Disruption in Business Environments: A Framework and Case Evidence

Abstract

The article starts with a proposition stating that contemporary multi-functional disruptive change is leading to an expression of leadership that is closely associated with individual perspective and exercise of control. Perspective and control take the issue out of the traditional single track focus on the leader’s behavior or traits to the broader context of the leader, as an individual, the followers, as players and events, as disruptive forces. The article further defines perspective in terms of vision and desire to achieve. It also defines control in terms of locus, and management of self. A propensity to lead is derived from the analysis. Case evidence compliments the analysis. The article is of benefit into breathing fresh air into what is rapidly becoming a stale conceptual and professional arena. The two parameters, once converted into an operational model, could, help the process of management of today’s turbulent businesses.