Leadership Dimension as published in crosssentence.com

1. LeadershipDimensions-Perspectives (by SureshIyer, CEO TenoraInternational)
Researchbent of mind, observations across the globe
When leadership skills and characteristics are compared in the private and public-
sector companies, globally the scenarios could be different than that in India. A
hundred years back the difference may have been high as the public sectors was
dependable and ethical. Through the years with a lot of insights into work
processes, methods, controls and help from other sectors like engineering, IT,
social science etc. there has been a great change in the ways companies are
managed. Increased knowledgeof metrics and its useacross companies for
measuring performances meantthat those companies adopting novel methods,
process and operational controls were able to do better compared to thosewho
did not upgradein any areas of corporateefforts. Slowly external factors led to
internal factors and major developments and changes in companies were pegged
to team leaders and department heads. As companies practiced management by
objectives, management by exception and various ideas as propounded by
consultants and research groups theresponsibility of results fell with the various
leaders within the company. Especially with teams and team leaderships.
The manufacturing sector in India has always lagged and depended on overseas
companies to lend, sell or tie-up for better and faster production efficiency. Along
with the need for technology came the technical training associated with it. These
came at a price and a need for morecompetent executives was felt. This process
was defined and had kept industries in the throes of sluggish growth and low
competition and few companies dominating. The small-scalesector relied on
manpower and traditional processes. Theproduction norms weredepended on
the human factor and pressures exerted by the management for better
productiveefficiencies were met with resistanceand unionism. The human
development aspect in companies wereaccepted or rejected more than by the
company by the union and thosewho could influence the labor in a major way. As
technology became a paramountaspect to change the fortuneof companies and
with unionismgiving way to more proactivework groups, companies felt the need
to change the nomenclature of Personneland Industrialrelations to Human
resources developmentand in the presentdays it is called Talent Acquisition,
Talent Management, etc. The need for training the human personnel in areas

2. other than technical and in the areas of HR itself was seen essential. With more
research in the areas of inter departmental skills etc. the leaders of teams had to
transformfroma more goal seeking and resultoriented person into a more
inclusive who could transfer teams into higher productive units and with
continuous training, evaluation, rewards or even to dis-engagement of services
ensurethe teams are lean, mean and keen.
Achieving goals and objectives in a company are directly the responsibility of the
team leader and the team. Mostcompanies or corporatedecide on their
corporateobjectives in advance. Before these objectives are translated into their
various departments and each department achieves the desired results with the
various performances objectives, procedures, controls and as per the organization
detailing, the role of the leader becomes very important. The leader as demands,
requests or orders the objective is to be achieved, the same is then achieved by
the subordinates depending on various factors. In casethesubordinates fail to
achieve the objectives becauseof the nonperformance, non-commitmentor by
shear lack of interest in the Jobs, the objectives of the companies are not
achieved. In that sensethe leader has a role to play. He mustdemonstrate
continuous motivation, controland inspire the followers to achieve results.
Training programs in companies ensures leaders get to team achievements and
the executives training makes the executives focus on activity and job completion
daily. In casethe team does not achieve objectives, the blame is then either
pegged at the leader or lies with the team. Where the team does not cooperate
or is not motivated or not paid enough to do jobs, chances are such teams will not
achieve objectives. Itis found that in some circumstances the charisma or the
characteristics of the leader becomes more important to achieve the objectives.
The leader could convincethe team members with all his/her leadership qualities
and high caliber and character to achieve objectives. Such inspirationalleaders or
motivational leaders are there in many companies, for such leaders, leadership
comes naturally, or it comes through continuous observation of previous leaders
or through training. As far as the executives are concerned, they are always
subjected to various types of motivation which we all have learnt and been
referred to in the management studies including theory X and theory Y.
Many companies in recent times haveunderstood the importance of ethical
management and employs leaders with impeccable qualities and experience.
Companies today do not risk employing leaders with week capabilities. They need
strong leaders who can shoulder the responsibility to take on regular task and
expand operations. Leaders and department heads of companies know the level

3. of motivation, satisfaction and why and how people work under them. They
understand this because they themselves may have been employees as
subordinates before. Also knowing the company's history and its style of
functioning enables such employees who become leaders to motivate the staff
below. The quantum of work usually comes as a positive or negative for achieving
objectives of the company. An ethical, moral and strong leader usually knows
how to motivate his team and gets work doneby allocating the right jobs to the
right people and would summon resources whenever required for tasks thatmay
be tough to handle. Such leaders may communicate excellently well with their
management /bosses to ensurework never suffers and are focused on job
completion all times. As companies expanded operations around the country and
globally the management had to decentralize operations, giving away more
power and decision-making authority to the centres far away from the
headquarters. This resulted in either the branch heads taking advantageof the
situation or being subservientto the management masters. Controlling large
number of branches required great management process, sub leaders, excellent
ITand engineering systems that supportthe management in the way they think,
behave and work. Managementmeetings and conclusions meant processes and
decisions for working better and delivering results as discussed, decided and
dependent on best resources provided. In allthis, communication was key. Not
only the right messageconveyed to concerned managers and staff was important,
also with the minimum words and maximum impact needed to be achieved.
The companies of today recruit employees from various strata of society and from
various economic levels of incomes. Companies have a very rigorous process of
recruitment. Despite this, the companies fail to address the emotional quotient of
the employees for various tasks thatneeds done. It is very important that
company understand that the work it assigns theemployees are of two types one
whereit is economically profitable the other one which is required to be done but
may not be profitable. In such cases discerning employees and the leaders will
always focus on activities which gives them profits, which directly impinges on the
profitability of the company. When companies do not achieve their objectives and
the desired profits the pressureis built on the teams and its leaders to find out
reasons as to why there has been a variancein profits achieved. in such cases of a
review of the work doneor a review of the activities of the team and its members
could come under severestrain. The employee may breakdown for reasons being-
not able to handle the pressureor the reprimand by the boss etc. Hence the
company typically train their managers to look into the ways and means to adopt

4. different measures that will help the company to achieve objectives through
dialogue before the projectstarts, continuous monitoring during the projectand
review on the projectis done keeping in mind the various aspects of how or not
the projectcould be completed. If companies believe a certain ethnic group or
language-based group of a country, state, region is fit for a type of job, more are
recruited in such teams. The reasons are many but dealing with emotional
quotient of the employees then becomes easy.
With the profitas motive, organizations of today want their teams to put the best
effort always. Companies engagetheir unit heads and empower them to
negotiate winning strategies, rewarding processes and incentivized schemes for
corporatesuccess. Soon the leadership qualities were transactionalor
transformationaletc. The transactional leadership believe in motivating the
employees with a reward or incentive in mind. Since employees put in a lot of
efforts, always looked forward to either recognition in the work done or to be
rewarded monetarily or both. The need then arosefor leaders to manage teams
with whom they could negotiate and assureresults to the management. Similarly,
the employees expected the leaders to deliver the promises that weremade
before carrying outtasks and assignments, oncethe work got done successfully.
The transformationalleaders motivate their teams by gaining their confidence
and motivating them to think big, play a responsiblerole and subtly making the
teams realize that they would be considered for higher responsibilities based on
their performances. For such effect to take place the companies mustrely on
competent, knowledge-able and skilled workforcewho will also need to rise to
the challenge. The transformationalleaders sometimes are better in giving a
stronger and better result to the organization which helps in the long run
compared to transactionalleaders who deliver some impact for and in a short
duration.
Even wherecompanies established branches worldwide, while respecting local
cultures ensured the corporateethos and culture wereas in the parent company.
The role of the Human Resources department became more important in getting
such profile personnelfor the various jobs.
In the past 100 years companies that have changed and grown successfully would
have had its output well accepted by the customers. Whilethe forces of
competition will make the company commit its resources for staying ahead. While
Laissez faire leadership and transactionalleadership has its own advantages the

5. one preferred by growing companies are the transformationalleadership style.
The top leaders in the company know it that the strength of the company lies in
the collective knowledge, skills, attitude and morale of the company. Junior
executive while promoted to the next level annually in an evaluated and reviewed
process will also get new strategies in place for its manufacturing activities apart
fromvarious other divisions in the company. If onehas seen the dependency of
humans in the controland working of machines, we will know by now the merits
of ITusageand how a company works on programs and ERPs. Top leaders in a
company could be either an empowered team or justa simple team. Where the
power, authority and responsibility are bestowed in the top management team it
is found that in caseof non- owner managed companies – the leaders exhibit a
reluctant mode of handing over power and authority to the junior levels. The
transformationalleadership pattern is less pronounced as compared to the
companies in MNCs and public sector including some in private sector where the
ownership of the company is bestowed on a team.
Companies that start, based on a new idea or concept with a single person who
envisions the company operations etc. typically stays ahead of competition.
Unless they don’t have the funds and resources to keep their business in
leadership position. Companies like and in the TATA, BIRLA, RELIANCEin India and
similar overseas arethose who had great visionaries in their founders. Such
companies that could retain leadership status had teams that very made effective
over several years of perfecting the artof staying ahead and keeping their
employees in effective and contributory engagement mode. These employees
were always seen as thosewho could deliver repeatedly year after year as they
had a vision and mission fixed by the company to follow.
As companies startand expand the one aspectthat is common to such successful
organizations is that a sortof truststarts to build between the top management
and the next in line of command and to the lowest level in the organization. While
the companies may face loss of employees to competitors, non-performanceetc.
they generally keep teams together through various means including team
events, training, individual motivation and a strong mode of communications.
When the top management in earlier days had to resortto communicating to the
lowest rung in the company the methods used were tardy and not seen as
effective, even at times there were delays. In the present scenario we witness
communication effectiveness to be at the highesteffectiveness and accuracy.
Various teams and personnelare involved in fine tuning the communication
effectiveness. As competition increases and the urge for scaling great heights

6. both by the company and by the individual employee the company is always keen
that the employee is happy and stays within the company.
As companies created better Human resources departments and granted more
powers to leaders to resolveissues at lower levels of the organization, the
changes were seen in the formof better results and growth. Depending on the
nature of industry and employee strength, skills, levels of compensation the types
of conflicts that arosealways was in the employee working conditions, targets to
be achieved, long hours of work and resources available for work. Companies that
empowered their team heads to resolvethe various issues wereseen to empower
members to do more and motivated them to take on responsibility with
assurances of recognition and promotions. A senseof pride that got installed in
the minds of employees stayed long in the minds of the employees and this was
motivating enough for employees to do more. Such transformationalleadership
methods are proving good in the management world today. Nevertheless, and as
is evident in many companies, conflicts in various companies areresolved through
negotiations and somecompanies resortto softer approaches and even bow
down to the wishes of the employees. In some ways thetransactional leadership
styles work in industries wherethe level, skills and knowledgeof the employees
are less compared to high tech companies. This is not to be seen in absoluteness
as the companies surveyed werefound to haveboth types of leadership styles
working in their organizations. In oneof the companies surveyed, therole of the
union was evident, and the management seemed to respectand consider their
viewpoints in resolving issues. The extent of compromise of bowing to the
demands is not part of the survey butwe could see the pressures of making the
companies more productiveand efficient- The management (part of the
governmentteam) wants to privatizeand the union wants to keep the status quo.
If a company has to be ahead in the racethen the entire team of its executives
must demonstrateteamwork and high calibre output based on set objectives. The
teams and members must display high emotional intelligence, self-dependency
on job completion and with minimum supervision. Theleadership styles in such
organizations could be of a dynamic and enduring kind. When such teams are
defined as self-motivated and self-driven to achieve results and attributed to
great leadership skills within the management and teams, the effectiveness of the
organization increases. Very few companies exhibit such teamwork though all
companies have these attributes in some measures.

7. Itis seen in several instances that selections have created nice organizations, of
coursethere's the notion that Management is outlined becausethe art of higher
cognitive process. selections area unit of 3 varieties, the immediate, the delayed,
and not taken. once more wecan reason this into severalattributes like financial
selections, non- financial selections etc. one in every of the most effective types
of higher cognitive process could be a calculated, logical and evaluated one.
however, organizations need to want some problems straightoff and this might
be advantageous provided there has been a history of comparablewithin the
past. a top-quality call is that the one that's thought of as that that ends up in
sensible outcome. As corporates and leaders take additional rational selections
that helps the organization’s growth and such expertise forever is helpful in
future.
Corporategovernanceseen in a broader perspective beyond the letter of the law
and incorporating the spirit as well would be more beneficial to corporate
organizations in their own long-term interest. Family-owned organizations have
always paved the way for exemplary practices in many fields of corporate life.
Examples of family-owned organizations such as the Tata Group and the Godrej
group are well known for their philanthropic, societal and employee-related best
practices.
This casehighlights the convictions and the philosophy of the senior management
of the company towards corporategovernanceand the shareholder and
governmentstakeholders. Good corporategovernanceis an outcome of the
organizationalculture and the collective commitment of the employees of the
organization to practice the law of the land in its true spirit. Corporate
governancecannot be relegated to the level of a legal requirement to be satisfied
in order to be reported in the annualreport alone. Itis a continuous process
towards which the entire organization needs to be committed daily.
The business world is very dynamic and competitive in nature. The changes can
be noticed in any of the domains of the business-liketechnology, services,
business legislations, demography of the working population etc. and these all
imply that in order to achieve effective organizationaloutcome, change mustbe
incorporated in the employees of the organization. Leadership proves to be of
immense help as defines it as all about coping with change. Numerous researches
have been conducted and published which explore the link between leadership
and gender. Still, there is a paucity of such research in the Indian context. The
present study empirically examines the relation of leadership and its sub variables

8. namely administrativeskills, interpersonal skills and conceptual skills with gender
in the Indian servicesector. The demand for effective leaders is growing at an
accelerated pace with businesses and technology becoming increasingly advanced
and competitive. As the clamor for role of women in all spheres of life increases,
we see political willingness to include women in various decision and key
positions in the organizations. Wehave seen the defense portfolio in India being
awarded to a lady after a very long period. Similarly, in Parliament and even the
corporateworld, including the media, ITindustry etc. Women leadership has
become norm, yet a lot must be done for equal representation, though equal
opportunity exists in many fields as for men and for women.
Right fromthe Industrialrevolution to the technological interventions and IT
interfaces incorporates, wehaveseen many or multiple disruptions in the
working of the companies/corporate. Productivity in factories and efficiencies in
the administration areas improved with use of engineering technology and
Information technology products and processes. Continuous improvementin the
products and processes and its deployment in the industry means a lot of
resources areto be committed to ensurecompanies remain competent. For
example, a company which adopted some technological changes in year one
compared to another who did not adopt for say five years. At the end of the fifth
year both companies if needs to change technology, one will find it easier to
adopt compared to other. Rather than not losing out most companies have spent
time =cost -resourceto keep upgraded, updated and be ahead of competition.
There is a reasonableamount of technology maturation that has happened in the
industry today. Companies for some reason during my research has shown not
too much willingness in investing in technology though they agree that the
advantages of going high tech is high always
In manufacturing organizations thereis great stress on the planning and man-
machine resourceallocation. This may or may not involvetraining -but once the
team is formed and thosewho managethe operations have to be stable,
committed and productive. To ensurethis the organization may undertake
various steps to ensuresystems arecreated and enforced in a mutually accepted
and respected manner so that there is minimum loss of time, resource, costs and
productivity each shift or day or week etc. A robustsystem is one which enables
replacement/substitution of man/machine resourceseamlessly and work to be
completed as per schedules. When production norms areflexible to challenging it
is easy to manage the operations. Only when the management expects impossible
targets to be achieved, conflict arises and there is a lot of disruption. In normal

9. cases wherethe targets are easy to achieve etc. machine breakdown, human
resources creating challenges are perceived as a not so much of a great company
and unless the management ensures theseissues are taken care of the company
may find it difficult to grow and sustain. Itis always the case that a stable
company and doing well for many years has a robustmechanism and system
functioning.
Like in school wherethere was a saying- sparethe rod and spoil the child, in
companies too motivation comes in few forms. Someare being pleasant,
inspirational words, rewards, promotions, recognition etc. When employees are
educated or have the capability to do things with a few instructions and
motivation are easy to manage. But as humans who are supposed to get
exhausted, tired, feel low down, disheartened, feel lazy or complacent, etc.
various measures areadopted by the company to ensurethey succeed with their
teams when low. Also, the number of people who do routine work and are the
single and point contact with the machines and processes areto be pushed to do
work as each team effortis the key and success to the next team’s efforts and
success. Whilethose who manage teams are of leadership qualification,
management motivates them to be more responsibleand accountable. These
leaders enjoy more power, freedom and are motivated to do more work. To
ensurework gets done, these leaders may usemotivation, tough words and mild
threats to workers to performor exit. Emotional bonding amongstvarious levels
is good as far as the company objectives are met.
Organizationaleffectiveness cannot be detected within a few parameters
especially the balance sheet profit and loss accidents per year excellence factors
ok Organizations nowadays areinterested are clustered across categories
typically as FMCG pharmaceuticals medical engineering Aerospaceaccepted
industry wehave multiple layers of subcategories which make it very easy or
difficult for comparing the performances of companies and their effective role as
leaders in that particular category of when it comes to analyzing the effectiveness
we usually rely on the available document which are in the public domain and
also scrutinized by the auditor's at various levels of the company for example the
accounts department will show the healthy nights of the company visa fee its
funds availability is profit and loss its effectiveness to expand except when it
comes to testing the efficacy of the company’s progress and its survivalstrategy
especially in its inherent technological promisewe need to the Reliance the

10. company based on the number of Engineering or it people working in the
company firstcompany. to measurethe effectiveness of an organization, wemust
check the various parameters that is available for comparison. When wetalk of
Companies to understand the financial capabilities and strengths of a company be
ready on the balance sheet. They also rely on Profit and loss statement. we also
fromvarious news and business magazines get to know about the companies
forays into various businesses. in an Engineering Company wecould measure
effectiveness by checking on number of days the company did not haveany
accidents. you could also check effectiveness by looking at the number of units of
various products it produces. in some companies the effectiveness is studied
based on the quality control parameters. For example, how many units are
produced defect free or what is the percentage of re of reject. companies with
stringent quality and production processes sets a very different benchmark for
measuring effectiveness. However, companies today also need to in the stock
exchange market. many companies are considered as blue chips. Blue Chip
Company means organization effectiveness is very high. Such a company has high
growth, excellent quality control, high profitability and gives good rate of return
on investment. in a country companies exist in various managementstyles and
dynamics including the parent organization which will be from the same country
or differentcountry. There is no universalmethod of measuring organizational
effectiveness
Companies which havegrown over the years in terms of value, volume, and
increased product portfolio and geographically would have valued the importance
of training their employees including those in leadership positions. Training has
been found to leverage skills across employees and deliver performances in a
uniformmanner. Such instances can be seen in Banking, airlines, hospital, etc.
sectors wherethe organizations mustface clients in various ways daily and using
their employees. These executive-client interactions cannot be creative but needs
to be systematic and the same across all places for similar experiences by clients
for the same problemsolved by the organization. Greatemphasis is placed by
companies on training their loyal and committed personneland leaders to ensure
future growth and for them to manage bigger divisions and the company itself in
future. The training and a promiseof futureincreased responsibility and rewards
always motivate the employees.
Corporates that yearns for success follow a thinking process and keep changing
and innovating. Certain companies haverealized that to achieve step C they must
do step A and also step B – which means success and great growth cannotbe

11. achieved by a company unless it adapts all the excellent and coordinating
processes thathelp it to function like a mean machine. High growth companies
always need leaders who should be ready to take on greater responsibility and
higher leadership roles. The fact that leaders are ready for a change in the way
they function means they ready to adapt and hence will accept innovation in the
workplaceand assimilate the products and processes that are innovated in the
marketplace usefulfor company’s success. Higher end technologies are not easy
to replace often and so a judicious approach is taken by leaders of companies
before they changeanything in the company.
Among the companies that featured in the fortune500 over a decade very few
companies are still seen in the list. There is one company though that makes
products which are sold with a warning. Imaginea company making the same
productover a century and the only method they must showcasethesame
productdifferently is in its packing. Unlike this company many others are in
differing states of innovation and gearing up to be competitively relevant and
surviving. If engineering can be considered as a disruptiveprocess to change the
management paradigms, then ITis also another sector that has caused enormous
changes and is still causing changes in the corporate world. Itis evident as we see
companies in the top 10 or 50 or 100 in any category/ industry/country the
companies that do well are those that innovate, disruptand create new
paradigms keeping high quality standards in the products, processes, packaging
and promotion. Whether it is a public sector enterpriseor a private enterprise it
justmeans that those companies with high intra and inter organizationalskills
and leaning towards progress through innovation and development havehigher
success rates.
Corporates that yearns for fulfillment follow a thinking method and keep
dynamically innovating. Growth cannotbe achieved by an organization unless it
adapts all the coordinativeprocesses thatfacilitate it to operate as a mean
machine. High growth firms continually would like leaders who ought to be able
to strive with larger responsibility and better leadership roles. The very factthat
leaders are prepared for an amendment within the means they operate suggests
that they able to adapt and therefore can settle for innovation within the
workplaceand assimilate the goods and processes thatare innovated within the
marketplace helpful for company’s success. For e.g. it’s understood that Microsoft
windows unharnessed new versions of its packagevirtually every year and firms

12. adopt the new versions hoping it'll facilitate its activities. Whereas the price of
packageis also little higher. Technologies aren’t simple to interchange typically so
a considered approach is taken by leaders of firms beforethey alter something
within the company.
To sum up, if organizations mustcompete effectively in the knowledge economy,
it is essential to develop organizationalcapabilities involving systems, procedures,
technology, culture and leadership. Leadership plays a crucial role in creating,
developing, and managing the organizational capabilities by creating effective
teams within a diverseworkforce; tap talent throughoutthe organization by
recruiting, retaining, and developing people at all levels; build and integrate
cultures as mergers and acquisitions become common; use ITto enable and
integrate knowledgemanagement processes; develop rewards and recognition
systems for employee commitment toward organizationalvision. Finally, the
ability to of human resources to manage the attributes of knowledge
management will differentiate good and great organizations and in turn its long-
term success and sustainability. Companies with a long history of success, profits
and high growth owetheir success in many ways to team qualities. Some of them
are cohesiveness, commitment, work sharing, individualand group growth,
skilling up and undertaking more work and responsibilities. For companies that
thrive on motivation and leaders’ pronouncementas gospelfor doing things in
completion always will try to tread the path of transactionalleadership doctrine.
Companies know at the lowest unit level it is the executive and his supervisor who
can make or break the overall success of the company. The transactional process
of leadership involves in either a temporary or medium-term promiseof reward
and compensation that always catches the employee’s attention. The leaders or
team head or supervisor apartfrom communicating the management objectives
has also has to talk and motivate the employees for the rights actions and efforts
all the time. The consequences of a bad or ill-time communication always have
been disastrous. Whilethe leadership skills in communication are always tested, it
is tested more when the company is challenged to increasesales /production
against agreed norms and targets. The employee (s) who then achieve the targets
either in commitment or motivation or both as many studies are carried out,
concludes and identifies the basis of motivation, commitment etc. among
employees.
Companies in many sectors or categories of products and be it engineering,
textiles, pharmaceuticals etc. as they grow and succeed needed a great
commitment formtheir teams to perform with the right level of productivity and

13. efficiency. Teams that werebuilt in organizations wereplanned and assigned
tasks and responsibilities that were to be done daily and planned for the year.
When comparing Indian companies for various performances, organizational
effectiveness etc. it is essential to also look at companies which are in certain
servicesectors such as voluntary organizations, hospitalmanagement etc. More
the experience of the personnelin such organizations forms the basis and is very
important in facing sudden challenges. Emergency situations require emergency
solutions. While companies in the firefighting category require high skills,
knowledge, high presenceof mind, the reliability of the personnelin the
emergency management companies is high in solving various emergency and
calamitous situations. They require thorough knowledgeof the situations they
will handle. With fierce competition in the manufacturing and serviceindustry the
abilities of personalin the emergency management companies, we can never
comparecompanies in the emergency operations category as many of them are
monopolistic and controlled by the government. In some cases, agencies are
pitted againstone another though they may not be in the same category. While
we will understand the operational aspects and decision making in the emergency
management companies, we can also see somesituations in the regular corporate
companies. Crisis in the corporateworld that seeks profits, growth, expansion,
etc. may face challenges like a market shutdown, employee strikes, currency crisis
losing global markets etc. Even a new entrant in the marketwith astoundingly low
prices may causea severesetback as seen by Jio recently and Deccan Airlines
earlier. In any crisis that the management seeks to resolvewhich is considered
emergency, mature minds with good experience, long term association with the
company/industry/and the leader’s adaptability is considered usefulto face
emergency situations.
In today’s borderless business setting, firms are a unit operative in several
locations across theworld to make surethat they'll gain competitive advantage
over their competitors of y differentcountries. To ensurecommon strategic
mission, vision and objectives of the corporateacross the world, managers from
countries of origin area unit sent to different countries to equip them with a
world outlook in managing the corporate. The matter is that they need alternative
ways of communication as compared to native managers. These would possibly
influence the amount of job satisfaction of workers. No datum captures the

14. influence of a manager on the day-after-day expertiseof associatedegree worker
than that uncovered by town analysis that managers accountfor seventieth of
variancein worker engagementscores. In assessing this analysis, behaviorsthat
impact each worker engagementand performancelevels inside the business. The
firstof those is, unsurprisingly, communication. Gallup studies have reported a
powerfullink between consistent socialcontrol communication with higher
engagement levels, with those combining communication tools seeing the most
effective results. However, proof shows sixty-nineof managers’ reportfeeling
uncomfortablehuman activity with workers generally. Investmentinto softskills
coaching combined with effective internal communication tools like social
networks or computer network platforms will supportmanagers in overcoming
barriers to communication. Organizations perceivethat effective communication
the least bit levels of the organization improvestructuresuccess and worker
relations. Communication has been studied with relevancy performanceand job
satisfaction; however, the link with worker perspectiveand happiness has not
been worn out the next education setting. The choice to be happy and have a
positive perspectivehas been the topic of many books, articles, speeches, studies,
and workshops. Theworth of communication in associate degree employee’s
option to be happy is explained because it affects the individual, team, and
overall structureculture.
Organizations always seek planned and scheduled activities to be completed
without any loss of time, costand resource. While the rigorous and routine
activities are done with required level of quality controlor administratively
decided qualifying parameters, situations do arisein companies that requires
quick thinking, smartness, quick responsetime, past experience if any, latest
resources with knowledgeskills, and aboveall a little luck to face challenges.
While the experience in various situations always helps the leaders and show
their effectiveness, yet in companies which are involved on critical operations and
have high risks likerefinery, chemical factories, airlines industry etc. always need
a little bit of luck favoring them. This is a fine aspect that is understood by all
companies and they run businesses assuming nothing major and wrong will
happen. As part of the norms and conditions of running a business, safety kits,
safeenvironments, facilities to dispose of wasteand keeping the working spaces
clean including providing for disaster management resources likefire-retardants,
escape stairways, etc.
Assessing of leadership effectiveness could be done in two ways. Oneis by the
profitability that the team achieves for the company and the other by the way the

15. team behaves and correlates its activities with the leadership qualities of the
leader. In many instances, we find that company is through various types of
achievement of objectives: one wherethere is high profitability but the
relationship between the team members and the team leaders are strained. We
may also find company is not doing well in terms of profitability or in its turnover
but has teams and leaders in a very cohesive Spirit. In the likelihood of companies
measuring effectiveness of leadership through metrics, such metrics could be
turnover, profits, individualcontribution for the goals, time spenton projects,
cost of the project- across teams etc. In the non-metric attributes, leadership
qualities could be studied in the way of leader’s attitude, behaviour, discipline,
focus, Command of their team, camaraderie and the mutual respectthe leaders
have with the team members. Between the metric and nonmetric comparison is
wherethe management of companies across teams decide and identify future
potential leaders who will manage the overall operations of the company.
Over the year’s company havemade tremendous progress in terms of its human
resourceand development. In fact, the word human resourcedevelopment used
to be known as personaland industrial relation. The companies that recruited
employees usually considered the employees technical and intelligent skills. It
always looked at this as a key to profitability and growth of the company. The
Human Resource Departmentas it grew in its importance and domination of the
organization, started to look at various aspects of the human- machine, human-
human relation and discovered that the leaders in the companies need to have a
very clear understanding of how the company works, how they haveto conduct
themselves with their peers as well as the subordinates they manage. In many
companies It is seen that the objectives of the company are realized when the
team functions very cohesively.
Companies resortto training and development of its executives in once too few
times a year or in a more regular, scheduled and continuous process. Companies
that wish to stay ahead of competition mustbe able to commit finance and
resources and spareits executives to undergo training and updating skills in its
operational processes including supervisory, communication and technology
upgradation areas. Ittherefore follows that companies that want to lead the
industry it is in, must get the focus and objectives of all its leadership skills
programs to be integrated with the culture of the teams it operates with. There is
no point in training in high technology areas if the teams in the target
departments is not ready, can’t understand or will not adopt easily. Similarly
training in Leadership skills mustconnect with the company’s cultureand the

16. effectiveness it will producein its operation. Moreover, the leadership training at
various levels must be all encompassing for which level the training is done and
for the senior management team the training must ensurethe inputs must be
detailed and cover all aspects of the company’s operations vis a vis the
organizationalculture. Such training programs will ensureleaders are ready for
managing the company in future without any loss of effectiveness and efficiencies
in the operations of the company.
Manufacturing companies have a typical management issue with respect to the
production processes starting from procuring raw materials to stocking and
selling finished goods. Each stage production process requiring different ways to
manage and produce. The human-human, human-machineand machine-machine
through Human intervention is given a lot of attention. The way a corporate
employee is managed for completing documentation work is not the sameas the
way the employee is managed in the shop floor. The production shortage, excess,
loss, accuracy signifies a lot in terms of the costs and profitability and the daily
count adds up to week/month/year as aggregation measured for overall profits.
Companies which cannot compensateloss of production later always willhave
teams and their supervisors in extracting the best and maximum from all
employees in the production process. Theleaders within such organizations must
be motivated themselves, morecommitted and aligned with the management
objectives all the time. We could see a strong inference of corporateleadership
across industries tied up with the effective leadership within the organization. The
end customer usually sees a good product and buys it and becomes loyal to it.
Many companies don’treveal the way they have worked to achieve the best
products. Someof the journalists havereported at times the inhuman conditions
the employees work in, and the illegal steps through which products are
produced. While unethical practices are kept away from our research, we
nevertheless feel the managerial effectiveness and corporateexcellence alone
decide whatthe consumer gets.
After the second world war many companies found that the key to success is
collaboration with various companies/distributors /channels/agents globally to
see more sales and profit. Companies started expanding globally taking their
products/services fromone continent to the other. Obviously, thecompanies
required people with a different mindset to work in their organization, especially
their team leaders and senior management personnel. Itwas proved with the
performances seen in global companies that the more versatile a leader was in
terms of understanding the company’s cultureand was good in his chosen

17. expertise could deliver better by virtue of a global mindset and also being a good
motivator and with skills in planning, coordinating, collaborating, communicating
etc. across boundaries and cultures. In various companies and organizations, the
management plans for the next level of leaders who may be likely to take over
the positions the existing leadership. In many companies, this is done by virtue of
adopting good recruitment process to enable the right teams to be formed after
recruitment. Companies that plans for leadership succession, substation,
promotion etc. are always better prepared to manage leadership crisis.
Companies that are efficient with lesser employees and have lesser chances for
leadership vacuum to be filled must either show high level of commitment by
employees who are subordinates to perform tasks and activities weven when the
leader is absent. This also implies companies that adopt certain processes that are
responsibleto help the management in the absence of leadership will not suffer.
In the companies surveyed it was evident the companies will be able to manage
the operations even if the leaders in various departmentare not present as these
are manufacturing companies and work in shifts and with well-designed workflow
management techniques and less supervision can producegreat results.
Companies always depended on technology and research from various companies
and teams including insights from experts to improvetheir profitability.
Correspondingly allaspects of manufacturing, finance, controls etc. were
subjected to smart work and ease of job/activity completion. The moreHumans
were in control of operations werea burden to growth of the organization. The
use of systems approaches whereby thecomputational skills and programmed
approaches in technology led to a paradigm shiftin the way companies could be
monitored and controlled. With the balance sheet tallied by computers faster
than by the finance team was way to expand company operations based on
availability of data and for decision making. Teams that werebonded emotionally
and through work processes werenow replaced by systems and objectivebased
job completion. The team leaders also had to be competent as the younger
generation reporting to them were quicker in their understanding of technology
and systems approach. A new world is seen in the companies today- where at
each step and activity there are more than a dozen checks and balances to ensure
nothing goes wrong in the business.
Companies which havegrown over the years in terms of value, volume, increased
productportfolio and geographically would have valued the importance of
training their employees including those in leadership positions. Training has been
found to leverage skills across employees and deliver performances in a uniform

18. manner. Such instances can be seen in Banking, airlines, hospital, etc. sectors
wherethe organizations mustface clients in various ways daily and using their
employees. These executive-client interactions cannotbe creative but needs to
be systematic and the same across allplaces for similar experiences by clients for
the sameproblem solved by the organization. Great emphasis is placed by
companies on training their loyal and committed personneland leaders to ensure
future growth and for them to manage bigger divisions and the company itself in
future. The training and a promiseof futureincreased responsibility and rewards
always motivates the employees.
The role of the superior was defined well in the organization that was measured.
When we look at the wider scenario as predominant across industries the
company management always inclines towards monitoring various aspects or
divisions in the company with set or placed out objectives and metrics. The
turnover targets are set aspiringly also wanta defined percentage of profitto be
achieved before and after tax. In this scenario companies may plan based on
previous year achievements or if fresh, may startwith some target in mind. When
targets are set or defined, the company may or may not have the systems and
methods to carry outactivities professionally. Whilemany company’s turnover in
India in the privatesector are still hidden, those in the public domain and being
watched by investors and media havea better control of operations for success.
The organizational effectiveness is seen more in companies that have systems
approach and are under scrutiny.
The public sector companies in India werecreated with the intent of maximizing
control of the nation’s resources through governmentcontroland policies. Italso
helped assurea minimum growth rate for the company providing meaningful,
dependable and long-term employment for its citizens. While most of these
aspects were achieved the competition amongstthese companies and those in
the privatesector of similar industry category proved the efficiencies and
productivity in private companies were much higher. The reasons wereattributed
towards a higher pay scale in the private sector and coupled with ‘hire and fire
policy” which made the success story in privatesector faster to achieve. The
decision-making abilities in the privatesector helped it in forging ahead with new
technology, production processes, new frameworks for Human resources etc. At
best the key word for success in the private sector was Innovation or adopting
changes quickly. The public sector lacked this ability of speed more due to the
decision-making process which was tardy or avoided or delayed. This made many
public sectors in India to become white elephants and docile behemoth draining

19. huge funds fromthe government. Of late the governmentin its questfor
efficiency in the public sector has disinvested them or privatized many and for
some given them special status. The onus of survivaland keeping these
companies ahead is put on the top management and they see innovation as a key
ingredient to be factor for growth.
Companies are managed by leaders who are either owners of the company or
these nominated by a board to run the affairs of the companies. The origins of the
company and the country it started operations and the way it grew initial days
may reflect in the country’s operations later too. When companies belong to the
public sector there is much evidence of a culture which was always seen as laid
back and not so agile in decide on making and completing activities. In India
specially the situation has been home -grown privatesectors, public sectors and
those companies with historical presencein India and considered as a foreign
company in the private sector. Such companies also known as MNCs were found a
shadebetter in their way of doing business and achieving objectives ethically and
aggressively faster. Theprivate sector always was in the shadows of such large
MNCs and the governmentcompanies. Moreover, we had a large span of years of
license raj that could never help companies grow fastas seen in the postlicense
raj. Given these phases of organizations history – leadership across different
companies was more due to the prevalent business climate than the actual
practices of management. While the manager of a governmentcompany always
found it difficult to get to work in a private sector – the manager never could not
succeed as much as required. Similarly, the slow-moving public-sector companies
never attracted the talent fromthe private sectors and the same worked for
MNCs leaderships.
Itbecame imperative to study the companies in the sectors they belonged too
rather than comparethem across cultures. In thefirstplace there was no similar
parameters to compare and secondly the way the growth of companies and
profits were projected were not same. The motivation levels also of the
employees werenot found in a way that could be considered homogenous. Even
after the adventof ITwhich makes mostorganizations look similar in their
working methods and operations -the culture part is still seen to be different
across various organizations in the public and private and MNC categories. We did
find that processes may be similar but decision-making abilities differed in each
type of company. Yet the end results clamored for by all companies was profits,
survival, long term less customer satisfaction, being ahead of the race etc.

20. Any leadership effectiveness effortmust prioritize the goals to be achieved and all
assignments if taken in the line of a project management approach will enhance
employee performancemore by motivation and sometimes by reward too. What
really motivates an employee, is the inherent startof his employment
engagement. Many companies resortto a mild threat of retrenchment to make
employees work harder. For thoseemployees who need to be prodded all the
time -motivational talks and high interpersonalskilled leaders could help
companies in achieving objectives across organizations of allmeasures.
Companies which grew leaps and bounds and those on a reasonablegrowth path,
may havea formula to consolidate their operations through a thorough mix of
use of man-machine-money-market-methods-manufacturing combination. The
optimum or maximizing utilization of any resources including individual
motivation and performancefor team or company success rests under the hands
of leadership who be certain of in getting the team to do task with more
responsibilities and commitment. The team members also live up to the
expectation of their bosses who havethe interest of the members financial issues,
career path and competency used effectively. Some organizations haveall this
structured and documented well enough to ensurethere is compliance,
commitment, completion and evaluation.
Companies which are more than five decades old including governmental
organization (which is easy to find) will have a team of all ages of men and
women. The company to continue its operation may havesenior men and
reasonably younger men at the top positions. In any such organizations thesenior
members are counted for experience and advice. The senior mentors the younger
executives and at time take someideas from the younger executives. Such
organization thrives on the handing of the baton approach and ensures all events
function as per anticipated planning and intentions. Typical organization in
governmentis the military, public sector unites etc. In the privatesector too
companies like Unilever, Colgate -companies that are long and surviving in the
market are known to have leadership styles that is transformationaland
motivating. Younger generation view transformationalleadership more positively
due to western values.
In companies where research and innovation are key driver to their growth and
existence, the way the company works is differentthan many other organizations.
Itis not to say that an averagecompany has no innovation to work on daily. The
reason why companies of today must innovate is becauseothers in the business
are constantly in the lookout for cheaper alternatives for reducing costs and

21. improving quality of their products. Sadly, organizations waitto see a new
process, product, serviceoffering and try to match the originator with a low-cost
version. In doing so there is pressureto succeed. If companies see successes in
such efforts, the rewards for employees -basically in the form of continued
employment and other incentives startmaking them into a cohesiveteam.
Many companies which started as a means of providing someproducts and
services in the world were by enterprising minds. The idea itself was convincing
people to try the products/services. When thesecompanies were required to be
providing the products/services or becamesuccessful, it caused many others to
follow suitand so with many companies today we havesome leaders in each
category of product/service. As management processes improved and the need
for corporateleadership was essential – a new concept was being followed in the
entire corporateworld through standardization in the quality process and
registering in various processes likeISO, etc. Oneaspect that caught the attention
of the management worldwidewas the definition of vision and mission concepts
adopted by various organizations. Companies wentto great lengths to define
their corporate vision, mission and formed teams to ensurethat they achieved
the objectives they set. The vision mission and vision gave the companies the
much-needed focus and strategy to be in the path of their strengths and gain on
opportunities that came their way. The vision and mission statements had to be
articulated in minimum words and had to be impactful worthy of being followed.
These concepts also got companies and its various divisions to work
independently in its own way to achieve its success yet succeed as a whole team
for corporatesuccess.
If a company mustbe ahead in the race, then the entire team of its executives
must demonstrateteamwork and high calibre output based on set objectives. The
teams and members must display high emotional intelligence, self-dependency
on job completion and with minimum supervision. Theleadership styles in such
organizations could be of a dynamic and enduring kind. When such teams are
defined as self-motivated and self-driven to achieve results and attributed to
great leadership skills within the management and teams, the effectiveness of the
organization increases. Very few companies exhibit such teamwork though all
companies have these attributes in some measures.
( as published on wwwdotcrosssentencedotcom)