Mob term paper group 4

29
LEADERSHIP IN CONTEXT TO ASIAN CONTINENT TERM PAPER SUBMITTED IN PARTIAL FULFILLMENT OF TERM ONE COURSE OF MICRO-ORGANIZATIONAL BEHAVIOUR COURSE COORDINATOR: Prof.Rajesh TERM PAPER SUBMITTED BY: (GROUP 4) 1. SAURAV SINGH (50037) 2. NITIN ANAND(50027) 3. HIMANSHU KUMAR(50014) 4. KAUSHAL KANT(50017) 5. SHALINI SRIVASTAV(50038) 6. RATANDEEP KUMAR(50033)
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Transcript of Mob term paper group 4

Page 1: Mob term paper group 4

LEADERSHIP IN CONTEXT TO ASIAN CONTINENT

TERM PAPER SUBMITTED IN PARTIAL FULFILLMENT OF TERM ONE COURSE OF

MICRO-ORGANIZATIONAL BEHAVIOUR

COURSE COORDINATOR: Prof.Rajesh

TERM PAPER SUBMITTED BY:

(GROUP 4)

1. SAURAV SINGH (50037)

2. NITIN ANAND(50027)

3. HIMANSHU KUMAR(50014)

4. KAUSHAL KANT(50017)

5. SHALINI SRIVASTAV(50038)

6. RATANDEEP KUMAR(50033)

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CONTENTS

SL No. TOPIC PAGE No.

1. Introduction 3 2. Exploring limits of western leadership

theories in Asia 4

3. Western Vs Asian Leadership Style

(Uniqueness & Difference)

8

4. Cultural values of Asian Leadership

11

5. Public sector leadership in Southeast

Asia 16

6. Prominent organizational leaders of

India and Charismatic leadership in

India

21

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Introduction

In the era of globalization, where every company is trying to break their horizons in

order to capture the potential market. Leadership capabilities and style has always

been matter of concern for these companies. Western companies are trying to expand

and strengthen their market capitalization on the other hand Asian companies are

trying to break their horizon and reach out freely in west. We live during an era in

which the pace and scope of change are unprecedented. This is particularly true in the

Asia-Pacific region where rapid growth has challenged the capacity of people and

organizations to adapt. It has become increasingly clear that learning is now the

keystone to bringing about change at both the personal and organizational levels.

In today‘s global economy, where there is a significant shift in the global economic

power, emerging markets such as China and India are becoming important players.

Along with other Asian powers such as Japan and Korea, there is a significant

empirical domain for leadership research. As Asian firms go global, and Western

firms grow in these Asian nations, there develops need to build greater knowledge

about Asian models of leadership.

In our paper we have tried to sum up all the significant information available in

context to Asian leadership. Main emphasis has been laid on exploring the

significance of western leadership theories in context to Asian subcontinent,

Uniqueness and differences in style of leadership, cultural values and leadership for

public limited companies. At last we have tried to sum up leadership capabilities and

style of some of the prominent leaders of India.

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Exploring limits of western leadership theories in Asia

There is a direct connection between the leadership styles in a country, the

developmental stage of the economy, the maturity of companies within that country

and industries in which leadership is required.

Western leadership tends to be much more task-oriented on the hand Asian leadership

is a much more holistic model focusing on trust, harmony and interrelationships

among people.

Underlying values attach considerable importance to understand leadership nature:

• Relative equality of power and status between leaders and followers;

• High tolerance of ambiguity and uncertainty on the part of all concerned;

• High levels of trust and openness;

• A desire to share feelings and emotions;

• A willingness to confront personal conflict and difference of opinion, and

to take risks

• Strong beliefs in the virtues of team working.

These values can be translated into well-known dimensions of national culture as

follows:

• Low power distance. The less powerful individuals in society are unwilling to

accept an unequal distribution of power without question and are unwilling to

regard it as normal.

• Low uncertainty avoidance. People are not made nervous by situations they

consider to be unstructured or unclear or unpredictable, and they do not try to

avoid such situations by adopting strict codes of behavior; they tend not to

believe in absolute truths.

• Low individuality. People place relatively high value on group membership and

less on individual identity.

• Medium masculinity. Roles in a culture for either sex are defined somewhat

differently, meaning that men are expected to be relatively assertive and to

compete, and women to serve and to care for children and the weak, and to have

regard for the non-material quality of life.

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Research findings, and commonsense tell us that many countries have cultural

profiles which are quite different. When we compare cultural profiles of western

countries with Asian, no any countries matches profile on more than one dimension.

Comparison of elements of the Western ―ideal‖ leadership with Asian paradigms

Element Current Western leadership

“ideal”

Leadership in Asia

Influences

on leadership

practices

Paramount concern for

organizational performance. Drive

for efficiency and competitiveness

urgency. Follower-dependent, thus

participative.

Maintenance of harmony

fundamental. Attention to social

networks. Consensus valued

respect for seniority, age,

experience. Expectation that

managerial authority will be

exercised with moderation.

Managing

authority

Relative equality of authority and

status between manager and

subordinates Delegation/

decentralization Teamwork

―Empowerment‖

Leadership from the top.

Respect for seniority. Goals set

by top management.

Acceptance of wide power and

status differentials between

managers and subordinates. Managing

uncertainty High degree of tolerance of

ambiguity. Uncertainty accepted as

normal .Continuous change viewed

as natural and desirable .Sense of

urgency

Deep-rooted, shared theologies

and philosophies provide

relative certainty and security.

Long-term view of evolving

change. Hierarchy and

conformity stressed

.Collectivist mutual duties Managing

relationships High levels of trust and openness

valued .Open confrontation of

differences. Conflict valued as

potentially creative. Support of

followers essential. Drive to secure

commitment and high morale.

Emphasis on maintenance of

harmony and personal dignity.

Persons valued over issues.

Avoidance of confrontation and

conflict. Maintenance of social

networks important.

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Current western leadership theories are not widely applicable in Asia. The major

reasons have to do with significant differences in values concerning authority, group

loyalties and interpersonal harmony. Leadership in the West is follower- and

performance dependent, and therefore inclined to be more participatory. Concern for

employee welfare masks an overriding interest in the performance of the individual

and of the organization, whereas in the East the maintenance of harmony and face

have deep philosophical and cultural roots, which can override short-term commercial

considerations but (paradoxically, perhaps) still be in the long-term (performance)

interests of the organization.

Traditional and Contemporary Western Leadership Theory in an Asian Context

Theory X and Theory Y

Theory X: employees are lazy so strict and authoritative leadership.

Theory Y: leadership to satisfy higher order needs, with involvement and

participation

Trait theories

Intelligence, personality, competence, and empathy are important, but it is difficult

to predict which ones are more important

Behavioral theories

Examine the styles of individuals who are thought to be good leaders in an

attempt to identify those behaviors associated with successful leaders.

Contingency theories

Successful leadership depends upon the characteristics of the situation, the

characteristics of the leader and/or the characteristics of the followers. Thus,

appropriate leadership styles may change depending on the nature of the situation

and participants.

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Transactional leadership

Influence followers by focusing on transactions that are based on self-interest, such

as rewards or avoidance of punishment

Transformational leadership

Leaders and followers interact and produce a community with a common purpose.

Four components: inspirational motivation, intellectual stimulation, idealized

influence and individual consideration

Charismatic leadership

Motivating and directing followers primarily by developing in them a strong

emotional commitment to a vision and set of shared values.

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Western Vs Asian Leadership Style (Uniqueness & Difference)

Leadership is about the vision of future and the ability. Leadership style in Asian

organization is quite different from the Western style.

It is not surprising to us that leadership has interested human beings for centuries and

that leadership has always been a contested terrain. What surprises us is the fact that

despite being an interdisciplinary field, leadership, as taught and studied in west, has

been largely influenced by psychology, social sciences, and business management.

The leader is anyone ―who can organize the experience of the group, make it all

available and most effectively available, and thus get the full power of the group. It is

by organizing experience that we transform experience into power‖. While the

leader‘s functions are to coordinate, define purpose, and anticipate, Follett pointed out

that the essence of leadership is ―not to make decisions for his subordinates, but to

teach them how to handle their problems themselves‖. In short, leadership should not

be conceptualized as much as ―leaders persuading people to follow them,‖ but more as

―training people to work with.‖

Asian promotes family leadership at expense of professional leadership. Asia and

West are two global regions that have some distinct features that make the leadership

style in these regions vary.

Leadership style in Asia is political. Family leadership is also followed in west but it

is more common in Asian countries.

Directive style of leadership is more common in Asia than in West. The leader offers

direction to be followed by member of organization. In western countries a leader is

incorporated in work force and they operate like team.

The participative style of leadership is also more common in Asian countries like

Japan but very unpopular in America where new form of leadership in which follower

are energized is being adopted especially with autonomous division.

Western leaders tend to participative or empowering style of leadership whereas in

business leadership style is exhibited by Asian managers and entrepreneurs.

Family leadership example Li Ka Shing (Hong Kong based Hutchison holding group)

runs his company and planning to pass the leadership of his firm to his two sons but in

west commonly firms are run by professionals who are replaced by professionals.

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American CEO average about thirty years with their firms and own less than 4% of its

share, also there is less freedom of action for an executive and boards in America than

in Asian countries where adaptability is less common.

Prominent leadership styles

Directive- Well known but is declining in frequency. It stresses the direction given by

executive to others. Leader is very much in charge. Is commonly practiced in Asian

sub-continent.

Participative- Involves close team work with others, more common in Europe, also

practiced in Japan.

Empowering – Relatively new and stresses delegation of responsibility to sub-

ordinates. American company with large customer division employs this style.

Adaptability is focused which is less seen in organization flourishing in Asian

continent.

The essence of leadership is not only how it happens in practice, for example through

language, but also how that practice is framed by people‘s values and philosophical

principles.

Concepts of Chinese and Western philosophy

Chinese Philosophy Western Philosophy

Philosophy of change (Yijin). Refers to a

comprehensive system of cosmology, culture,

and ethics. Guan is the process used to observe

changes and is grounded in practice. It is both

subjective and objective, for it allows space for

emotions and experiences. Change is seen as

divination which provides a way to reveal

limitations in one‘s life and a way to change

one‘s situation by acting appropriately.

Philosophy of human nature, an

ontocosmological view. Man is seen in

interrelation to the experiences of nature, his

actions are shaped with situations, and his

Nature of society. Society is seen as

stable or not. The regulatory or

ordered perspectives seek to explain

society in terms of unity and

cohesion, where small changes lead

to equilibrium. The radical change

and conflict views seek to explain

society in terms of deep-seated

structural conflicts, domination, and

contradictions.

Human nature. Often seen from

voluntarist and determinist

perspectives. Voluntarists believe

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wishes with possibilities. It is this unity between

individuals and cosmos that defines Chinese

human nature as opposed in the West where

human nature is seen as centered in the

individual.

Philosophy of knowledge. There are several

schools of thought, including observational

ontoepistemology in the Zhouyi, epistemology

of virtues in Confucianism, and an epistemology

of the ontocosmological dao in Daoism. A

theory of knowledge that considers the unity of

reality and reason, unity of knowledge and

action, and unity of knowledge and valuation.

Philosophy of culture. Based essentially on the

concept of li that refers to guiding principles

deriving from inherited rituals and conventions.

From a Confucianist view, culture is grounded

in principled action as (a) it emphasizes the

social situation and context, (b) it considers that

civilization is achieved through rituals, and (c) it

promotes the practicing of rituals in all

occasions.

that a person has free will when

determining what to believe in.

Determinists hold that each state of

affairs is necessitated (determined)

by all the states of affairs that came

before it.

Ontology. The metaphysical study of

the nature of being and existence.

Reality is considered as ranging from

subjective perspectives (reality is

dependent on thought) to objective

perspectives (reality is independent

of thought).

Epistemology. The study of the

nature of knowledge. Positivists

consider all knowledge as based on

perceptual experience (physical,

material world), whereas anti-

positivists accept science as based on

intuition or revelation (metaphysical,

nonmaterial world).

Philosophy of governance. Guanzi and Mozi

advocated for governance based on objective

standards. Anaclets and Mencius suggested a

―humane government.‖ Daodejing suggested a

nature and nonaction approach. Xunzi suggested

that governance should be done through

transforming, educating people (references

included in Burrell & Morgan, 1979).

Methodology. Two main viewpoints

are considered. The nomothetic view

involves the search for abstract

universal principles. The ideographic

is concerned with discrete or unique

facts or events.

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Cultural values of Asian Leadership

Culture clearly plays a part in leadership and how it is expressed in different

places. People who live or move within different cultures encounter these differences

and know they are real; the words to accurately describe or understand the differences,

however, are often lacking.

The experiences of leaders in different countries clearly shape them. Two researchers

looking at leaders in China, India and Singapore noted difference in challenging

assignments, developmental relationships, dealing with hardships, education and

personal experience. All of these influences shape individuals into the leaders they

are, and gaining an appreciation for each individual‘s personal biography is insightful

and essential for understanding their own expression of leadership with its gaps and its

strong areas.

One way of understanding leadership differences is through behavior styles. What we

need is a fully descriptive, universal language for behavioral description, one that

resists the bias of assigning ―good‖ and ―bad‖ labels to different ways that effective

leaders get things done.

Two leaders, both equally effective, can take very different paths to arrive at similar

results using different behavioral strategies. Being able to describe those differences

objectively, like a scientist, and avoiding personal biases allows us to expand our

appreciation of different leaders and ultimately to develop more top talent for

tomorrow‘s leadership positions.

Research that done with 1200 leaders in Asia led to see clear behavior style

preferences in different cultures. In multinational companies (MNC‘s), understanding

these differences allows for context-specific leadership development as well as

company-wide efforts to cultivate the next generation of top talent.

Some summary observations*

Leaders in India had a strong tendency to express dominance (direct, problem-

>solution orientation) in their leadership styles, especially in the business world.

In Korea, compliance-steadiness (detail-orientation, careful and analytical decision-

making) were strong markers shared by many in the top levels of leadership.

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In China, the preferred styles for leaders were dominance, compliance (detail-

oriented, analytical rules-based decision-making) and dominance-compliance

(directness and high standards).

In these countries and across Asia there was a noticeable preference for a factual,

objective approach to persuasion and motivation methods rather than extroverted,

personal and humanistic approaches.

This research showed that cultural differences do indeed show up in self-expressed

behavioral preferences by leaders. However, within each culture there is still room for

a diversity of styles and approaches even where one or a cluster of styles is preferred

more often than others. This has some implications for talent management and

leadership development.

First, organizations have their own culture just as nations do. Different MNC‘s doing

business in the same country or markets may have very different profiles or styles of

leadership. Sometimes, the preferred style imposes its own blinders on the rest of the

culture. When it comes to behavior style, diversity is a potential strength, but it must

be managed or else decisions (and the culture) tend to reflect arbitrariness and chaotic

tendencies.

Second, good talent management practices will not focus simply on ―competency

models‖ or modelling based on traits; it will be closely connected to business results,

cultural awareness and experience-based learning and development. The good news

for talent management is that there are tools and proven precedents for defining what

success looks like and what kind of leadership is desired for future growth; it is not

simply about luck, intuition or other subjective biases.

Third, in terms of leadership development Asian leaders have historically valued a

small number of close relationships and relied on personal experiences to guide them

through difficult leadership trials and challenges.

A leadership style that projects personal warmth and charisma or inspiration more

broadly (as North Americans are perceived to do) has not been part of their repertoire.

This is not a shortcoming or gap; it reflects preferences, comfort level and

conditioning which is part of the culture. More leadership development in Asia needs

to be individualized and respect the high-context cultural reality, rather than importing

Western models of executive education.

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Indian Leadership Culture

Indian culture is a curious conglomeration of beliefs, some which are religious, and

some which are demographic in nature. The challenge is to strike a balance between

the seemingly conflicting demands of the various groups of people. An Organisation

may have personnel from diverse religious, linguistic, ethnic and regional backgrounds.

The need therefore is to understand this cultural diversity, the factors which bring

about unity in this diversity and the appropriate means to harness it in order to

enhance effectiveness.

The Indian culture is one such culture where there is a inherent reluctance to question

decisions and authority. The immediate task is to convert this resigned acceptance into

tacit approval of authority.

Every individual looks for achievement, recognition, advancement and growth.

Basically everyone wants to do a job well in order to satisfy the ever-present inner

urge of being accepted by the society in general and the peers in particular.

The behaviour of every individual is strongly influenced by what he believes.

Optimal results can be achieved by bringing about a confluence of the righteous and

the desired. Righteousness in Indian culture is defined and encompasses values, which

are invariably cherished by all Indians without being burdened by any constricting

strictures.

Some of the more important of these values are as follows: -

Honour

Patriotism

Honesty and Integrity

Loyalty

Competence

Unity

Courage

Compared to the western countries spatial mobility is restricted in India. Languages

and regionalism constrain movement to distant places. Family and social obligation

create a condition of social gravitation whereby Indians tend to move towards and live

at home base.

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Indian culture is also authoritative. Indians manifest a certain amount of rigidity in our

social and interpersonal conduct. The social do's and don'ts are sharply defined and

conformity to them is demanded in many spheres of life.

A strong need also exists for power and status and hierarchy is emphasised. The

Indian need for power is also very strong.

As individuals Indians are very prone to being dependent. That is, Indians tend to seek

support, guidance and encouragement even in situations where they are perfectly

capable and competent to make decisions and function without being patted on the

back. However dependence-prone persons may be induced to work hard, take

initiative and risks, and even behave in an independent fashion. The more dependent

prone an individual is the more he would be very receptive to the expectations of

others, particularly of those who served as the role models.

Preference for hierarchy is another typical characteristic. Castes are hierarchically

arranged, as are states of mind, animate and inanimate objects. Psychologically

Indians feel more comfortable in a superior-subordinate relationship then in a peer

relationship. The status for hierarchy manifests itself in a strong status orientation.

Seniors and superiors are respected and obeyed. They are listened to more

deferentially. They are expected to make decisions, which their juniors and

subordinates are in turn expected to implement.

Preference for hierarchy also fosters dependence proneness. The superiors and seniors

create conditions where dependency is unavoidable or appreciated. The dependent

ones are rewarded and independent subordinates are suspected and distanced. It is

because of this that the subordinates seem to push the leaders further towards

paternalism. They expect it, relish it, and feel motivated by a leader who functions as a

benevolent figure. The genesis of this relationship probably goes back to the early

socialisation process, which makes even the adults in India strive for the father's

approval. The father as the head of the family is respected and obeyed since he helps,

guides, reprimands and encourages self-sacrificing behavior.

The leader has to work with human relationships and the modes of such relationship

are embedded in the surrounding culture. His behavior has to be prototypical of the

broader societal modes of superior-subordinate, senior-junior, elder-younger and the

primordial father-son relationships. Because the modes are quite basic to the

socialisation process and are acquired quite early in one's life, they are taken for

granted and are not explicitly articulated.

In the Indian context this leads to a nexus between patronage and loyalty. This often

works as a grapevine often disregarding the formal hierarchical authority lines. The

grapevine is useful in many ways. It provides subordinates special ladders for

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advancement and avenues for extracting even undeserved favours. In his turn the

leader can collect information-even confidential information-quickly. He can mobilise

loyal subordinates and get things done even without organisational support. The

superior has obligations too. He must help, protect and guide his subordinates.

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Public sector leadership in Southeast Asia

We live during an era in which the pace and scope of change are virtually

unprecedented. Individuals are under pressure to adapt to rapid changes in the

workplace, society, and in their personal lives. Here rapid growth has challenged the

capacity of people and organizations to adapt to a continuous stream of social, cultural

and economic changes. In context of transformation, learning has become the

keystone to bringing about change throughout society. This holds true for

people in their individual lives and also for organizations. In order for organizations to

adapt to the demands of this rapidly changing environment, they must also

demonstrate the capacity to learn. Thus, the notion of the "learning organization" has

become highly salient to leaders in a relatively short time.

Although the idea originated in the private sector, it has since spread into the public

sector as well. Leaders in large public sector organizations face the same challenge of

increasing the adaptability and responsiveness of their enterprises as

private sector executives. However, in the public sector, system leaders often work

with greater constraints, in terms of resources, traditions and policy structures. This is

even more the case in East Asia where cultural norms as well as large, highly rigid

organizational structures impede the development of public sector organizations.

A fundamental prerequisite to developing the capacity for change in individuals,

institutions, or societies is a healthy sense of community. Without a sense of

community spirit, individuals may lack the courage to attempt to change or the

support needed to make their way through the sometimes difficult change process.

Though many changes we deal with in organizations require the development of new

knowledge and skills, it is spirit that is at the heart of any change process. The

emerging era will require East Asian leaders to find ways of achieving results while

maintaining a cohesive community, a significant challenge.

This challenge is further complicated by the fact that although the public sector in East

Asian is less as intrusive, it is equally if not more rigid and highly centralized. This is

a carryover from the past when centralized decision making by a small, highly

educated elite was more appropriate to the needs of the society. However, today, as

business has found, bureaucracies lack the necessary responsiveness to meet rapidly

changing demands.

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The culture of a public sector organization is not easily susceptible to change,

particularly in the short term. The tools available to system leaders in changing

organizational cultures are also limited.

Public sector leaders often operate with inadequate resources, face ongoing political

interference and work toward goals that shift rapidly and that are beyond their own

control. Staffing, from selection and evaluation to work rules, is often characterized

by rigidities and traditions that impede innovation. They may also lack the direct

authority of private sector executives. Under these conditions, public sector leaders

have traditionally relied upon a tortuous, lengthy and uncertain process of policy

mandates and directives to achieve incremental change.

The changing environment of organizations today renders this strategy increasingly

less effective. Rapid shifts in government policy, increasing demands for worker

input, higher levels of employee education, continuous technological innovation, and

rising expectations among consumers are reducing the efficacy of centralized control

strategies. The shortage of skilled labour in East Asia further complicates the situation

as high turnover makes it difficult to train workers for increasingly complex jobs.

While these trends apply to corporations, in the public sector, comparatively low

salaries and an eroding sense of respect for Civil Servants make it difficult to attract,

train and retain valuable workers. Together this presents a daunting challenge during

an era of rapid change.

The transformational nature of the context for organizational leadership requires a

change in focus for public sector leaders. They must focus on second order change

strategies - improving the system's capacity to improve - rather than on direct

administrative intervention in practice. Given the shifting nature of organizations, the

increasingly complex and urgent global market forces, and the virtual bombardment of

end users by vendors and consultants, organizations must keep getting faster and

smarter at identifying and integrating improvements into their everyday life.

Improving this improvement capability should be a key element in every

organization's improvement strategy.

The notion of second order change - capacity development - is fully consistent with

the concept of learning organizations. Leaders can stimulate, foster, shape, and

support the development of public sector enterprises as learning organizations:

Modeling;

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Articulating Goals And Purposes;

Fostering Networks;

Developing People;

Managing Information.

Modeling

Modeling is a key facet of leadership. In a sense, the system leader becomes the

head learner of a learning organization. Several elements must be in place to support

individual and collective learning:

o motivation to learn;

o exposure to new concepts, models and practices;

o a teacher and/or coach;

o time to practice new skills under the guidance of a coach;

o appropriate equipment and tools;

o a place to learn;

o a social climate/environment that supports risk taking;

o encouragement and support during the learning process;

o feedback on efforts to implement new learning.

Articulating goals and purposes

Goals focus the attention of staff on selected purposes or areas of activity. Clear goals

are mentioned frequently as a hallmark of effective organizations. There is little doubt

today that consensus among key constituencies over values; purposes and goals

represent a desirable organizational characteristic. Yet, what is the role of system-

level leaders in formulating and articulating goals and purposes? McLaughlin has

noted: "You can't mandate what matters to people, but what you do mandate does

matter." Society, community, and family all try to maintain stability and to prevent, or

at least to slow, change. But the modern organization must be organized for

innovation - for "creative destruction." It is the nature of organizations that they

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accumulate goals, policies, and rules faster than they shed them. While most leaders

are familiar with processes for setting organizational goals and policies, they have few

such processes to deal with their elimination. In order for unit leaders to focus on their

goals, system leaders must systematically provide support for deciding what they will

not do.

Fostering Networks

Even information technology and networking represent important vehicles for

stimulating the development of learning communities. Public sector organizations

become units within networks, not based solely upon arbitrary institutional affiliation,

but upon perceived needs and common interests. This notion of networks shifts our

traditional notion of the learning organization to a much broader context.

Developing People

Change at the individual level depends largely upon the capacity to learn new skills,

develop new attitudes, and/or come to new understandings. This is a lifelong process

that goes well beyond selection, orientation or employment certification. A persistent

problem facing public sector organizations entails how to foster staff learning

throughout their careers. There are several ways in which the system level can foster a

culture for lifelong learning. First, it is important that staff come to view continuous

learning as part of the professional role. Surprisingly, within the public sector, lifelong

learning has been conspicuous by its absence as a professional norm. Even in nations

with highly-developed systems of certification such as the USA, professional

development has generally been viewed as an option based upon individual choice.

When the choice of whether to engage in professional development is left to the

individual, some will simply neglect it. Others will desire the opportunity to develop,

but they may lack the necessary fiscal and human resources and support.

The process of change requires both pressure and support. The clear articulation of

System expectations for growth is not incompatible with the culture of a learning

community. Thus, policies that hold organizational units and staff accountable for

continuous development are appropriate, even in decentralized systems.

At the same time, the choices of how to develop and in what domains are best left to

organizational units and individual staff. For example, part of an annual planning

process ought to determine the areas in which the staff will engage in learning

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collaboratively. Another policy dimension might focus on the learning goals and

activities of individual staff members

Managing information

One of the revolutionary changes today concerns the availability and use of

information globally. As suggested above, there has been an explosive growth in the

amount of information available today. The combination of technology and

information is transforming the management and operations of business organizations

throughout the world:" Public sector organizations are, unfortunately, lagging behind

business both in terms of access and use of this information. The skilful use of

relevant information will become a characteristic of successful organizations in the

future.

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Prominent organizational leaders of India and Charismatic leadership

in India

Mr. NARAYAN MURTHY (Co-Founder Infosys Technologies Pvt.Ltd)

Mr.Murthy will remembered for showing sceptical Indians that serious wealth could

be created legitimately and ethically and in a single generation .An iconic figure,

Murthy has greatly inspired a whole generation of Indian entrepreneurs from humble

backrounds.He is highly respected for creating a model of corporate structure, which

was transparent and laid emphasis on good governance. Murthy describes himself as

―compassionate capitalist‖ and INFOSY‘S ESOP plan was born from that belief. In

time, Infosys created 2000plus dollar millionaires.

For Murthy. ―the best use of all wealth,financial,intellectual , or emotional , is to

share it with less fortunate‖. In 1996, the company promated Infosys foundation,

which helps the underprivileged in improving health care, social rehabilitation,

education, art, and culture.

Leadership style at INFOSYS.

Central to the authentic approach to leadership is their commitment to values. In the

earliest days of Infosys, its founders were committed to honesty and integrity despite a

business climate in India that was used to graft and corruption. Similarly, the founders

envisioned Infosys leaders codified our values into a mnemonic that helps everyone

remember the various facets: C- LIFE, which stands for Customer Delight, Leadership

by Example, Integrity and Transparency, Fairness and Pursuit of Excellence.

Strategic leadership Unique positioning , differentiation

Change , Adversity and Transition

Leadership

Anticipating and leading through

resistance, managing crises and

integrating new lines of businesses

Operational Leadership Flawless execution

Talent leadership Individual and team performance

Relational and networking leadership Social capital asset management

Content Leadership Triumphing as a thought leader

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Mr.AZIM H. PREMJI(Chairman of WIPRO)

A STRATEGIC LEADER

It has been proposed that some people are strategic leaders who embody both the

stability of managers and the visionary abilities of leaders.

Azim Hashim Premji (born 24 July 1945) is an Indian business tycoon and

philanthropist who is the chairman of Wipro Limited, guiding the company through

four decades of diversification and growth to emerge as one of the Indian leaders in

the software industry. According to Forbes, he is currently the third wealthiest Indian,

and the 41st richest in the world, with a personal wealth of $15.9 billion in 2012. In

2000, he was voted among the 20 most powerful men in the world by Asiaweek. He

has twice been listed among the 100 most influential people by TIME Magazine, once

in 2004 and more recently in 2011.[6]

Premji owns 79 percent of Wipro and also owns

a private equity fund, Premji Invest, which manages his $1 billion personal portfolio.

Azim Premji Foundation and university

In 2001, he founded Azim Premji Foundation, a non-profit organisation, with a vision

to significantly contribute to achieving quality universal education that facilitates a

just, equitable, humane and sustainable society. The Foundation works in the area of

elementary education to pilot and develop 'proofs of concept' that have a potential for

systemic change in India's 1.3 million government-run schools. A specific focus is on

working in rural areas where the majority of these schools exist. This choice to work

with elementary education (Class I to VIII) in rural government-run is a response to

evidence of educational attainment in India.

The Azim Premji University was established under an act of the Karnataka Legislative

Assembly to run programmes to develop education and development professionals,

offer alternative models for educational change and also invest in educational research

to continuously stretch the boundaries of educational thinking.

WIPRO was awarded the ― Ethics in Good Business ― award for the year 2002 , by

Punjab , Haryana and Delhi school of commerce and Industry(PHDCCI),recognizing

Wipro‘s ethics and value based performance. Wipro has compiled an ―integrity

manual‖ that defines the way Wiproites should deal with customers. Wipro has also

introduced a helpline known as ―Wipro SOS‖. This helpline comprises senior

members of the company, including chairmen Azim Premji, who are available for

guidance on any moral, legal, or ethical issues that a Wiproite may face.‖

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The secret mantras for his success stories are:

Wipro‘s company Values

Human Values: We respect the unique needs of customers and employees. We

are sensitive to their differing needs in our interaction with them.

Integrity: we deliver that we commit. With honesty, fairness, reliability, and

uprightness in whatever we do.

Innovative solutions: We consistently offer novel and superior solutions to

satisfy the needs of the customer.

Value for money: Delivering higher value to the customer through continuous

improvement in quality , cost , and seed in simplified processes.

Once when he was asked about his secret about his, Azim H. Premji said that it was

his obsession for excellence. The media-shy global leader has always kept a low

profile and let his work speak instead. He is among the richest individual in the world

but prefers to fly economy class and stay at budget hotels. According to him,

―challenges are a part of life, you win some, you lose some.‖ He says, ―You must

enjoy winning, but do not let it go to your head. The moment you do, you are already

on your way to failure. If you do encounter failure, treat it as an equally natural

phenomenon. The important thing is , when you lose, do not lose the lesson.‖

Charismatic leadership in India

Charismatic Leaders:

Charismatic Leadership - a leader‘s use of personal abilities & talents in order to

have profound & extraordinary effects on followers

Charisma - means gift in Greek

• Charismatic leaders use referent power

• Potential for high achievement and

performance

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Late Mahatma Gandhi: A karma yogi par Excellence

Gandhi was called Mahatma ( a spiritual elevated soul or great soul), because he

always stood for the truth , ahimsa(non-violence),compassion , and service. ―To serve

humanity is the service of God‖ was the principle of his life. He was a social savior of

the oppressed. With no aspiration for any recognition or reward , he had his limited

desires and needs to the bare minimum.What he did he did with the right intention,

right spirit, and conviction, and he worked for the benefit or others irrespective of

caste , creed, or religion. Notwithstanding the power he wielded over the Congress

Party and the masses, he never aspired for or accepted any kind of office. He

exemplifies nishkama yoga , or selfless action.

Gandhi influenced important leaders and political movements. Leaders of the civil

rights movement in the United States, including Martin Luther King andJames

Lawson, drew from the writings of Gandhi in the development of their own theories

about non-violence. King said "Christ gave us the goals and Mahatma Gandhi the

tactics."Anti-apartheid activist and former President of South Africa, Nelson Mandela,

was inspired by Gandhi.Others include Khan Abdul Ghaffar Khan, Steve Biko,

and Aung San Suu Kyi.

In his early years, the former President of South Africa Nelson Mandela was a

follower of the non-violent resistance philosophy of Gandhi.[199]

Bhana and Vahed

commented on these events as "Gandhi inspired succeeding generations of South

African activists seeking to end White rule. This legacy connects him to Nelson

Mandela...in a sense Mandela completed what Gandhi started."

Gandhi's life and teachings inspired many who specifically referred to Gandhi as their

mentor or who dedicated their lives to spreading Gandhi's ideas. Albert

Einstein exchanged written letters with Gandhi, and called him "a role model for the

generations to come" in a later writing about him. Einstein said of Gandhi:

Mahatma Gandhi's life achievement stands unique in political history. He has invented

a completely new and humane means for the liberation war of an oppressed country,

and practised it with greatest energy and devotion. The moral influence he had on the

consciously thinking human being of the entire civilized world will probably be much

more lasting than it seems in our time with its overestimation of brutal violent forces.

Because lasting will only be the work of such statesmen who wake up and strengthen

the moral power of their people through their example and educational works. We

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may all be happy and grateful that destiny gifted us with such an enlightened

contemporary, a role model for the generations to come.

Mr. S Sreedharan(Metroman)

In the modern times. Sreeddharan, managing director of Delhi Metro rail Corporation

(DMRC), is a highly respected and admired Karma Yogi. An unassuming

septuagenarian and an extraordinary bureaucrat, he believes in certain values and has

sustained them throughout his life against numerous odds. He is a religious man who

thanks God for giving him success but religion to him does not mean going to

temples.It is rather leading a virtuous life and serving the country without any desire

for reward.He enjoys his job as work for him is not simply his duty but his dharma.A

stickler for punctuality.He is a true role model today of simple living and high

thinking.

Because power is an ability , individuals can learn to use it effectively. The most

effective power bases-referent and expert – are ones that must be developed and

strengthened through interpersonal relationships with employees.

Delays , cost overruns, and red tape have plagued big projects in India for decades, but

Elattuvalapi Sreedharan , Delhi Metro Rail Corporation Chief , demonstrated how the

high expert power of the leader of an organisation combined with vision and honesty

can make possible the seemingly impossible tasks.He strongly believed that his

country deserved only the best and that he could give Delhi the world -class

transportation system , thereby changing the Urban Transport in India.With his

professional competence and utmost dedication to work , that is exactly what he has

achieved and at the most economic cost as well.His clockwork efficiency and

leadership ability to meet deadlines even with such a vast and challenging project of

utmost national importance has amazed the country.His unparalleled reputation as a

technocrat of completing the Konkan Railway project within the budget has and ahead

of schedule,access to officials and even the Prime Minister has, and a mandate to ump

obstacles himself rather than wait for civic authorities have inspired his team and

enabled him to get results.it is his willpower and dedication to work that seperates him

from an ordinary leader, and he is not a workaholic. He simply likes his job for

because for him, his job for DMRC is not only his duty but hid dharma.

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Late Jehangir Ratanji Dadabhoy Tata (JRD)

When talking about India‘s greatest leaders, one name just cannot be skipped—J.R.D.

TATA. For decades the sole Indian businessman, global leaders had ever heard of,

was Tata.

It‘s different today—the Sunday Times, Forbes and even the hallowed Harvard

Business Review now carries articles written by Indian mgt. gurus on Indian case

studies. But for years the world passed India by. Only J.R.D. Tata made an impact.

When J.R.D. became chairman of Tatas in 1938, British firms dominated the

environment, but the House of Tata towered above all others. It had 14 companies

with sales of Rs. 280 crores.

The year he died, 1993, it was still India‘s biggest business house. Sales had

mushroomed to Rs. 15000 crores and there were over 50 large manufacturing

companies besides innumerable holdings and concerns. He was a distinguished and

respected industrialist who was also awarded the ―BHARAT RATNA‖, remarkable

achievement.

What sort of value system made the great man achieve his greatness?

Following is an analysis of some of the virtues & vices, which J. R. D. displayed

through the course of his eventful life:

Virtues:

J.R.D. was………

•Approachable: - J.R.D. had no problems making friends easily. He had one of the

most comfortable personalities that was probably his benchmark of becoming a

successful individual.

•Diplomatic: - One of the most difficult talents is to say ‗no‘ in a nice manner. But

Diplomacy was never a problem for J.R.D. Even when he was angry at Nehru for

going against industrialists, he was never rude but made his point diplomatically and

walked away friends.

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•Realistic: - J.R.D. never plunged into unviable projects, howsoever exciting they

might be. He briefly flirted with the idea of making bombers with ―Tata Aircraft‖—

but despite his love for flying, he shot down the project himself when it became clear

that there was no money to be made.

•Charismatic: - When J.R.D. was elected chairman of the group, there was no question

about the selection. There was no one else who could have been chosen by the board.

J.R.D. by then was a hero. The daring pilot, the shrewd businessman. He was already

outstanding.

•Courageous: - J.R.D. had always supported Nehru‘s views on socialism. Something

that the board of Tata sons did not agree with. But J.R.D. refused to sign the manifesto

against socialism. It must have required considerable courage for a 30- something to

stand up for views, which differed so widely from those of the old guard.

•Compassionate: - People talk of Russi Mody but he manipulated people. J.R.D.

genuinely felt for workers. His approach to labor was that of Fabian socialism. After

J.R.D.‘s entry, the management of Tisco changed its policy of confrontation. The

trade union became not only acceptable but also an

association which was vital to the interests of the workers.

•Supportive towards innovation: - Apart from his supportive attitude towards Tisco‘s

lab technicians, perhaps Tata chemicals provides the best demonstration of J.R.D.‘s

willingness to support innovation in his business and among his managers.

•Aware of a sense of responsibility: - There were opportunities for J.R.D. where he

was tempted to joined politics. But he rationalized to himself by concluding that he

could do more for the country in business and industry than in politics. He says, ―I had

no doubt that freedom was on its way. But who knows, I might one day have an

opportunity to serve in more useful ways than by going to jail today!‖

•Committed to values: - J.R.D. never believed in paying under the table for getting a

license approved. He never believed in exploiting the workers, society and earning

more profits. It was believed that wealth and respect are disjoint. J.R.D. was

considered to be an exception to this rule.

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•A visionary: - J.R.D. was the only director on the board of the Tata group who

supported Ratan Tata‘s plan to enter high investment – high risk industries like oil

manufacturing & computers. He believed, that being that stalwart business house of

India, such investments were a responsibility.

Vices:

J.R.D. was:

•Conservative: - J.R.D. always preferred the more conservative approach. His

conservativeness left Tisco unprepared for the outbreak of the second world war and

the license-permit raj of free India.

•Aloof: - Unlike G.D. Birla, J.R.D. had kept aloof from the congress leadership. For a

group that depends as much as the Tatas did on government patronage, this was a

major lacuna.

•Bad tempered: - Instead of trying to patch up the differences, J.R.D. withdrew into

himself. He rejected Nehru‘s invitations to the UN session in Paris, and the invitation

to lead Indian Rare Earths, one of the first PSU‘s. J.R.D. forgot the Public Relations

implications of these prestigious invitations and the signals his refusal emitted.

After going through the above virtues and vices of India‘s greatest industrialist, we

learn a lot about what it takes to be successful in business, career, and in life.

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