Q. 1: i) Write about Indian Thoughts of Leadership.

Whatever a great man performs, common men follow. And whatever

standards he sets by exemplary acts all the world pursues. Indian
theory of leadership is base on the “Raj Rishi” model of leadership
where the administrator of the state, the king(Raja) discharges all his
worldly duties as a trustee and custodian of the community and for the
welfare of the society. Though he has all the wealth he uses it for the
good of the people. At heart he is SEER(Rishi) and has renounced
everything. Example is given of Raja Janaka who was a great
administrator and was a spiritually evolved soul.

According to Shriman Bhagvad Gita, people look up to a leader to

teach the public by practical behavior. A leader must follow the
principles of shastra (Scriptures) to teach the common man. The king,
the Executive Head of the State or Prime Minister, the father, the
school teacher, all are considered natural leaders. These natural
leaders have a great responsibility to their dependants. They must
follow the moral and spiritual code.

Indian Style of Leadership:

Basically as far as Indian organizations are concerned different styles

of leadership are followed in various organizations.

Autocratic Leader:

In this style of leadership, the leader plans, orders, gives direction, and
wants that followers should obey his order. He never involves followers
in the decision-making process; He can behave like a dictator. He is a
power hungry person.

Hitler, for instance, was an autocratic leader.

Autocratic style can be suitable when the subordinates do not have job
maturity (i.e. they do not have the ability to do the jobs on their own)
and psychological maturity (i.e. they are not interested or willing to do
the job).

Democratic Leader:

A democratic leader involves the followers in the decision-making

process. The leader is liberal, Subordinates have faith on him. They
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respect and support him. Being believers in ‘we’, ‘us’ and ‘our’, the
democratic leaders multiply their output with the contributions from
the followers.

Democratic style should be followed when:

Employees have to be involved purposefully in the decision making

process.
Followers are able to do the job or to take decision and they are
interested to do the job.
To build up team spirit.
A number of alternative solutions are required.
Organization is large one where many professionals are working.

Laissez-fair Style:

A leader, who follows laissez-faire style, provides complete

independence to the followers. They can do whatever they feel correct
in a business situation. The leader neither motivates nor guides them.
Only if any kind of help is asked for, the leader can help. He never
leads.

This style can be followed if:

Followers are quite capable, mature and are ready to take the
responsibility,
Leader will be there for a short span of time.

Functional/Intellectual Style:

A leader, who follows functional style, is quite knowledgeable,

experienced, professional, and expert Subordinates respect him for his
valuable advice and ready to listen to him. He neither disturbs his
followers nor liked to be disturbed unnecessarily.

This style is successful:

When management is interested in R & D activities and has faith on

the leader.
Subordinates are qualified and matured.

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Bureaucratic Style:

The leader believes to maintain ‘status quo’ and not ready

bureaucratic to accept change very easily. He has faith in centralized
decision – making. Bureaucratic style in noticeable in government –
owned organizations. He is not in favor of innovation and flexibility. He
follows the policy, rules and regulations strictly. He is not employees
oriented. He wants that the followers should follow the orders blindly
without raising a question. He is not much concerned about the delays
as fast as decision – making is concerned

Situational Style:

Depending on the situation, market scenario, followers mentality and

maturity leve; a leader adopts that style which is most suitable in a
particular situation. The same leader can be an autocrat or democrat
depending on the condition of the environment within which he has to
operate. He can be the taskmaster or totally employee-oriented
depending on the situation.

Q.1: ii) Managerial Grid theory and its effectiveness.

Robert Blake and Joan mouton developed a theory on leadership style.

Concern of people or concern of production are the two parameter
used. They identified five different leadership styles depending on their
concern of people and production.

1, 1 or impoverished Management:
When leader have lowest concern for production and people, it is
known as impoverished management

1, 9 or country Club Management:

In this management style, the leaders high concern for people or
followers but low concern for people or followers but low concern for
production it is known as country club management. Creating good
healthy relationship and congenial surrounding is the motto.

9, 1 or Authority Obedience:
Here the leaders are taskmaster having high concern of production and
low concern for employees. Such leaders behave in an autocratic
manner and expect total obedience from the followers.

5, 5 or Organization-Man Management:
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In this case, leaders show moderate concern for production as well as
people. They are interested to get job done and at the same time
make the followers happy.

9, 9 or Team Management:
Here the leaders have highest concern for product as well as people
According to Blake and Mouton; this is the best style of management.
Leader emphasizes to attain task or goal though employee
participation, involvement and commitment. This is the ideal style and
every management should try to attain that. When any management
cannot attain that level, they to follow 5.5 styles.

Effectiveness:

Effectiveness is doing the right thing. Impoverished management leads

to the lowest leadership effectiveness. Authority-obedience style leads
to efficiency i.e. do the thing rightly. What is right may not be done. In
country club management only followers or people comfort are taken
care of and no action-orientation

Organization-man management style leads to effectives. Team-

management leads to higher level of effectiveness or excellence, e.g.,
Tata, Infosys etc.
There are four types of managerial style according to Indian tradition:
‘Saam’, ‘Daam’ ‘Danda’, and Bhede’. Here we could link this with
situational leadership style. The individual whose primary primary
gunas is tamas they need to be guided (‘saam’), rewarded (‘daam’)
controlled (‘danda’) and criticized (‘dheda’). Individual employees who
are more oriented towards rajas gunas they need to be informed
(saam) empowered (daam), monitored (‘danda’) and silence (‘bheda’)
to be followed in order to motivate them.

Again if the management is having mostly employees with tamasik

personalities, they are going to be believed that employee is basically
last. They need to be directed. They on their own would not take any
initiative and they need to be pushed to attain goal and objectives
which indicates they are going to be believes in theory X and the
leaders will give direction.

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Again if most of the employees in an organization are rajasik
personalities the management is going to believe in theory Y because
rajasik personalities are not lazy. If they get the right kind of job, they
would take all the initiative and efforts to attain the goals and
objectives of the organization. They love challenge. All these
characteristics indicate to believe in theory Y. Thane the leader will
give responsibility along with authority. If most of the employees are
sattwik ones they management is going to believe in theory Z.

Q.2 – i) Corporate karma:

Karma is both collective and individual, Collective Karma is the Karma

we to together as a group. Employees and managers of a company are
led by the corporate mission which tells the world what the company
stands for and goals and targets are set up. They cannot be attained
individually, but only through group efforts. This is corporate Karma.

Similarly over the years, a company builds an image, a reputation

which is also nothing but accumulated credits which is reflected in the
books of account as goodwill and brand equity builds. These are due to
the visionary leadership and team spirit and group efforts of everyone
in the company. This is Corporate Karma.

In the words of late Shri J. R.D. Tata, “The most significant contribution
organized industry can make is by identifying itself with the life and
problems of the people of the community to which it belongs and by
applying its resources, skills and talents to the extent that it can
reasonably spare them to serve and help them.”

The concept of corporate social responsibility was not new to India.

Jamshedji Tat was a 19th century pioneer in this direction. The belief
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behind such a move from the early years of industrialization was that a
visibly flourishing and growing corporate units could never be an island
in itself.

It was always part of society in which it was placed drawing much of

its sustenance from its skills, labour, political support and goodwill
besides many services.

ii) SRT Gunas:

According to Indian culture there are three types of Gunas or

personality traits; Stva, Rajas and Tamas. One of these gunas always
predominates in us. Satwa qualities or traits are related to serenity,
lies, purity, spiritualism and wisdom. Whereas Rajas Qualities or traits
are linked to aggression, egoism, selfishness, emotion etc.
Tamas is related to sloth, confusion, ignorance, fear, greediness,
anxiety, anger, impulsiveness and inaction.

Sattwik:

For any individual, out of these three gunas, one predominates or

becomes primary and the other two becomes primary and the other
two become secondary in order. Depending on the predominating guna
we see around us Satwik personality. Rajasik personalities or Tamasik
peronlities Satwik individuals are balanced pople having true wisdom.
They are more inclined to Sattwa gunas i.e. they are serene, cals,
poised and balance. They are ever ready to provide self-less service
enthusiastically and are ever interested to maintain balance and
harmony in society at large. They do not suffer from ego-problem.
They have realized Ayam Atma Brahma i.e. this self is Brahman.
Anando ham Anando hami.e. I am ananda, I am bliss. Sattwik or
wisdom-oriend employees work for the sake of work itself. Work is
worship for them. They are not ego-driven unlike rajasik personalities.
They are work being totally focused and set a benchmark of others.

Rajasik:

Again there is Rajasik personality who are predominated by Rajas

guna. They are more inclined towards aggressiveness, self-
centeredness. They are always interested to attain something new for
their own sake and are egoist. If employees are having rajasik
personality, they are going to became ‘dynamic’, sometimes may be

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directionless. They put too much of efforts, but their productivity level
is not hat high.

Tamas:

When tamas gunas predominate in individuals they become Tamasik

personality. These people are ignorant, confused, sloth, inactive,
becomes angry easily, greedy and takes action based on impulse.
Employees who are more oriented to ‘tamas-guna’ cannot think
clearly. They work due to fear of p8nishment. They are full of negative
traits.

iii) Vasudhaiva Kutumbakam:

Indian ethos emphasizes time & again to consider the whole world as
one’s own family. It indicates the interrelations or bondage with all the
people on this earth. It insists on unity. It can be described in the
following manner:

“Common be your prayers

Common be your noble desires
Common be your hearts
Common be your motives & intentions
Perfect be the union amongst you.”

Here we can mention about the way Sachin Tendulkar looks at his
relationship with Mark Mascarenhas of World Tel who was handling the
sponsorship contracts of Sachin. As he says, “Mark was never just my
agent, he become a part of my family.”

If each individual can treat others in that manner, there would not be
any clashes; team spirit would be generated at the micro level & also
at the macro level. Co-operation & Co-optation would be the guiding
principles everywhere. Tough competition, survival of the fittest all
these principles might be obsolete & there would be brethernhood &
fellow feeling among all the members of the society. As a result, life
would be peaceful, blissful & harmonious.

Success The measure of success can be linked to the degree of

happiness an individual is having. Permanent satisfaction can not be
found even if one is very successful in professional life in the external

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world. External factors can give pleasure but that in temporary. It only
increases our greediness, restlessness, anxiety & stress.
According to Indian Culture, success includes not only material success
but also whether one is having inner peace or not. Indian ethos
teaches us to respect our parents, teachers & other elders. There is a
unique combination of materialism & spiritualism.

It insists to maintain a proper balance between profit making & social

welfare. Again an Indian system, means are given equal importance
like ends. Indian ethos has never said earning profit is not good. Arjuna
has said in Santi Parva, Mahabharata that poverty is a sin. Again it is
mentioned in the Mahabharata that without profit or wealth both virtue
& desire cannot be won. Dharma (righteousness), Artha (wealth), Kama
(sense pleasure) & Moksha (freedom from bondage i.e. becoming an
enlightened soul) are the four Purushartha of life. It indicates one can
earn money, enjoy all materialistic pleasure but while making money
he should be righteous & his ultimate objective should be to attain
Moksha, to reach the state of blissfulness. But what happens
practically is majority of us forgets Dharma & Moksha & crave for more
money & all the materialistic pleasures.

It emphasizes that business houses success in the true sense of the

term depends on while earning the profit, how they are earning,
whether they are following ethical path or not. It also focuses that God,
human beings & other objects are interrelated. All animated &
inanimate objects are parts of the Supreme Consciousness. Therefore,
individuals must pay respect to all them. It believes that it is the duty
of each individual to fulfill his social responsibility. Each one of us is
having moral obligations towards the society. As we are part of the
society, we must do something good for the society. It believes on
Tyaga i.e. only giving, seva (service attitude), tolerance, contentment,
peace & harmony, simple living, integrity, humanity, co-operation,
synthesis, while dealing with any member of the society.

iv) VIP Motivation:

What is VIP? The primary motivators of the empowered workplace

are what we call the VIP Motivators:

Validation:
Respect for employees as people
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Flexibility to meet personal needs
Encouragement of learning, growth & new skills

Information:
Knowing why things are being done
Getting inside information about the company

Participation:
Employees having control over how they do their work
Involvement in decisions that affect them
These VIP Motivators are not scarce resources. No, in fact they can be
freely available to everyone. Every manager can provide respect,
information & participation in a workplace. Basically, we have to build
the spirit of oneness they should be able to identify with their
organization.

v) Karta:
‘Karta’ means head of the family. When family members takes the
initiative & starts the business, ‘Karta’ becomes business the head or
overall in-charge of business because business is an extension of the
family. So whatever values, ethics, morals the Karta believes that will
be the base of business culture in the organization. He is the ultimate
authority in decision-making. The other members, involved in those
businesses are called Co-partners.

‘Karta’ is having unlimited liability. How to run the business, wherefrom

finance will be arranged, whether to sell the property or not, all will be
decided by him & co-partners have to follow his decisions.

He is the leader who manages the business. He directs, guides the

other members so that they can give their best output to the
organization. He is the fatherly-figure who is always there to provide
help & support. His faith in subordinates is condescending. He rewards
& punishes according to situations & does not interact much with
followers. In his organization, decision-making is mostly centralized. As
far as leadership style is concerned, he plays the role of a benevolent
authoritative leader.

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Q.3) Case Study

Q. a) Are the values of Ramesh relevant in today’s Indian

scenario?

Ans: Yes Ramesh’s values are relevant in today’s Indian scenario. It

was the fault of the organization that they were unable to recognize
the talent of Mr. Ramesh. He was sincere and committed to the
organization. Whenever he had found flaws in accounts he tried to
rectify it or inform the MD.

He had lot of concern for the organization. Although it was not his
responsibility, being sincere he took personal interest and tried to
rectify the malpractices in the accounts of the organization. He was so
loyal that for the sake of the organization, he was ready to go beyond
the job description given to him when he got selected. He had integrity
in his character and he was totally dedicated to the organization.
Therefore realizing that the MD was not taking any interest in that
matter, he decided t o inform the chairman.

Unfortunately there is a mismatch between the values of Ramesh and

the organization where he is working. If value-congruency is not there
between the individual and the organization, both suffer. This has
happened in this case. Ramesh has to resign and the organization once
again need to search a candidate to fulfill that vacancy.

Q. b) In you opinion should Ramesh Deo tell “Rina Das

about the events that led to his resignation?

Ans.:Mr. Ramesh should tell Rina Das about the events that led to his
resignation. It would help Rina Das to understand the value-system of
Mr. Ramesh and she would be able to find out the right kind
organization for him. He is suitable for an organization that manages
business ethically, without any discrepancy any where. He is fit for an
organization where if any one finds out some misappropriation of funds
in some area and points it out to the management he would be
rewarded.

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IF Mr. Ramesh does not reveal the reason of why he was sacked from
his previous job and afterwards it is known to Rina Das; She would not
trust him and help himj in his placement in future.

Q. c) How should the chairman have responded to

Ramesh’s letter?

Ans.:In an ideal situation, the chairman should have had one to one
conversation with Ramesh in order to know about the malpractices
going on within the organization. Then he should set up an enquiry
committee to look into the matter. After getting the results of enquiry
he should have taken appropriate steps. If Ramesh is right, he would
have been rewarded. He should have also taken some steps to prevent
such malpractices in future

Q.3) Presentation of leadership learning.

According to Stephen Robbins, “Learning is any relatively permanent

change in behavior that occurs as a result of experience.” Whereas
Minn et. Al. defines learning as “the process of having one’s behavior
modified more or less permanently by what he does & the
consequences of his action or by what he observes.” Therefore
learning is related to behavior modification through the process of
knowledge & information gathering & its application resulting in
wisdom.

Indian concept of learning teaches us that nothing is permanent in this

world. Joy & sorrow will come & go. We need to accept life the way it
is. No one can change that. Chakrabat Paribartante Sukhani Cha
Dukhani Cha – it means joy & woe are inevitable. It is a cycle one will
come after the other. We also learn from the Indian ethos that always
we should opt for what is desirable, what is ultimately beneficial, good,
sreyas & not what we desire for what we hanker i.e., pleasant preyas.
Indian concept of learning leads to make individuals enlightened souls
are the persons who will have wisdom. They would help us to enrich
the world.
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Learning is a stimulus – response mechanism that brings
transformational change in attitude or behavior.

There are three types of learning:

Classical Conditioning
Apparent Conditioning
Observation Learning

Types of Learning:

1) Classical Conditioning:

It is also known as Pavlovian Conditioning as Ivan Pavlov; a Russian

Psychologist developed this theory.

Classical Conditioning involves forming associations through learning.

Basically, an individual does not respond to a neutral stimulus unless
he is learned to do so. In learning through classical conditioning, a
response is associated with a neutral stimulus. Neutral stimulus is that
one which does not create a respond & actual stimulus is the one that
gets a response.
Ivan Pavlov’s research, neutral stimulus was the bell, actual stimulus
was meat powder, and response was dog’s saliva. What he observed
was that the salivated seeing the meat powder, because that is the
food for it. But when he rang the bell it did not salivate, that means
there was no response from dog. Then he started ringing the bell &
after the fixed time he was giving meat powder.

Gradually, the dog learnt to salivate whenever the bell rang although
meat powder was not provided. Thus Pavlov understood / learnt that
an association can be set up between a neutral stimulus (bell) & actual
stimulus (meat powder).

2) Apparent Conditioning:
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Generally, people are active. They behave in a particular manner to
bring changes in the society. If the consequences are favourable, they
repeat the behavior & thus learning takes place. If an insurance
advisor believes that he should call each customer by name to get
business, then he will do so. If the wife knows that preparing good food
for the husband will make him happy she will do so. If one learns that if
he remains absent, his salary will be deducted, he will not do so.

If the children learn if they lie, their parents will punish them or if they
speak the truth they can be rewarded, they will behave in that manner.
In this way, values can be developed among children. If the
management believes if they trust their employees, productivity level
will improve they will do so.

3) Observation Learning / Social Conditioning:

According to this theory, learning takes place by observing others

behavior or through interaction with others & through an analysis of
the situation in which one operates.

When a new employee observes that the colleagues who are

hardworking & productive & are getting the reward from the
management; he can learn to be hardworking & sincere.

Mechanism of learning account of Indian Ethos.

EXPERIENCE:

Experience one goes through in life is the BEST TEACHER. If one

experiences the good, bad and ugly that life has to offer, one learns
the hard facts if life. Someone you cared for suddenly walks out when
you need him or her help, at such time , life teaches bitter lessons.
How one learns the TRUE WISDOM depends on one’s perception and
one’s mindset.

2) ASSOCIATION:

One also learns through one’s association. There is a saying’ “It is

better to be alone than to be bad company” as our associates,
colleagues, friends also exert influence on our associates, colleagues,
friends also exert influence on us and one learns good or bad habits
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from them. There are some people who are senior to us and have gone
through similar experiences like us – they too can help us by giving
insights into the appropriate for a given situation.

3) FAMILY:

Like friends, family also provides a learning ground for us. It is way we
are brought up, our value systems, our attitudes, our life style all are
learned behavior from our family. Normally the parents and grand
parents give us these essential “sanskars” which act like LIGHT HOUSE
navigate our ship when in turmoil.

4) INSTTUTIONS – SCHOOLS, COLLEGES, UNIVERSITY

Academic institutions also incubate values in young children and are

important source of collective learning. In the formidable age, they
instill discipline and good values which will guide them in their later
life.

5) ATMA MANTHAN – INTROSPECTION:

In this the individual is his own teacher as he searches within himself

what are his strengths and weaknesses. It is a conversation with
oneself when you really probe and know yourself. In the Ancient times
and even now, it is widely practiced when some questions remain
unanswered.

6) PATHNTAR: MEMORIZING:

Another mechanism of learning was repeating what is said, several

times so that one can memorize the same and recall when needed.
This technique was used to memorize, slokas, and stanzas of important
scriptures.

7) SHRUTI: LISTENING:

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Another mechanism of learning, is listening to many Rishis and Munis
and thus remembering and repeating and over a period of time
memorizing the stanzas.

8) SMRITI: RECOLLECTION:

Another mechanism of learning, when there was no record to write and

read the scripture, it was taught by the GURU, to the Shisya only by
memorizing it and recollecting and reproducing the same. There are
many stanzas of sculptures which have been handed down to our
generation only through SHRUTI and SMRITI.

9) MAUN VART: SILNCE:

This is not just silence and no speech but it is also a technique which
silences all the the sense organs and purities the mind. There is lot of
POWER in silence which leads to SELF REALIZATION. This technique
was practiesd more by YOGLS and SADHAK for spiritual development.

10) DHYANA: MEDITATION:

This technique helps focus one’s mind of an object and achieve the
desired objective. By meditating on their object or objective, all our
energies are chanelised to focus and learn in organized way.

The End

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