Many different leadership ideas and concepts have struggled to dominate the human mind over the centuries. Survival was the core source of human motivation to follow capable fighters during ancient times. Pride and respect, perception of freedom, dignity restoration, nationalism, religious sentiment, and political ideology were also acted as the core drive in human motivation to follow their leaders’ voice. Nevertheless, materialism has captured total supremacy over the human mind today. Human spirits are now entirely engulfed in the ocean of consumerism.
Along with the modified spirit, leadership has also transformed over the last century and dragged from a respectful space to a more materialistic domain to match the context. Compelling people to work by physical use of force has been redundant by the give-and-take method. Leadership through the spiritual drive is also hardly observed in present days. The socioeconomic environment has transformed human minds so vastly that people are running to count the tangible gains in almost every sphere of life. Most of the organizations and institutions of the present world are thus struggling to keep their men motivated by ethical or ideological sensitivity.
In reality, most people want money and facilities ignoring ideologies and values. Followers of the present world are also keenly calculative about their physical gain. Sense of prestige, pride, dignity, values, emotions are now often considered a luxury by many people. People want to earn facilities, status, happiness, property, and physical security, even compromising essential human moral codes.
In some organizations or institutions, trends are established to make shortcuts for getting promotions, comfortable posting, or assignments ignoring ethics, policies, or self-respect. In the face of discomfort, hardship, risk, or vulnerabilities, many take different kinds of alibi to avoid responsibility. Again, the same people are found running ahead of everyone when some benefits and opportunities arise. To match this challenge, many organizations have accepted the necessity to motivate people by providing extended facilities. Many institutions consider offering better opportunities like promotions, incentives, better house and office, good posting are the best tool to generate drive among their men. This effort is workable for the short term but has a deep limitation also since offering more has essentially no end. Someone motivated with a certain amount of amenities today hardly remains satisfied with similar facilities tomorrow. The amount received in January looks insufficient in June or subsequent months. Gaining something big generates an even bigger necessity in the human mind.
However, offering better is now a well-accepted tool for many leaders to get the job by their men. But, it is essential to acknowledge that contentment and motivation are not related to the absolute but relative offer. People look at their success in comparison to others. Therefore, leaders need to follow a pragmatically developed systematic approach to extend services and amenities to their men. Once a system is adopted for the better well-being of the organization, it should be stable and not be tilted or bent for any reason. Exceptions are always exceptions, and that must not turn into favoritism. Exceptions should not be made in public since they can generate a sense of discrimination in the queue. Favoritism is like a snake’s mouth, apparently tiny but can engulf the entire body of any organization. In an institute, an extension of amenities should be gradual, chronological, and rational. Extended benefits are helpful to generate higher motivation among people but may also become a cause of enlarged expectations.
Dealing with this challenge, leaders need to establish sustainable institutional culture imbued with shared values to enhance the practice of spiritual living. Core values like honesty, dignity, self-respect, and pride are to be given priority and to be re-installed. Formal or informal arrangements of capacity-building exercises in the essence of value-based living are often helpful to enhance those levels of core principles. Spiritual living within the organization and beyond is highly effective in lowering the materialistic attitude of people. Leaders need to practice by themselves and encourage others for such a living style. A value-based social environment is helpful to retain people in virtues. Leaders need to remain especially careful so that people are not encouraged to show off their performances.
Encouragements are effective not by the speech and words but by the practical examples of leaders themselves.