The same paternalistic attitude extends to the employees and has developed a set of values in an employer vis-a-vis his employees. At the initial stage, authoritarian style in more suitable which these organisations have followed.
In industrial society the rate of change is very high. So a manager should go for per cent cases. These results suggest that research designs that include a multi-theory, multi-methods approach in a single culture have the potential to increase our understanding of leadership processes.
Respect for power and authority is installed by the family system beginning in childhood, with the head of the family exercising absolute authority over other members of the family.
Its implication is status differentials, class distinctions, and impersonal relationships which work against participative style. Its implication for managers is living in an environment which is full of changes and uncertainty.
What is a right leadership style for Indian managers is a difficult question to be answered. However, such style has also been inherited by successors without any appreciable change of modification. Besides, there are many rituals in the Indian society. We find the just literate top managers along with fully qualified professional managers.
In many such organisation, a certain amount of the paternalistic attitude prevails. In such a society, power and authority is considered an important characteristic.
There is no uniformity in the attitude, personality and educational background of Indian managers. The authority of superiors at work-place was specially exaggerated during the British colonial period when British superiors exhibited a high degree of authority in their behaviour towards Indian subordinates.
The values inherent in the joint family are responsible for generating authoritarian attitudes. On the other hand, there are many organisations in the private sector owned by Indians or by multinationals that have appreciable degree of participation or democratic leadership.
There are three important aspects of Indian society, viz. A manager should not necessarily adopt his style for the present situation only, but he ought to look into future too.
As such, the degree of participation is greater in such organisations. The important variables in this context are superiors, subordinates, and the situation under which a particular style is followed. We used a multi-theory and multi-method design to competitively test transformational leadership theory, the nurturant—task leadership model, and a local organization-specific leadership model.
The proprietary character of business and large-scale participation of family members in it have made the attitude of the head of the business, which is also the head of the family, highly paternalistic.
Abnormal situations may exist only to the tune of 10 per cent. There are certain perceptible changes-changes that require greater participation.
A particular style requires work culture. There are numerous variables which affect the leadership style. Initially, public sector organisations are manned by civil servants who brought a lot of bureaucratic culture with them.
The reason is that multinationals do not bring only their technology but also the work culture which is more permissive and conducive towards the application of modern approach of management. Rituals help in the smooth functioning of a system or an organisation, and reduce anxiety and tension relating to new situations.
Indian society is generally considered to be a traditional one. Looking into the future, work culture may be changed to suit participative style because authoritarian work culture is unlikely to successed in the future.
The analysis of variables may throw some light upon the adoption of appropriate style. Situations prone to authoritarian may be only to the tune of 20 per cent. They are prepared to delegate, train, and be employee-oriented but find organisational climate inhibiting such orientation.
The third categories of organisations are in public sector. Sons and grandsons of the entrepreneurs are automatically promoted without any consideration to efficiency or overall suitability.
There are various such organisations in public sector and private sector in India following such style. Similarly, caste system is emphasized so much that it creates conflicts between two different castes.
One often comes across a futile search for a style appropriate for Indian managers. Considering these variables, the appropriate style may be near-participative leadership.
Naturally, leadership style may present two extreme ends.a cultural analysis of management styles: the united states with a new generation of managers in india and china.
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Print Reference this. Disclaimer: Comparison between these two leadership styles will also be addressed in critical analysis section.
Through comparison, preferred application of both types of leadership style will be given. Leadership Analysis Leader One– Zhang Ruimin. The Right Leadership Style for Indian Society and Indian Managers! What is a right leadership style for Indian managers is a difficult question to be answered.
One often comes across a futile search for a style appropriate for Indian managers. There are numerous variables which affect the leadership. Leadership styles of two Indian Business Leaders- Dhirubhai Ambani (RIL), and Azim Hasham Premji (Wipro) A business leader is he who can 1/5(1).
ADVERTISEMENTS: Leadership Styles for Indian Organisations In the first instance, Indian management is generally believed to be autocratic with subordinates closely supervised by their superiors and only a limited degree of participation is allowed to the subordinates.
ADVERTISEMENTS: However, the real situation in this context can be .Download