Developing meaningful leadership in organizations: Evidence from a cross-case analysis in India

Abstract

Purpose

The extant organizational leadership literature acknowledges the utility of pursuing meaningful leadership, yet the scarcity of meaningful leaders persists. This paper compares two cases to elicit the factors distinguishing successful and unsuccessful meaningful leadership.

Design/methodology/approach

This paper delves into the strategies and practices of leaders in two organizations, and data are collected in the form of field notes of participant observations, and informal conversations with the members of both organizations. It seeks to unveil the defining characteristics of a leader who fosters member meaningfulness (Organization X) compared to one who does not (Organization Y).

Findings

The paper highlights distinct strategies that contribute to meaningful leadership. Effective leaders emphasize broader objectives, align values, adopt participatory leadership, mitigate meaninglessness, and promote continuous learning and growth. Conversely, ineffective leaders prioritize short-term goals, overlook value alignment, and lack participative engagement; together, these factors enable leaders to inspire, engage, and guide their teams with a sense of meaning.

Practical implications

By acknowledging that meaningful leaders may not be easily developed, organizations can shift focus towards identifying and nurturing such leaders, enhancing their capacity to foster genuine meaning among members and thereby improving overall organizational effectiveness.

Originality/value

This paper’s unique contribution lies in its comparative analysis of real-world cases, illuminating the specific practices that underlie meaningful leadership. By delineating the critical factors contributing to meaningfulness, this research lays a foundation for organizations to locate and cultivate leaders capable of engendering authentic meaning within their teams.

Citation

Pattanayak, A. and Majhi, S.G. (2024), "Developing meaningful leadership in organizations: Evidence from a cross-case analysis in India", Development and Learning in Organizations, Vol. 38 No. 5, pp. 12-14. https://doi.org/10.1108/DLO-08-2023-0178