Why Indian CEOs rarely turn into comic book villains

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In the tech world, the domineering management styles of leaders like Elon Musk and Steve Jobs have become almost mythical. These CEOs are celebrated for their relentless drive, visionary prowess, and, at times, autocratic methods. Their names evoke images of intense boardroom battles, late-night work sessions, and a single-minded focus on achieving the impossible. Think Elon sleeping on the factory floor or hauling a kitchen sink into Twitter headquarters. Remember Steve saying, “There’s just one more thing…” presaging the next big announcement as a packed crowd at WWDC went berserk.

Musk’s SpaceX and Tesla, and Jobs’ Apple, stand as testaments to the heights such leadership can reach. However, these figures also have a darker side. Musk has been known for creating a toxic work environment, with reports of extreme pressure and high turnover rates. Jobs, despite his genius, was infamous for his abrasive and often demeaning behavior toward employees.

Sadly, these leaders have become role models for many aspiring CEOs. The Silicon Valley mantra is that greatness requires not just vision and innovation, but also a certain ruthlessness and eccentricity—stereotypical qualities that VCs look for. This mindset has likely pushed some CEO tyrants to cross the line. Travis Kalanick, the founder of Uber, was pushed out of his own company after a series of privacy scandals and complaints of discrimination and sexual harassment at the company during his tenure.

In part, this glorification is due to the media. Jerks drive clicks, and outrageous antics make for great storytelling. But these examples are, in fact, the exceptions, not the rule. Far more numerous are CEOs who are quiet successes, building iconic companies and breakthrough technologies without stepping on others or blatant self-aggrandizement. The quiet CEOs take an alternative approach to leadership that emphasizes collaboration, empathy, and employee empowerment. Although you won’t read nearly as much about it, this quiet style defines some of the most successful CEOs I know, such as Satya Nadella of Microsoft, Shantanu Narayen of Adobe, Sundar Pichai of Google—and executives such as Ratan Tata and Anand Mahindra in India.

As I wrote in my book From Incremental to Exponential, Nadella transformed a stagnating Microsoft riven by rivalries and stuck in Steve Ballmer’s infamous “aggro-mindset” by fostering a culture of collaboration and continuous improvement. Microsoft even embraced open source! This led to the company’s resurgence as a tech leader and as a respected player and partner in many collective technology projects in open source and the world.

By revitalizing the company with a focus on cloud computing, AI, and inclusive and humble leadership, Nadella turned a declining dinosaur into a soaring eagle. Similarly, Narayen transitioned Adobe from a traditional boxed software company to a SaaS giant and acquisition machine, emphasizing customer experience and employee satisfaction. Sundar Pichai at Google has also championed a culture of openness and inclusion, driving innovation while maintaining a strong focus on user-centric design and ethical AI.

Ratan Tata, former chairman of Tata Group, led the company’s global expansion, acquiring brands like Jaguar Land Rover and Tetley Tea, and growing operations in over 100 countries across industries like steel, automobiles, IT, and consumer goods. Similarly, Anand Mahindra, chairman of Mahindra Group, expanded the conglomerate into sectors such as aerospace, agribusiness, and information technology.

All of these leaders have built companies as impressive as Apple or Tesla, but you will rarely hear negative comments about these leaders. Their companies don’t revolve around their personalities—they are known for their successes. So what is it about Indian executives that sets them apart?

Ravi Kant’s book, Leading From The Back: To Achieve The Impossible, co-authored with Harry Paul and Ross Reck, provides a compelling comparison between the traditional Western leadership styles exemplified by Musk and Jobs and the more collaborative approaches practiced by Indian CEOs. Kant, who served as the CEO of Tata Motors and worked closely with Ratan Tata, explains that while the Musk and Jobs style of leadership can be effective in driving high performance and innovation, it does not always do so and can also destroy companies. Worse, the tyrannical management approach often comes at the cost of employee morale and long-term decline. Apple is today coasting on the fumes of Jobs’ work with the iPhone. Tesla is hitting hard times as competition builds and its product stable stagnates.

In contrast, the leadership styles of the Indian CEOs emphasize empathy, empowerment, and collaboration. This is the style that Kant explores in his book. The essence of “leading from the back” is the belief that true leadership is not about being at the forefront but enabling others to succeed. This philosophy is built on three core principles:

How should I be?

This principle emphasizes self-preparation and personal growth. It requires leaders to maintain an open mind, assume ownership of their roles, and practice detachment. An open mind allows leaders to adapt and embrace new ideas. Assuming ownership instills a sense of responsibility towards the organization and its people. Detachment, the most challenging aspect, involves stepping back and letting the team take the spotlight, fostering their growth and autonomy.

How should I deal with the team?

Effective leadership involves creating a supportive and empowering environment for the team. This means trusting team members to make decisions and solve problems by providing guidance and support without micromanaging. It’s about fostering a culture where team members feel valued and motivated to contribute their best efforts.

How should I deal with the task?

This principle focuses on the leader’s approach to achieving goals. It advocates for bold thinking and encouraging the team to pursue ambitious objectives. Leaders should facilitate an environment where innovation thrives, and incremental achievements are stepping stones to greater success.

Adopting a leadership style that emphasizes collaboration and empowerment can lead to numerous long-term benefits. It creates a more sustainable and positive work environment, where employees are engaged and motivated—and it fosters innovation, as team members are encouraged to think creatively and take ownership of their work. Moreover, it builds a stronger, more cohesive organization, as employees feel valued and integral to the company’s success.

In reality, the tyrannical CEO always has a time limit. Jobs died. Musk could well burn out his light. The future of leadership lies not in the hands of a single visionary, but in the collective strength and creativity of empowered teams. Arrogance and ego simply need to be replaced with caring and humility.

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Vivek Wadhwa is an academic, entrepreneur, and author. His book, From Incremental to Exponential, explains how large companies can see the future and rethink innovation. (This article was used with his express permission. It first appeared in Fortune August. 20, 2024)