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11 Silver Prayaas
Leadership is one of the most
observed and least understood
Buy cheap participative management term paper
phenomenon on earth. Burns (178)
remarks. The problem arises not only
in understanding the operation of the
theory but even in its definition
Leadership is a complex and
multifaceted phenomenon to which
organizational and psychological
research has been applied.
A macro-level comparison of
business organizations in India vis-a
vis those of successful countries like
Japan, America, Germany, France
and Korea provide certain interesting
information. Physical and human
resource-wise comparison indicates
that there may not be yawning gaps
between Indian organizations and
the organization of the countries cited
above. While these countries have
developed management styles in
consonance with their cultural ethos,
Leadership in organizations
An Indian perspective
S W DESHPANDE
A number of theories and models have been proposed of leadership in organisations by
western theorists. These theories have worked well in those countries since they have been
developed keeping in view, the cultural context. These models may be good there but they
prove to be some what inadequate in the Indian cultural context. Indian organisations
cannot forget that their leadership models come from their socio culture. Indian cultural
is so accommodative that it welcomes noble thought coming from all over the world. The
author has developed a leadership model which would befit Indian organisations. The
model "EAST MEETS WEST' could satisfy the needs of the Indian corporate world.
Indian management experts had no
choice but to depend on western
perspectives because of the absence
of a local database and theoretical
framework.
Leadership theory began as a one
dimensional, internal and
individualistic process in which only
a leader 's personality traits or
behaviors were considered.
Situational elements, external to the
leader-member dyad were
subsequently added to the leadership
equations as well as an
acknowledgement of group
processes. An important new growth
stage was reached in the contingency
era as leadership theory evolved from
unidimensional to the
multidimensional arena. Here the
interaction of the leader,
subordinates and the situation all
became important in explaining
leadership. Leadership theory was
further advanced when the focus
changed from leadership being
primarily a top-down process to
much more of a bottom-up process.
Situational and non- leadership
factors were considered again but
this time from an integrative
perspective. The culture era built on
the situational factors, which
extended the scope of leadership
from group interactions to the
interactions of the entire
organization, affected by the persons
involved, their situations and their
influences on each other. King (10)
has summarized the major leadership
eras and periods, which are
presented in Table 1.
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March 00 11
Table 1 Evolutionary Stages of Leadership Theory
Personality Era Transactional Era
- Great Man Period - Exchange period
- Trait Period - Role Development Period
Influence Era Anti-Leadership Era
- Power Relation Period - Ambiguity Period
- Persuasion Period - Substitute Period
Behavior Era Culture Era
-Early Behavior Period - Transformation Era
-Late Behavior Period - Charisma Period
-Operant Period - Self- fulfilling
Contingency Era
In India the studies on leadership
began in the mid 50s. There are two
definite trends in the studies, the first
one are the studies done by Indian
researchers following the western
models, ignoring the Indian cultural
characteristics and the second are the
studies conducted by the American
organizational behavioral scientists
visiting management institutes in
India in the 60s and opined on the
basis of a limited data. Both the types
of studies have their limitations in the
sense that they have presented a lopsided
view of leadership of the Indian
organizations.
In the first type, we may include the
study by Ganguly (177) who has
surveyed a large number of
managers from a variety of
organizations and concluded that
that there was an interactive effect of
the leadership styles and the
organizational climate. Leaders
tended to use the benevolent
autocratic style but shifted to the
consultative style in organizations,
which have a participative work
climate. Prior to this, Pendse (165)
had done his doctoral work on
consultative style of leadership and
suggested that this worked very
effectively with the rural folk. The
second type of studies projected
authoritarian features on Indians.
Mead has opined that Indian
subordinates need authoritarian
leaders. Empirical studies (Hofstede,
176, 188) comparing values
across a number of countries have
clearly indicated the existing cultural
differences. Hofstede observed that
Americans score high on recognition
and achievement and low on
conformity, whereas Asians scored
high on conformity and orderliness
but low on independence Sinha
(17) has questioned the validity of
the assumption that Indians are
authoritarian in the sense defined by
Adorno et al (150). One of the
typical Indian cultural characteristics
is tolerance, which does not go with
the authoritarian personality.
Leadership styles and the
management processes in India
unfortunately appear to be a queer
cocktail without any unique and
distinctive focus of its own. Right from
the start, from the post independence
phase of development, not adequate
and serious grass-root efforts were
made to evolve leadership styles and
management processes that are true
to Indian ethos and culture and this
ethos itself has not sufficiently been
understood in its real spirit. The
educated Indians appear to be
Indianising management,
considering the Indian culture to be
feudalistic and backward. There are
many cultural values shared by both
Japan and India for example, respect
for the head of the family,
hierarchical relationship, seniority
and age. However, in India it is these
very features, which are made the
principal target of attack by the
Indian elite.
In the "80s two indigenous theories
of leadership came into prominence.
The first one is by J.B.P. Sinha who
advocated the Nurturant Task (NT)
style of leadership. This theory follows
a contingency approach in the sense
that the Nurturant - Task leader is
postulated to be effective only for
those subordinates who prefer
dependency and a personalized
relationship, are status conscious and
perform work as a part of a
relationship. Although, majority of
Indian subordinates do share these
cultural characteristics, there may be
enough subordinates who are
independent-minded, prefer
autonomy and want to work without
close supervision. Such subordinates
work more effectively under a
participative leader. In fact, the theory
postulates a broad developmental
continuum from the authoritarian
through NT to participative
leadership styles. This model of
leadership is presented in Figure 1.
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114 Silver Prayaas
The Indigenous Theories
• The Nurturant Task (TN) Style of Leadership (J.
B. P. Sinha)
A Model of Effective Leadership
F NT Nt/p P
Autonomous Group
S S1 S S
t t1 t t ti
(Notes F authoritarian; nt/p combination of nurturant task; P participative
leaders; S subordinates; t time point; solid lines positive relationship;
broken line negative relationship; arrow direction of relations.)
Figure 1. A model of effective leadership (J.B.P.Sinha, 18)
S1 is the Telling Style, S is the Selling
Style, S is the Participative Style and
S4 is the Delegating Style. Hersey
and Blanchard proposed these four
leadership styles in their Life Cycle
theory of leadership (16). t1, t
and t denote the periods in the life
span referring to the maturity levels
of the subordinates.
The next is The Pioneering-Innovative
(PI) style of leadership (Khandwala,
18). The NT style of leadership
proposed by Sinha is more
appropriate for the middle level
managers whose main function is to
manage human relations.
Khandwalla has contended that a
leader has to be pioneering and
innovative. The PI style is
characterized by commitment to
pioneering, novel and sophisticated
technologies, products and services,
high risk taking and strong emphasis
on creativity and adaptability.
Following liberalization of economics
of the developing countries in Asia,
the PI style is likely to receive greater
attention.
Despite Khandwalla's claim, the Pi
leadership does not seem to include
the typical Indian ethos of affection,
nurturance, care, consideration,
preference for dependency and
personalized relationship,
hierarchical orientation. The cultural
ethos is reflected in the Singh and
Bhandarkar's (10) formulation of
transformational leadership. They
have tried to find the roots of Indian
leadership in the Indian family.
A close examination of the
functioning of business organizations
in India indicates that not only do we
import leadership styles and
management systems, but even
compare this error by changing them
in faddist fashion. Such an approach
invariably leads to cynical reactions
like branding leadership styles of
management systems as new
gimmicks emerging from academic
ivory towers. Moreover many
companies feel nonplussed by the
surefire management success
formulae from Harvard, Oxford or
Tokyo. Rather than blindly adopting
the leadership styles and the
management systems, we would be
better off if we were to make the
change at the root itself � evolve
culturally consistent and relevant
leadership styles.
Indian culture, being probably the
only unbroken culture in the world,
has both kinds of processes Those
that can help change and those that
hinder change (development). A
better understanding of these
processes may help us to use them
for planning.
Positive forces in the Indian culture
include high extension motivation
(concern for others), as reflected in
the patriotic traditions, and respect
for others as reflected in the
welcoming different ideas, people
openness; synthesis, respect for
knowledge etc.
The following processes in Indian
culture are shown in Table
Table Processes in the Indian
Culture
1. Dependency motive,
generating -
a) Avoidance syndrome (not
taking initiative, not
taking responsibility,
exaggerating obstacles)
b) Excessive fear of failure
and risk avoidance
c) Over conformism
d) Favor seeking
. Casteism, generating -
a) Difficulty to relate to peer
level
b) Dependency relationship
as contrasted with
interdependence
c) Role fixation
d) Self rejection resulting
because of role fixation
. Fatalism, generating -
a) Cynicism (Nothing good
The Indigenous Theories
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March 00 115
can come out)
b) Lack of self critical self
examination (Low
personal block)
4. Non-involvement and
noncommitment -(feeling of joy
after success and feeling of
sadness after failure)
a) Non-conforming
behavior
b) Excessive tolerance
5. Individualism, generating -
a) Lack of interpersonal trust
b) Difficulties
in collaboration
6. Irreality orientation, generating
�(may be due to Upanishadic
teaching that everything is
MAYA - unveil)
a) Symbol infatuation
b) Fantasy directedness
c) Difficulty in anticipating
problems and values
Singh and Bhandarkar (10)
have listed some components
of Indian culture. They are
presented in Table .
Table Components of Indian
Culture
 Karta
 Relationships
 Respect for elders
 Proximity to Power
 Hierarchy
 Security
 Simple Living and High
Thinking
 Psychology of Entitlement and
over � emphasis on Reward
The first component is the institution
of KARTA. The immense authority and
power characterize the Karta or the
head of the house. Besides, since the
Hindu family is largely a patriarchal
institution, the father is the most
omnipotent in the family. The "Karta'
experience is amongst the earliest
and strongest socialization
experiences of the Indian child. It is
nurturing, caring, dependable,
sacrificing, yet demanding
authoritative and strict dimension of
the father (or figure head of the
house) which the individual learns to
value for in life. By behavior and style,
the Karta normally evokes a feeling
of security, trust and dependability.
As a result of this cumulative
experience, a father is what the
individual looks for symbolically in
the workplace, for empowering and
protection. In return the individual
develops respect and reverence for
his superior and demonstrates
willingness to respect his authority.
When the individual joins work with
his set of expectations, he can be
faced with two kinds of situations. He
either has a superior who, by and
large, meets his demands or he finds
that the superior is very low on "Karta
� like' traits, there is meaningful and
purposeful superior � subordinate
relationship. The superior also finds
that he can easily build a cohesive
team, with the subordinates having
respect for his authority. On the other
hand, when the superior fails to
satisfy the "Karta image" expectations
, these very positive behaviors may
easily turn negative. In the extreme
case, there will be non-acceptance
for the superior's formal authority.
Relationship is the next important
component of the Indian culture. This
is the result of the extended
childhood, which characterizes the
Indian family system, compared to
the shorter childhood, which children
experience in the western system of
child rearing. The individual comes
to the work place and brings with him
a strong need to relate with others.
When organizational culture is not
Dr. S.W. Deshpande has
done his post graduation in
arts and is a consultant,
Trainer and Teacher. He was
the Head of Dept. of
Psychology in the University
of Pune from 15 July to
17. He was also the
Programme Director of
Sinhgad Institute of Business
Administration Pune. He has
presented various papers on
management in National
and International journals
and has attended
International Conferences
in management in Dublin,
Sharjah and Dubai. He was
the King Edward Memorial
Scholar from 15 to 161.
He was also the President of
the Marathi Manasshastra
Parishad and the Chairman
of the Board of Studies in
Psychology and Member of
the Academic Council of
SNDT University, Mumbai.
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116 Silver Prayaas
depersonalized , relatedness releases
positive energies like empathy,
intimacy, togetherness, we-feeling
etc. When the organization culture
is characterized by impersonality,
formal role-relationship, individual
experiences a sense of deprivation
of intimacy. Work wise, there is poor
team spirit leading to poor
performance, especially where
people with different group
orientations have to work together as
a team.
Proximity to power The ethos of the
joint family system with its heavy
accent on Karta experiences,
generates a unique psychological
response in the individual. The
experienced powerlessness ( to act
independently) and dependency in
childhood and adolescence result in
placing a high value on the power
as well as need to choose this power
source.
In the workplace the person has
similar expectation from the superior
who is looked up as a powerful
person. There can be too many
expectations, and excessive
dependence upon the authority
figure. At the work level, this would
mean that there is no independent
decision making, thus killing
individual capacity to take risk and
initiative to be innovative and
creative.
Blake and Mouton (15), borrowing
two dimensions form classical
American studies, developed a
Managerial grid. The two dimensions
were concern for task and concern
for people. They highlighted five
leadership styles in the managerial
grid, which is presented in Fig. .
Fig Managerial Grid
THE GRID
(Blake & Mouton)
,1 1,1
,5 ,5
5, 5, High
1 4 5 6 7 8
Low Concern for production High
1,
Thoughtful attention to needs
for satisfying relationships
leads to a comfortable,
friendly organisation
atmosphere & work tempo.
,
Work accomplishment is
from committed people.
Interdependence through a
"common stake" in
organisation purpose leads to
relationships of trust &
respect.
Exertion of minimum effort
to get work done is
appropriate to sustain
organisation membership.
Efficiency in operations
results from arranging
conditions of work in such a
way that human elements
interfere to a minimum
degree. 1
Low
8
Concern for people
6
5
4
5,5
Adequate organisation performance is
possible through balancing the necessity to
get out work with maintaining morale of
people at a satisfactory level.
7
The present investigator is attracted
to the managerial grid.
In order to evolve culturally consistent
(not accept) them. If these noble
thoughts were culturally relevant, we
would surely assimilate them.
If we see the components of Indian
culture, an individual at the
workplace expects a boss who is
powerful but at the same time
sympathetic, caring and also
providing security to the employee.
He should be like
As strong and hard as the sword but
as delicate and soft as a flower. A
East Meets West
(DESHPANDE, 17)
.1 .1 1.1 1.1
.5 .5 5.5 5.5
. . 5. 5. 1. 1.
Concern for productivity
Concern for people
CONSULTATIVE
TYPE
BENEVOLENT
AUTOCRAT
Benevolent Autocrat
Indicators
•Decisive / shows initiative
•Finisher / committed
•Evaluative of quality, quantity,
time
•Costs, profits & sales-conscious
•Both develops & proposes new
ideas
•Shows that efficiency &
productivity are valued
•Industrious / energetic
•Obtains results
and relevant leadership styles, one
has to carefully consider the
components of Indian culture. It is
also necessary to see that there are
culturally relevant models of
leadership prevailing in the western
countries, which proved the test of
time. Our teaching of Upanishadas
have widened our horizon to
welcome whatever good is there in
any part of the world
Let all the noble thoughts come from
all over the world, we would welcome
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March 00 117
who become mature, responsible
and also committed to the
organization. For such employees
5. style � CONSUlTATIVE TYPE
would be more relevant (Figure.).
There is a difference between this
style and American participative style.
In the latter, the decisions are arrived
at through discussions wherein each
member participates. Every member
has a role to play in the decisionmaking.
In the consultative style, the
boss, leader, or the powerful person
discusses with the other individuals
in the group, consults them but he is
the decision maker. This style is
recommended for the higher level
subordinates. As the Indian teaching
goes
REFERENCES
1) King, A.S. (10) Evolution of Leadership Theory Vikalja Vol 15(), 4-54
) Singh, P and Bhandarkar, A (18) Transformational leaders- A Study of their leadership profile Public Enterprises
Vol , Nos. -4
) Pendse V.V. (165) Consultative Type of Leadership, Unpublished P. Hd. Thesis Submitted to University of Pune
4) Singh, P and Bhandarkar (18) From Cultural Ethos to organizational milieu, In Management in Govt published
by ISTD, New Delhi.
5) Sinha JBP (18) Indian Perspectives on Leadership and Power in organizations. In social behavior and personality
edited by Janale Pande Allahabad.
6) Burns, J M (178) Leadership, New York Harper and Row
7) Blake, R. R. Morton J.S. (166) The Managerial Grid " Management Facades" Advance Management Journal
8) Chemers, M.N. (000) Leadership research and theory A functional integration group dynamics, Theory Research
and practice Vol 4, No 1, 7-4
) Humphreys , J.H. (001) Transformational and Transactional Leader Behavior Journal of management Research
Vol 1 No 148-156
10) Dhar, V Mishra, P (001) Leadership effectiveness Journal of Management Research Vol 1 No 4 55-66
11) Adorno, T.W. Frenkel-Brunswik, Else, Levinson, D.J. & Sanford, R.N. (150) The Authoritarian personality, New
York, Harper
Leadership is action, not position
- D. H. Mc Gannon
combination of these two we shall
find in our boss. A .5 style in the
managerial grid would be relevant
one. This is a BENEVOLENT
AUTOCRAT. The characteristic of a
benevolent autocrat are given in
Figure. below.
The father figure (KARTA) is
transferred to the workplace. The
employee derives satisfaction in such
an organizational setup where the
boss is strict but soft and considerate
when the occasion demands. This
leadership style is applicable to the
lower level subordinates who are
dependency prone, doing almost
routine type of work.
As the employees become
experienced there could be some
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From the age of 16 the father should
treat his son as his friend. At the
workplace also task orientation is not
the prime concern of this style. The
employees are responsible mature
and dedicated. Self-esteem should
be well protected by the boss, butthe
task orientation should not be
totally ignored.
The present author puts forth a
continuum of the maturity of the
subordinates and recommends the
benevolent autocrat style at the lower
and the consultative style at the upper
level of the maturity continuum.
These are the culturally consistent
and relevant leadership styles for
Indian organizations.
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