering them toward growth while respecting their individuality.
Inclusive Leadership Style
During my career, I always recognized that a leader’s skill lies in maximizing the potential of available resources.
In 1980, when mainframe computers were still sparingly used, I devised a system for analysing and publishing long-pending flood estimation reports. By aligning tasks with team strengths, I was able to extract the best from them, achieving both success and a deep sense of accomplishment.
This experience highlights the importance of leadership as a sensitive and balanced guiding force—one that empowers individuals to act according to their understanding while aligning them with collective goals and growth.
Avoiding Redundancy in Leadership
Leadership demands active involvement—recognizing the unique capacity of each team member, offering insights, resolving conflicts, and inspiring progress. A passive leader fails to address challenges, leaving their team or community in disarray.
As Krishna says:
“यद्यदाचरति श्रेष्ठस्तत्तदेवेतरो जनः।
स यत्प्रमाणं कुरुते लोकस्तदनुवर्तते।।”
(Bhagavad Gita 3.21)
“Whatever actions a great person performs, others follow. Whatever standards they set, the world adopts.”
Conclusion
A leader’s role is to inspire, guide, and support while fostering independence. The Bhagavad Gita teaches us that a leader shouldn’t impose but also can’t afford to be redundant. Leadership, much like life, requires action rooted in responsibility, free from attachment to control or passivity.
In Krishna’s words:
“कर्मण्येवाधिकारस्ते मा फलेषु कदाचन।
मा कर्मफलहेतुर्भूर्मा ते सङ्गोऽस्त्वकर्मणि।”
(Bhagavad Gita 2.47)
“Your right is to perform your duty, not to the fruits of action. Let not the fruits be your motive, nor let your attachment be to inaction.”
By embodying this principle, leaders can inspire greatness in others while remaining steadfast in their own purpose.
Inspire Positivity 