Abstract:
In the light of volatile and dynamic work scenarios where things are changing in the spur of the moment, as there is more of instability and less of monotony; it is well said that the only change is constant. Technology, product, services etc no more form the competitive advantage for the firm, the customer is becoming more demanding and all these aforesaid things are masked by the fear of obsolescence. Under such vagueness, the true competitive advantage upon which any company can find anchorage is the quality Human Resource. But with the changing times as the required skill set is changing and the dearth of quality people is there, work force has assumed more power and assertion. To cater to such work scenario, we need more flexible and dynamical leaders who are ready to shun their egos so as to respect individual creativity and thus set arena for giving out a vent to innovation. Today concept of leadership is experiencing overhauling as leadership not only demands accomplishment of organizational goals but also demands that the leader should be a liaison, an interface that recognizes the worth of each employee and thus aligning individual aspirations to organizational goals so as to pacify an individual's thirst to exceed and develop. An individual always chalks out a career plan for him, the effectiveness of leadership lies in not being myopic but being proactive enough to develop the career graph for each employee according to individual worth and try to bring about a trade off between the two career plans keeping the organizational and individual welfare in mind. This is what one can expect only under the mentor ship of transformational leaders. This paper makes a humble attempt to draw out positive relationship between transformational leaders and intrapreneurs by the retrospection of the cases of historical leaders and eventually extrapolating the drawn out implications and inferences in the modern corporate culture.
