A leader who does not jump on their own is not a leader.

Changes in the Global Market and a New Paradigm of Leadership

The current global market is evolving into a much more complex and dynamic environment compared to the past. Digital innovation and global competitive pressures present new challenges and opportunities for businesses and leaders, necessitating a new paradigm that goes beyond traditional leadership models. The key challenge facing organizations today is the realization of true leadership based on accountability and proactive execution. Leaders who demonstrate through action, rather than merely connecting or observing, are the ones who secure the future of their organizations.

The Role of Managers within the Organization

As of the 21st century, many organizations still have managers who remain in the roles of 'connectors' or 'observers', which is one of the serious constraints on organizational growth and innovation. These individuals mainly focus on building external networks or superficial communication, neglecting to identify the root causes of internal issues and displaying avoidance of responsibility, which leads to a decrease in trust and accountability within the organization. This attitude ultimately amplifies a culture of irresponsibility and internal conflicts, making it difficult to secure sustainable competitive advantages.

Limitations of Connectors and Observers

In practice, the roles of 'connector' and 'observer' can be useful within an organization to some extent, but if they become overly dependent or limited to routine approaches, it can lead to decreased performance and stagnation in innovation. These roles run the risk of being confined to superficial problem-solving or merely acting as irresponsible directives and monitoring, resulting in a serious vicious cycle that diminishes employees' initiative and willingness to grow.

Definition of True Leadership

On the other hand, true leadership is an action-oriented capability based on responsibility and decisiveness, directly intervening in the field and solving problems. It means that leaders actively engage in addressing the various challenges faced by the organization, proposing solutions, and taking on responsibility while risking the possibility of failure. Beyond simply directing or monitoring, it is practiced through a deep understanding of the root causes of issues and efforts to find solutions by visiting the site directly or closely communicating with employees.

The Effects of Behavioral Leadership

Such behavioral leadership contributes to restoring trust within the organization, enhancing responsibility and autonomy, and strengthening a sense of accountability throughout the organizational culture. The core strategy is to create an environment where organizational members can engage in self-directed problem-solving through responsible decision-making. Specifically, the practical strategies that a leader in a modern organization should possess include the following: First, actively gathering employees' opinions and issues through regular and authentic on-site visits and communication. Second, developing the capacity to approach the root causes of problems by utilizing fundamental cause analysis tools instead of settling for superficial solutions. Third, establishing a sense of accountability by habitually acting responsibly, even in small decisions in daily work. Fourth, not neglecting education and self-development for strengthening leadership capabilities.

The Long-term Effects of Action-oriented Leadership

Such practical strategies play a crucial role in not only enhancing short-term performance but also in fostering the organization’s sustainability and innovation capabilities. When leadership within the organization encourages participation and accountability among members, the overall capacity of the organization increases, and its adaptability to change also improves. In this context, examining the cases of today’s most successful companies reveals how important accountable and action-oriented leadership is. For instance, Google's 20% time policy is an example that allows members to freely experiment with innovative ideas, thus providing them with a sense of responsibility and autonomy.

Vision of Future Organizations

These cases not only demonstrate that responsibility and action are the keys to organizational success, but they also emphasize that in forward-looking organizations, leaders who act responsibly are a core competitive advantage. Ultimately, organizations that continuously grow and innovate in changing market environments must base themselves on responsible behavior and exemplary leadership. Furthermore, future organizational leaders should focus on constantly developing their capabilities, quickly adapting to changing environments, and internalizing responsibility and action throughout the organizational culture.

Characteristics of an Ideal Organization

The ideal future organization will grow into one led by proactive and responsible leaders, becoming an innovative organization characterized by horizontal and transparent communication, active intervention in problem-solving, and a field-centered culture for addressing issues. This kind of leadership maintains internal dynamism and enables rapid adaptation and sustainable growth even in a rapidly changing environment.

Success Factors of an Organization

This task is not just a matter of simple organizational operation, but leads to a fundamental restructuring of organizational culture and leadership, ultimately determining the key factors of organizational success. We must not forget that responsibility and field-centered behavior are the driving forces that enable organizations to forge ahead into the future.