Anupama Ranjan  

Business Schools often fail to impart the nuanced, human-centric dimension of leadership that defines success in the real world. Leadership, at its core, is not just about managing balance sheets or implementing strategic models; it’s about understanding people, navigating conflict, and fostering a culture of trust and collaboration. These are aspects rarely covered in lecture halls, but they are crucial for effective leadership in a world defined by complexity and rapid change.

Business Schools often neglect emotional intelligence, a vital skill for effective leadership. Leaders must manage their emotions, understand others’ feelings, and use empathy and adaptability to inspire teams. Skills like reading non-verbal cues and connecting with diverse individuals are essential but cannot be taught solely through case studies. Without emotional intelligence, technically proficient leaders may struggle to foster strong team relationships.

Business Schools often overlook the complexities of ethical dilemmas, which require leaders to make challenging decisions affecting livelihoods, communities, and the environment. While textbooks address ethical frameworks, they fail to convey the emotional struggles and ambiguity involved in balancing competing interests.

Conflict resolution is also an unexplored area in Business Schools. While they focus on negotiation and collaboration, they often neglect interpersonal conflicts found in real-world scenarios. Effective leaders need the ability to transform disruptions into opportunities for growth, a skill gained through experience rather than theory.

Business schools often rely on predictable models, whereas real-world leadership involves navigating uncertain, complex challenges. Leadership training should emphasise embracing ambiguity, creative problem-solving, and taking calculated risks.

Additionally, the role of mentorship and networking is often reduced to a secondary priority in business schools. Real-world leadership is deeply intertwined with the ability to leverage relationships for mutual growth. Leaders must consistently act as mentors to their teams, helping individuals unlock their potential while navigating their own professional challenges.

Finally, the personal toll of leadership is an area business schools rarely address. Leading an organisation often involves immense pressure, long hours, and the burden of responsibility for others’ well-being. Leaders must learn to balance their professional roles with their personal lives, maintaining their physical and mental health while managing the demands of their positions.

Leadership in the real world is not a skill that can be perfected within the confines of an academic institution. It is a dynamic, ever-evolving practice shaped by experience, trial and error, and the ability to learn from failure. Business schools have laid the foundation for understanding ‘what’ leadership entails, but it is time to focus on the ‘how’ and ‘why’ that truly define success in today’s interconnected and fast-paced world.