THEORETICAL BACKGROUND DEVELOPMENT

Development is all those activities and programme when recognized and controlled have substantial influence in changing the capacity of the individual to perform his assignment better and in going so all likely to increase his potential for future assignments. Thus, development is a combination of various training programme, though some kind of training is necessary, it is the overall development of the competency of managerial personal in the light of the present requirement as well as the future requirement. Development an activity designed to improve the performance of existing employees and to provide for a planned growth to meet future organizational requirements is development.

Employee development is based on following on assumptions. 1. Employee development is a continuous process. It is not one shot programme but continues though out the career of a manager. 2. Employee development is any kind of learning, is based on the assumption that there, always existing a gape between an individuals performance and his potential for the performance. 3. Employee development seldom takes place in completely peaceful and relaxed atmosphere. 4. Employee development requires clear setting of goals. 5. Employee development required conducive environment. Historical Perspective of Career Development Programs

Private Sector

Career Development Programs have been around since the turn of the century. The number of organizations using them has steadily increased since the mid1970s, as more organizations strive to meet the needs and expectations of their employees. A 1991 survey of 1000 private agencies, 70% of the respondents had or were planning to implement Career Development Programs in the workplace (Gutteridge, Leibowitz, & Shore, 1993). The increasing popularity of Career Development Programs suggests many organizations are willing to play a major role in career planning and employee development. Organizations that emphasized customer service, organizational performance, professionalism and employee empowerment were most likely to have Career Development Programs. In a 1978 survey conducted by the American Management Association on company-sponsored Career Development Programs, over 90% of the respondents found them to enhance job performance, help employees use personnel systems more effectively, and improve the utilization of available talent (Walker & Gutteridge, 1979). In the late 1980's, a number of large corporations (British Petroleum Exploration, Amoco, Baxter Healthcare and John Deere) developed and implemented comprehensive and visible Career Development Programs in the workplace. Each of these companies used methods such as career counseling, workshops, workbooks, along with techniques such as self-assessment testing and job rotations to enhance their employees opportunity for growth and development. This resulted in lower employee turnover, fewer employee complaints and higher levels of job satisfaction. In fact, Baxter Healthcare has the lowest employee turnover in their industry segment. The results achieved by larger organizations caused even mid-size and smaller organizations to implement Career Development Programs.

Public Sector Even with the increased popularity of Career Development Programs, the public sector has lagged behind the private sector in instituting these programs (West & Berman, 1993). Why is this? First, organizations in the private sector are extremely competitive and their bottom line is directly tied to corporate profits. Competition occurs in a global rather than a national context. Also, technological advances have occurred more quickly in the private sector that requires more highly skilled workers. Quite simply, organizations in the private sector must maintain a competitive edge and their overall success translates into corporate profits. Conversely, organizations in the public sector are servicedriven and operate on budgets that are generated primarily by taxes. Career Development Programs in law enforcement have been even slower in

developing. In fact, "career development has been traditionally viewed as nothing more than promoting officers through the ranks until they are eligible to retire" (Gibbons 1995, p. 16). At best, employees are given limited guidance in professional development and little, if any, guidance in areas pertaining to personal growth. Economic pressures have also attributed to the slow growth of Career Development Programs in law enforcement. In the mid-1980's, many police departments were forced to reorganize in an effort to reduce costs. The terms "flattening and downsizing crept into the vocabulary of many administrators" (Grossman & Doherty, 1994, p. 11). This resulted in fewer and fewer opportunities for promotions, and this trend will most likely continue into the 21st century. As a result, organizations must emphasize the strong value of growing and learning one's current job, as well as, exploring other areas within the organization. In recent years, many law enforcement agencies have sought accreditation through the Commission for the Accreditation of Law Enforcement Agencies, Inc. (CALEA). This independent accreditation process ensures that law enforcement agencies have met specific requirements and prescribed standards. Participating agencies devote considerable manpower and resources in order to be accredited. CALEA requires that participating agencies have a documented Career Development Program (Commission on the Accreditation for Law Enforcement, Inc., 1991). As a result, an increasing number of law enforcement administrators realize the importance of Career Development Programs and they are viewed in similar context to the private sector.

Theoretical Basis for Career Development

Career Development Programs have evolved because of changes in the workforce (work-life balance, diversity, focus on quality), advances in management theory (employee motivation), changes in managerial styles and the increasing complexity of technology. It is these contemporary trends which have fostered the growth of Career Development Programs. Work Force Changes In the past, "employees tended to remain attached to one or two organizations throughout their careers, with loyalty to the organization and acceptance of the employer's authority being the norm" (Lewis, 1986, p. 16). It wasn't too long ago that social class guided ones career. An individual usually did what their parents or grandparents did. However, employees who entered the workforce in 1990, "will work for as many as five different companies and have ten different jobs before they retire" (Scheele, 1992, p. 16). This does not mean that employees are disloyal or uncommitted, but they may have multiple loyalties and commitments to their

professions, families, avocations, and their personal well being. Where employee loyalty exists, it is often to a profession rather than to an organization. An even more pressing reason for organizational change involves the demographics of the workforce, which is experiencing a steady increase of women, minorities, disabled, as well as, older workers. All of the factors have caused organizations to re-evaluate and assess their most valued and importance resource, their employees. Also, Total Quality Management (TQM) has become a dominant concern of many organizations. With the emphasis on customer service, quality in daily work and continuous improvement, it is seen as essential to organizations that desire to maintain a competitive edge.

Nature of Employee Motivation All employees are motivated, but organizations must realize every employee is motivated by a different set of needs. It is an employee's ability to satisfy these needs which propel human activity. An organization's ability to understand and address these needs will result in higher levels of job satisfaction and enhanced performance by its employees. In the 1940's, a behavioral scientist, Abraham Maslow (1954), developed a general theory of motivation. Maslow acknowledged that people really have a great many needs which he condensed into five distinct categories. They were arranged in order of importance, from the most basic needs (physiological) ascending to the most complex needs (self-actualization). These five categories, became known as Maslow's Hierarchy of Needs

It was Maslow's belief that one's needs must be satisfied at one level before ascending to the next level. Maslow insisted that one could not experience some of these intrinsic motives unless more basic motives in one's career were first achieved, such as earning enough money, being secure in one's job, and having pleasant colleagues with whom to associate. Conversely, if one's needs go unsatisfied over along period of time, an individual will either quit their job or engage in some form of dysfunctional behavior. Maslow's ultimate need, "self-actualization", is described in terms of one's desire to reach their potential and achieve personal fulfillment and growth as a person. In other words, people seek to become all they are capable of becoming. People want to realize their potential, growth, fulfillment, and to feel a sense of accomplishment. According to McAfee and Champagne (1989), few people reach a point of total selfactualization. They believe individuals can always achieve greater competency and mastery in what they are doing. Another motivational theory developed by Clayton Aldefer (1972) called the ERG Theory, also arranged people's needs in a hierarchy. Aldefer incorporated Maslow's Hierarchy of Needs into 3 categories; i.e., existence, relatedness and growth. Aldefer theorized the less each need level goes unsatisfied, the more it will be desired. However, if the higher-level needs, which includes the need for personal growth, goes unsatisfied, the individual will become frustrated and seek lower-level satisfaction. This frustration-regression process is the major difference between his and Maslow's motivational theories. In another motivational theory, Frederick Herzberg (1975) points out that while maintenance factors such as salary and job security can be associated with job satisfaction, the real motivators are the opportunity for growth and recognition and the opportunity to demonstrate a higher degree of competency in one's job. Finally, Vroom's (1967) motivational theory concludes that individuals exhibit a higher level of motivation if they believe that their efforts will be rewarded and the

rewards are of importance to them. It is important that organizations understand that differences exist among individuals and what motivates one employee may have little or no effect on another employee. Career development can provide a chance for employees to clarify their individual goals and identify what paths they can take within the organization to reach their objectives and earn valued rewards. If organizations can assist employees in satisfying their needs, they are more likely to be committed to the organization and its goals.

Managerial Styles
Changes in managerial styles have contributed greatly to the overall success of career development. Management scholars have long been aware of the distinctions between Douglas McGregor's "Theory X" and "Theory Y" management styles. According to McGregor (1960), Theory X managers assume that employees dislike work, seek to avoid responsibility, and need coercion and control to make them work toward organizational goals. The Theory Y manager believes in the inherent creativity of employees and assumes that they are generally interested in directing their own work. The Theory X manager was also concerned with productivity, rather than with employees' needs for involvement. The Theory Y manager tends to emphasize the human aspects of the work environment. Organizations must no longer choose between concern for people or concern for production. According to Blake and Mouton (1978), the most effective managers are those who realize that employee commitment and productivity are directly related to the organization's overall effectiveness.

Technology
Rapid changes in technology have transformed every aspect of the workplace. Advances in technology (computers, communication, etc.) have resulted in the need for skilled professionals, and this has caused problems for many organizations. As a result, these organizations were forced to hire skilled technicians or fill these positions with untrained personnel. These technological advances further stress the importance of having a Career Development Program. Employees would be able to make practical career decisions based upon the organization's current and future needs. Organizations will benefit by being able to use existing personnel to fill "new" positions. Factors of Globalisation Issues

Factor 1: Awareness and Concerns of Globalization Globalization as an issue has been found to be at the back of every member of the Organisation. The respondents reported that they have come to strongly believe in it because of the awareness about the concerns of globalization in many training programs. They have been hearing about the same from the last decade and have taken that as a mixed feeling. In majority of the interviews as well as in focus group discussions they have shown a high concern for the same and its importance to be managed. After the issues of globalization, Chera project came up. Today they are aspiring to be number one and become global. The research findings of the associated factors related to this factor are: i) Globalisation Concerns and Core Competence: Globalisation today has a high concern today in ABCL reportedly because lot of foreign companies have started coming to India. They are regarded as a threat to ABCL. The respondents felt that they have become global does not mean that they have higher competence than them. But the reality was that they have started coming to our country and we are still to go. The core competence of ABCL is high and has lot of strengths in them as evidenced by setting up of even turnkey projects in Nepal and other countries. They however felt that tackling globalization appropriately required taking stock of internal competence, benchmarking with overseas competences, raising individual and Organisational competency levels and capabilities best utilizing them. ii) Demonstrated Core Competence ABCL has demonstrated its core competence by undertaking consultancy to outside countries. It is constantly thinking to become global and have aspirations to become international. ABCL is providing consultancy to outside Organisations within the country and outside the country in hydropower engineering. This has given lot of confidence and they feel that the competence and capacities possessed by the Organisation can help them emerge out as a driver that can put an Organisation on international map. iii) Importance of Globalization Globalisation is being given due importance at headquarters. At project levels, the globalization feelings are recent. However, the necessities of globalization have led to the adoption of international systems and practices.

Factor 2: Competitive Advantage

Domestic competitions have intensified by coming of new players such as DEFL Hydro, Jaypee and others. The Organisation has huge capacities for rejuvenation and meeting any competition challenges and is adequately backed by concrete core competence for driving Organisation towards excellence. The Organisation also is making a planned initiative for meeting competitive threats and having a competitive advantage. The research findings related to the associated factors of competitive advantage are: i) Growth Strategies ABCL has been resorting to growth by way of undertaking new and new projects, commissioning ongoing projects and undertaking JVs. It has been undertaking international consultancy in hydropower engineering including turnkey contracts, modernization and renovating projects in Myanmar, Bhutan, Nepal and other places.

ii) Vendor Development Vendor development has become a powerful need today in ABCL. A new department is being created for developing new vendors as many vendors have become its competitors. Jaypee, a project consultant has gone into hydro. The Organisation is continuously searching for new working relationship for contracting work to vendors and associating, networking and collaborating to achieve new global heights and maintaining leadership. iii) Business Strategy The Organisation has evolved a well planned business strategy for achieving a world class position in hydropower generating sector. ABCL has gone for various diversifications such as going into thermal, gas apart from JVs in hydropower generation. ABDC has been set up in a JV with government of Madhya Pradesh is managed completely with ABCL people with its competence. Other JV projects are also underway. Factor 3: Hydropower Leadership ABCL has been making best of the efforts to take up new projects either wholly by itself or under a joint initiative with a state government like ABDC. New and new projects are continuously being identified to undertake. Even with lot of competitors coming in the field, lot of work will be there. However, the respondents both in interview and focus group discussion, admittedly mentioned that they can take only some share from the total hydropower potential as there

growth will be based on our copied expertise. They can copy some expertise, snatch some of our competence but they feel that they can not take all the competence ABCL has. The core competence it has new project initiatives will continue and so our growth. The vendors who have become competitors also may continue to be our vendors. The research findings related to the associated factors of hydropower leadership are: i) National and International Recognition The competencies in hydropower engineering has been so greatly demonstrated that both the national and international community has a high recognition and acceptance of the same and both are continuously awarding consultancy work and / contract. ABCL has become review consultants for DEFL who have given a bid for Dubai Electricity and Water Authority to meet the qualifying criteria as a bidder in Gas Insulated Switchgear (GIS) designing and commissioning. ii) Internationalisation Strategies The present foreign initiatives are limited only to undertaking consultancy assignments or undertaking together with other Organisation or becoming a subconsultant to a major part of the consultancy based on its core competence. However, there are no initiatives where there is a consultancy provided for a hydropower engineering and the same as having been culminated into a JV initiative. The strategic drive for managing externalities also appears to be less aggressive.

iii) Shift in Emphasis from Mini, Small and Medium to Mega Projects Internationally, mega projects are more common and their productivity is high. ABCL has lesser number of mega projects. There is however a trend to undertake mega projects both on its own and also as a JV.

Factors of Vision, Mission and Strategies

Factor 4: Awareness and Clarity of Vision and KPA While talking about vision and mission everywhere (be it the head office or project), it is found everyone has shown its awareness, but its true spirit is

known to people in two extreme varying degrees. As regards clarity of KPAs and KRAs among various employees at officer level and above are concerned, all that they know that it has some bearing with the MoU with the MoP. Since they are also linked with promotion and also performance related pay there is a trend towards trying to understand them in as best a possible manner as they can. But discussions and also observations across the Organisation at both head office level and region level reveal that they know it is something which is important for them but how to go about them is not very clear to them. Therefore when it comes to filling up the forms, they try to conform and get some rating. They get into and out of promotion zone and get performance pay ranging between 30-70% of the basic pay. The clarity may occur in its normal course over a period of time but ther is no Organisation initiatives as such where there could be a focused purpose to bring about clarity in KPAs on which the role clarity is dependent. The research findings related to the associated factors of hydropower leadership are: i) Top Management Vision A feeling exists among respondents that the earlier CMD was having a strong vision and drive towards excellence. The Organisation has a clear Organisational vision and mission properly aligned to the goals and strategies. The respondents report lack of clarity of the vision in the present leadership as against the previous leader. However, the very fact that the Organisation has been giving high profits, have been adding new projects, have been continuing to get excellent rating, has become a mininavaratna company and striving to become a navaratna company, it is just not possible without a clear vision. Some respondents have reported that the present leadership does not have any vision. His emphasis is on cost cutting measures, show more profits.How true it is needs to be explored as the obviousfacts and realities are not supportive to it. Certainly a lot of dynamism is required at top management. Some respondents also have expressed doubts about the integratedness of the top team and also pulling together of two well with each other. ii) Vision Development and its Operationalisation: The total hydropotential of ABCL is assessed at more than 75000 MW. The initiative is to be undertaken by ABCL and also other hydro players (new ones within the country and foreign players who may come in future). ABCL is already at a stage where its total hydro generating capacity today is placed at around 5000 MW and is to become a 12000 MW company by 2012. This has been possible by various strategies adopted so far by ABCL. It has prepared a vision document for setting up hydro power projects to the tune of 50000 MW for development across the country. Policy makers have been persuaded and

there is a constant push of top leadership. However, keeping in viw the realities of high gestation periods of commissioning hydro power projects and size of the units constrained by the flow and availability of water, ABCL also has taken a decision for diversification into other related lines of products, such as into thermal, gas, nuclear, including turnkey project consultancy for which immense scope exists across the globe. It has done this to exploit maximum possible growth potential in the core business competencies it has developed and venture successfully into other areas by way of establishing new divisions / new venture groups. It has changed its name to ABCL Ltd. thence. iii) Importance of KPAs Performance appraisal is now being done Key Performance Areas (KPAs) and Key Result Areas (KRAs) based. These KPAs and KRAs are to be jointly decided by both superiors and subordinates and assessments made by the superior upon such agreed KPAs and KRAs of the subordinate. There is also a system of Performance Review and Discussions (PRD) of course the adverse remarks are to be communicated to the employees. KPAs and KRAs are key to Performance Management Systems and these are to be drawn from the performance parameters as it appears in the MoU as set out jointly by the Ministry of Power and ABCL based on which the company has been getting excellent rating. It has been observed that MoU is though available in printed form only at few places, the officers do have high clarity of the contents of the MoU that are applicable to their department and them. The task allocations, the work responsibilities and drive to achieve the parameters set out for their department is closely at the back of each and every officer. In some cases, there has been also found a high passion for the achievement of the parameters and its achievement before time gives a lot of pleasure feeling to the Chief of the department and shares it often with colleagues and friends and other people in the department. iv) Process of Developing Vision and Mission Awareness An effort is made in the induction programmes of new employees joining the Organisation at officer level to make them aware about vision and mission. However, some of those respondents mentioned that its importance is only in the program and after coming to work they felt it was more theoretical / bookish in nature and had little relevance to work. Factor 5: Effective Performance Management Systems i) Passion for KPAs and its Institutionalization

The vision and mission though is evolved by a group of top management personnel of the Organisation and widely disseminated, its understanding and linkages with roles are still to be achieved. Developing a passion for KPAs and institutionalization across the Organisation which requires an intensive awareness and conscience building program is missing as at present. Institutionalization by a normal process is likely to take a lot of time. ii) Vision- and Mission-driven Growth Strategies Heavy emphasis is on cost effectiveness and timely completion of projects. Monthly and quarterly project review meetings are held with contractors and project officials. Contractors are given high regard for their expertise and shouldering the responsibilities for construction and development of projects. The review is not a straight forward review as each project parameters are new. Detailed geological investigations are done wherever required for earliest completion of projects. Free mind set ups like consideration for their work priorities, protection of their interests, transparency etc are given due consideration. Advancement of ABCL in hudro power projects require development of vision-mission linked strategies. iii) Instrumentalities to Operationalising and Integrating Vision and Mission Quality Policy and Integrated Management Systems are said to be evolved out of the Organisational vision and mission while these have its roots in Quality and Environment Management Systems. These systems can be used to bring in the linkage with the vision and mission quality policy, environment policy has its roots in vision and mision. iv) Implementing Performance Management Systems Performance Management Systems are being talked about, however, it appears that the understanding of these by the people down the line and its linkages with departmental vision etc is not firmly established. The Business Process Reengineering (BPR) consultancy document, a very thoroughly prepared document is mainly recommendatory in nature. However, its proper implementation only is going to have an impacting effect on improvement of performance.

Factor 6: Top Management Leadership The leadership of the previous CMD has been reported to be highly dynamic and is a highly talked about also at every place in the Organisation. He has left the Organisation almost more than 3 years ago but is still alive in the memories of many. There was a high competitive advantage during his leadership. He was

also politically very strong, and was a person reswponsible from preventing ABCL a subsidiary of DEFL. This kind of a job, the members strongly feel, none except him could have done it. He used to talk directly to Secretaries, Ministers. He was very powerful. The overall excellence in Organisational leadership can be attributed thus to the combined effort of previous leaders particularly the turnaround leader rather than only a single individual in the Organisation in leadership position. The leadership decisions and actions of the previous leaders provide a clear momentum to the Organisation to continue to move towards an area of excellence. Powerful leaders are drivers of rapid Organisational growth, with not only a strong inner drive, but also possessing potential strength, capacities and capabilities to successfully handle obstacles, hurdles, impediments and all the limitations and constraints that might come in the pathway to achieving excellence. i) Vision Document The present CMD has got a vision document developed: Hydro Power 50000 MW initiative. In this, projects worth 50000MW are identified and vision document prepared for development across the country. Policy makers have been persuaded and there is a constant push for hat by the top leadership. Vision document of ABCL is a very valuable document related to ABCLs vision and mission fulfillment. The present CMDs strengths barring few criticisms (seen more as an implementer by some) are talked about as regards dynamism is concerned. ii) Turnaround Leadership The previous leader who had a stay of more than 7 years in the Organisation is regarded as a turnaround leader because of whom the Organisation is what it is today. The state of ABCL when he took over as a CMD was not very good and was a 3500 MW company. However with his strategies, drives and plans it had had a continuous growth of projects, JVs etc and the projects finalized by him have started giving results now. At present there are very few projects which are being finalized. Some projects in J&K have gone to our competitors which could come to us if the leadership was of that kind. iii) Managing Gaps in Top Leadership due to Bureaucratic Appointment Delays Like any public enterprise, there has been for a short duration also a gap in the functional leadership at Directors level, with only CMD and the Director (Finance). Things were managed smoothly even during this time, with responsibilities of Directors of Technical, Projects and Personnel being shared between CMD himself and Director (Finance) for almost about two to three months when the Directors of Technical, Personnel and Projects

were appointed by the Public Enterprises Selection Board (PESB), an authority responsible for appointments of such Directors. iv) Global Leadership Initiatives ABCL has started making a concerted drive towards achieving a place in the international community by making a small beginning of providing consultancy services to developing countries in hyudropower engineering. Achieving a worldwide status is one of the missions of ABCL. v) Leadership Ownership Leadership has been changing frequently and has been for durations ranging between 17 years, longest being 7 years of the previous CMD and the next longest of the present one who is also likely to complete a tenure of more than 5 years. It is observed and also reported that there has been a maximum growth of ABCL during this period. Continuity of leadership is an important issue for higher growth. vi) Focussed Leadership There has not been a focused leadership in the Organisation as there were many leaders (CMDs) who were for a duration ranging from 13 years except the previous one and the present one which is from 47 years. That alone has made a difference in what ABCL is today. Certainly, leadership makes a difference. vii) Chairmans Team Chairman forms his own team for doing work based on his likes and dislikes for individuals. Parallel shiftings are often resorted to make his team. People talk about it: Charman is building his own team.

Factor 7: Effective Executive Leadership i) Assertive Leadership A widespread feeling persists of the Ministry not giving free hand to ABCL as compared to other PSUs. It always interferes in functioning. More than half of the time of the top leadership would be getting away in managing these interferences. The present CMDs leadership is being also felt as assertive, who has given a high empowerment to people and is supportive to innovative ideas and initiatives. Many new projects have been finalized in the regime of the new

CMD. A number of awards have also been received by ABCL from a number of Organisations. Under his leadership, it has become a miniratna company and is striving to become a navaratna company. As an assertive leader, he aptly manages what is called the interferences coming from the bureaucratic and governmental regimes / processes, and not put them forth as limitations and constraints for achievements. A high clarity of directions has added value to the decisions and every little decision had highest impacts in terms of motivation towards achieving excellence. ii) Developing Managers as Leaders There is no specific initiative for developing leaders for taking up positions at various stations, projects, regions, etc. It is purely based on seniorities, competencies, exhibition of talents in positions held and also the personal choice of CMD. This is an important factor as evidenced by many respondents saying, it is CMDs team. Through this process very dynamic heads of projects have been identified. Head of Chera I, which has been completed in a record period of time and is among one of the talked about projects is an example. Heads of projects are generally given freedom to chose his team and members are not forced upon him for deliveries in the project. They are generally from among those who have earlier worked in the past with him and according to those project heads, they are capable of giving results, have gone throught he project hardships. This is applicable upto the peons levels also. iii) Powerful Followers Powerful followers, defacto the leaders of tomorrow have made to the top levels including the board level. They have reached to those levels by greater trusts, support, empowerment and shared leadership processes. They have reached these positions by way of hard work and strength of their work. They have the capacity to take the Organisation forward. There are also some at the Chief level (ChiefElectrical, Tista IV), who has huge capacity but does not get freedom. Even President of NOVA, presently GM of Chandigarh region, is also of positive thinking. ED Ram project are also among the names who can be called as powerful followers. iv) Developing Leadership Skills Leadership development initiatives are mostly by way of exposing employees in leadership concepts and challenges for change and growth. There is also a high emphasis of developing leadership among officers at Manager and above upto Executive Directors through processes such as competency mapping, assessment and development centers.

v) Shared Leadership Processes: EDs Conclave At frequent intervals, ABCL organizes Executive Directors Conclave to share and discuss burning problems and reach best solutions. Leadership insights, focus, foresights, vision with respect to the problem discussed from various leaders are not only shared but also acquired for long term problem solving. Leadership development is occurring in a good way with this process. vi) Coaching Subordinates Whenever a subordinate is in a fix to decide about decision that he has to actually take between one he is being asked to do and what he is actually wanting to do or not wanting to do, basically confronted with value laden issues, superiors have been found in some instances to giving their subordinate, a patience hearing and facilitating him to take the most appropriate decision. The effort observed has been to building strength in the subordinate and develop or adapt a more flexibility in leadership than remaining in a state of rigidity which is important for getting results. vii) Project Leadership Challenges Each hydro project has a typical terrain with respect to geological conditions, and tunneling operations for dam construction requires different strategies. Various issues also require to be handled particularly related to environment, water, apart from technical drives required. A powerful leadership for completing projects before time is required. viii) Developing Subordinates There have been many instances where subordinates have been developed by superiors. They have been informally guided and coached to obtain higher qualifications and that has helpd in raising knowledge levels of people in the Organisation. ix) Poor Inter-departmental Cooperation Some subordinates in another department at a sufficiently lower levels have not cooperated with a senior level officers request for some work on the plea that he does not believe inacting on verbal instructions.

Factor 8: Super Specialty Centered Leadership Dynamism Based on three different nature of work involved in setting up hydro power plants, such as investigation, design and construction, the technical employees have developed special skills, particularly specialized skills (super speciality) in their respective areas of working. Organisation has been particular about this

and has provided several opportunities to those who have developed these kind of specialities by providing international consultancy. i) Leadership Development by Understudy There has been a process of placing junior or new appointees at officer and supervisory levels to those having engineering degree and diploma but do not have experience. By working with those who have been working on various projects for a long time thes employees have been developing but of late since here has been reduced intakes at entry levels and so this process of developing as an understudy has also reduced. This has however been a very effective way of developing high level of technical competence among novice engineers and diploma holders. sii) Leaders Motivation There are instances of leaders with high accomplishments and low accomplishments rewarded equally. This is a source of demotivation for higher accomplishments. iii) Knowledge Development and Management A large number of employees have acquired higher / additional qualifications to enhance their capabilities and knowledge levels to occupy higher positions of responsibilities. The Organisation has no formal provision for facilitating such a process. This is an initiative by ones own self for self development. Earlier there have been promotions and now not much Organisational encouragements seem to exist. There has been in some instances, where when Ph.D. admission was obtained by an employee, there was a lot of resistance to give him permission to pursue the course. After rigorous pursuance when the officer obtained the permission from the Organisation, he was transferred in a month to a remote place from where the accessibility to IIT Delhi was altogether broken and in such a case the impossibility of pursuing the program. iv) Work Pressure Management The top leader has to manage high pressure from various quarters, central government, state government, local political leaders, union, and many others including difficult working conditions. In one project (Ram II, the tunnel boring machine got stuck in the mountain. The same is there and the decision is to be taken by the government and also to some extent political as local people are involved. v) Confidence in Leadership There are some superiors for whom even the term stubborn has been used by a few of the respondents. In some cases, such persons have been placed in

higher positions with high powers in front of which there is no way for the subordinates either to totally accept and continue in a state of frustration or leave the Organisation.