| | FEBRUARY 20208By Yogesh Sirohi, CFO, PwC IndiaYogesh has been associated with PwC for over five years now, prior to which he held the roles of Executive Director ­ Finance and Branch Accountant at KPMG India and Thomas Cook, respectively.In today's ever-changing business landscape which is fuelled by the proliferation of new technologies and the age of disruption, the te-nets of leadership from the past no longer seem relevant. For organisa-tions worldwide, the only constant is change, disruption is the new nor-mal, self-cannibalisation of revenue is perfectly acceptable, and there is a blurring of lines between erst-while analogue and digital models of doing business. Leadership in the face of great change can be a daunt-ing task, and it is important that those of us who are in such posi-tions realign our old ways and adapt ourselves to the future challenges that define this new era. With the mass adoption of new technologies and disruptive work models, rely-ing on now obsolete concepts of leadership such as centralisation of responsibilities and the leader-fol-lower model is no longer effective for the management of people or organisational culture. With the very fabric of organisations un-dergoing seismic transformations from inside-out, managing the or-ganisational culture is as critical to a leader's strategic agenda as man-aging people themselves. Some might even regard the two as being synonymous in the context of their overarching purpose. Therefore, it is important that leaders ask them-selves how they can stand-out in leading their organisations in these times of change.From a holistic perspective, it is clear how leadership directly cor-relates with team morale. To steer any company through the turbulent waters of transformation, one needs to look at the big `E', i.e. empathy. Empathetic leadership is the answer to the present and future changing business environment. Empathet-ic leadership has also become an THOUGHT LEADERSHIPTHE IMPORTANCE OF EMPATHETIC LEADERSHIP IN THE AGE OF DISRUPTION
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