According to Dr. Myles Munroe, the CEO of Third International World Leaders Association and author of the book ‘ The Spirit of Leadership ’, “Leadership is the capacity to influence others through inspiration motivated by passion, generated by vision, produced by a conviction, ignited by a purpose.” (Daskal, 2016). The leadership in an business organization can be a process of motivating and directing the employees and colleagues with a definite strategy to meet the goals of the organization (Ward, 2020). Leadership does not have to do anything with any level of position in an hierarchy or seniority of an organization rather is  aspired by the traits and attributes of a Leader and the degree of inspiration achieved by its followers (Kruse, 2013).

TRADITIONAL APPROACH OF LEADERSHIP

Kurt Lewin, called as the ‘ Father of Social Psychology ’ in the era of 1930’s gave a ground-breaking work by identifying three behavioural types of leadership styles classified as the traditional approaches if leadership (Carlin, 2019) :

CONTEMPORARY APPROACH OF LEADERSHIP :

With the evolution of history and business, mankind has provided evolving great new leaders with their emerging leadership styles over crude centuries of time.

Mid 1800’s to 1940’s was recognized as the ‘ Trait ’ era when Scottish philosopher “ Thomas Carlyle ” gave the ‘ Great Man ’ theory also called Trait theory which included traits such as motivation, ambition, self-confidence, integrity, flexibility, intelligence, etc. asserting that leaders are born and not made. The ‘Behavioural Theories’ emerged in 1940’s existing for two decades. The theory promoted the fact that leadership can also be learnt following trends of weather leaders were concerned with the subordinates well-being or the work done. The ‘Contingency Theory’ followed the next two decades Upto 1980’s where ‘Hersey & Blanchard’ developed the Situational Leadership Model used as a base to select the type of leadership for implementation. Later, emerged the New Leadership Era. (Mac, 2015).

TRANSFORMATIONAL LEADERSHIP

The approach for the transformational leadership style was first held up in 1978 by ‘James Burns’ introducing the concept as a process where leaders with their charisma & followers are mutually responsible for each other’s improvement. Following in 1985, ‘Bernard Bass’ argued with the same theory in a different perspective (Mac, 2015).

Basically, Transformational Leadership Style exists where leaders continuously encourage, inspire and motivate its followers for innovation and change helping them to cultivate a better organization tomorrow. This emerging platform provides employees a free room to be more creative, look for the future and find answers to the problems and performed through mentorship and training (White, 2018).

By the past 10 years, researchers are very keen observing transformational leadership style as the most effective leadership strategy of implementation within both public as well as the private sector industries (Hassan & Hatmaker, 2014).

Therefore, the leader accomplishes his style of  transformational leadership in any business organization by enabling a strong sense of corporate culture , ownership over employees and allowing independence to the employees in their workplace in the decision making process (White, 2018).

CHALLENGES FACED BY LEADERS OF 21^st CENTURY

21^st century world is considered to be a world of disruptive digital business models, highly augmented workforces and flat organization structures where the leaders experiences challenges from its company to buckle up and direct the path ahead.  It is also analysed that many organizations still promotes traditional approach over the contemporary with the identical leadership capabilities as decades ago. This is believed to become an intersection of the traditional approach with new styles creating a crossroad for the company focussing on both ways (Volini, 2019).

Above, represents the statistics by the 21^st century leaders who believes evolutionary approach of leadership styles as a bloom over the traditional approach and identifies the practices and competencies developing the leadership styles and adding value to them (Schwartz, 2019).

BRIEF ON LEADERSHIP STYLES APPROACH BY JEFF BEZOS

‘Jeff Bezos’, CEO, founder and the president of the Amazon company and the World’s Richest Person can be considered as an example of one of the greatest leader in the modern era (Forbes, 2019).

The 21^st century gave the world some very unconditional leaders with their unique style of leadership and beliefs. Inspite of all, Bezos is considered as an unconventional and unique leader with traditional beliefs of leadership style. Bezos possesses Autocratic style of leadership and he monitors everything by his own. His strategies are unique and unpredictable but profit making. His vision regarding leadership is charismatic and sets the direction of his business by himself (Sattar, 2018).

CONCLUSION

To the word of end, leadership styles no matter traditional or contemporary, has always impacted effectively over every organizations by its leaders and left the footprints of trust, motivation, empathy, commitment and devotion. The evolution of leadership styles over the centuries gave the world a theory of immense traits and qualities of different leaders inspiring their followers with the words of wisdom. The new approaches of the leadership styles will never end as the sense of ability by the leaders to persuade its followers will always drive up with new approaches. Hence, it can be evaluated with the fact that no leadership styles are incorrect, they are just a matter of difference by the leader performing and degree of acceptance by its followers.

TYPES OF CULTURE AND “HOFSTEDE’S CULTURAL DIMENSION THEORY.”

The classification of culture is carried out further into two different terms: –

• National culture (citizens following the culture of their nations.)
• Organizational culture (employees, managers and higher authorities following the workplace culture.)

NATIONAL  CULTURE	ORGANIZATIONAL CULTURE
Core is focussed on values.	Core is focused on practices.
Filled by strong emotions and differences in individual values	Filled by more tangible and reachable practices such as goals and objective setting.
Slow changing	Due to tangibility, it is fast changing.
Depends on how individual relate to each other based on their values.	Depends on how members of the organization relate to their work, each other and outside the world.
Distinguishes individuals from one another.	Distinguishes organizations from one another.

Hofstede’s cultural dimensions theory is a model developed by Geert Hofstede (1976) which signifies cross-cultural leadership values and diversity among society. Hofstede identified four primary dimensions regarding systematic differences of national culture which got published in his book, ‘Culture’s Consequences’. In 2000’s Bulgarian scholar Michael Minkov added two new dimensions in the Hofstede’s theory framework shown in (figure 1) (Hofstede,2020).

Presently in 2018, the net brand value of IKEA is resulted to be approximately $18.5 billion verified by Forbes. Ingvar Kamprad writes his success mantra for the success of his company IKEA as “ Maintaining a strong IKEA culture is one of the most crucial factors behind the continued success of the IKEA concept.” He strongly agrees with the concept of working together as a team with an organizational equality environment and believes that every individual has something valuable to offer and he strives the same value culture in his organization. (Forbes, 2020)

Rich Cultural Values expirienced by IKEA employees :