Heterodox Leadership

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Heterodox Leadership
Prof. Arup Barman, Professor, India

Heterodox Techno Leadership Model.

There are several theories on the leadership of which the majority are from the western world and developed over the last four hundred years or so. Prof. A. Barman and J.S. Rajpurohit are of the opinion that those theories became en vogue along with the ongoing industrial revolution. Prof. Barman and Rajpurohit both by their spirit of exploration from the multi-perspective of leadership evolved with an idea for a new form of leadership for the 21st century. They assumed the needs of a different type of leadership in contemporary times. The environment, technology, and leadership traits that have influenced societies and nations have been studied in the past and today too. It has been observed that there are new challenges for leaders to succeed. Heterodox leaders are not orthodox, they are Heterodox Techno Leaders (HTL). HTLs are of 4-types, they are at the individual level:
  1. Heterodox Techno Leader (HTL-1), who can exercise heterodox-ism for individual performance development with the help of processing technology and environmental information. Such, performance-based HTL as an individual, at the lowest echelons may exercise his/her personal excellence at work; may use automation, data analytics and artificial intelligence; may become self-growth orientation; may be limited emotional and cognitive connection with employees; may seek maximum data of people and opportunities.
  2. Heterodox Techno Leaders (HTL-2). Through their performance exercise perform their transformational role as a leader through work, actions, and evidence of performance. Even for the self-interest HTL-2 contributes to the organisation by integrating themselves with the company's goals and vision; they keep interested in developing employees; they maintain good networking; bear a good learning attitude; they contribute to cross-functional collaboration; they manage multi-functional programs.
  3. The socially active HTL (HTL-3) are better than the individual from the standpoint of social angles. They may exercise the profit orientation through training of employees; optimise the digital technology for social goods, they value relationships till a person of the company gets profit. They always look for trained employees so that directly engaged them to gain the advantages for the betterment of the organisation, they emphasise the routine decisions and connect with maximum people on multi-social media platforms for exploration and exploration of information in the interest of the organisation and society.
  4. The techno-transformational (HTL-4). A leader may become a later heterodox techno-transformational leader. May contribute to the organisation as a transformational leader by exercising and deploying excellent digital social relations; by connecting with past and present employees; by adopting growth-oriented philosophy at all times; they may initiate multiple startups and companies; they emphasize the automation, robotics, artificial intelligence for decision making; they may design and exercise the culture of hyper-transparency, and also promote social media activists for the greater interest of the society and organisation.
The heterodox theory is a hybrid theory - it is mixed with individual and social perspectives, technical and non-technical, they are a techno-behavioural leader who propagate performance-orientation and professionalism in the process of self and collective transformation. In today's context, all successful global leaders are adopting heterodox leaders. The degree of orthodox always has the chance to make unsuccessful, in spite of success. Heterodoxism is the key to contemporary times.

Copyright: The Heterodox Techno Leadership Model's by Bgdr. Dr. Jeewan Singh Rajpurohit and Prof. Arup Barman.

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