Conscious Use of Leadership for Indian Managers


Prof. Dileep Kumar M.


Leadership is another factor that influence the behaviour of employees. Managers, who perform the role as a leader, should balance the business needs of the firm and the human resources. They should reconcile the needs of the top management and the needs of the followers. In the global scenario no leadership style can be absolutely followed by the organization. An affiliative coaching and target oriented have more positive impact on the member's behaviour than autocratic form, in order to ensure better human relationship and organizational development. Only when members in the organisation experiences culture of coaching and empowering style of support system they will reciprocate by performing in accordance with the supervisory preferences. The leadership culture, which involves empowering elements always viewed as fair by subordinates. It should consider that the leaders who are reluctant to share power and place trust in subordinates are less successful in developing a culture of teamwork and cooperation. A work culture, which ensures empowerment culture that inculcates the elements like empathy, communication, building relationships, team leaderships, self awareness, initiative, etc., contribute more towards development of high performance culture.


Managers should follow value oriented leadership approaches to control the human behaviour at work. It can be detailed as follows.

1. Leading by examples.
2. Never self promote.
3. Aware of changing facts.
4. Pursuit for excellence.
5. Trust on subordinate.
6. Plan and priorities.
7. Never self promote.
8. Make people believe in themselves.
9. Manage yourself in accordance with time.
10. Be honest and sensitive.
11. Encourage your people to grow and learn more.
12. Be always purpose driven.
13. Full passion and commitment towards work/workers and organization.
14. Employee's satisfaction as first goal.
15. Be clear about goal.
16. Ask for people's views but be neutral and objective.
17. Use relationship as a medium to control human behaviour.
18. Enabling others to action fostering, collaboration in team's working.
19. Concentrate on fair and balanced decisions.
20. Constantly work to achieve the vision and insight.
21. Never afraid of barriers.
22. Be aware of each step.
23. Create an enabling environment.
24. Live by principle.
25. Bold, energetic, value oriented and punctual.
26. Be effective communicator.
27. Never afraid of barriers.
28. Take your worker/subordinates into confidence.
29. Realize the importance of change.
30. Self-aware, self-directive and self managed.
31. Have clear conscience.
32. Innovation and risk taking behaviour.
33. Flexible and adaptive.
34. Realistic and continuing leadership.
35. Zeal to learn more and new.
36. Calm and composed.
37. Positive frame of mind.
38. Belief in professional excellence.
39. Belief in performance than hierarchy.
40. Believe people having strong legs and good heart.
41. Emphasis on learning culture.
42. Exhibiting value- added competence.
43. Belief in transparent functional interaction.
44. Passion for competitiveness and continuous improvement.
45. Emotional maturity and courage.
46. Build up relationship outside organization to get competitive advantage.
47. Establishing integrity through display of elements of honesty, transparency and fairness.
48. Always lead from front even in bad time.
49. Humble in behaviour.
50. Align personal goal with organizational goal.
51. Never give up till last.
52. Strategic thinking.
53. Encourage genuine changes.
54. Inspire and empower.
55. Dedication and persistence.
56. Take notes and keep good record.
57. Keep your promises.
58. Help people when they need.
59. No shouting and ranting and believe in diplomacy
60. Inculcating a sense of ownership for jobs.


In recent years, the business world has experienced a disturbing decline in the expression of positive values by some of its leaders which, in turn, led to difficulties and even collapses of several significant companies (e.g., Enron, WorldCom, and Health South). In conclusion, I believe that this article is may guide leaders in both small scale and large-scale industrial organisations, and non-governmental organizations to establish a better leadership approach that inculcate positive values to the organisational members and a strong organisational culture within the organisation.


* Atwater, L.E. (1988), The relative importance of situational and individual variables in predicting leader behavior. Group and Organizational Studies, 13.

* Bandana Nayak, (1999), "Leadership Style and Job Satisfaction among Supervisors", Indian Management, December.

* Bennis, W. & Nanus, B. (1985), 'Leaders: The Strategies for Taking Charge', Harper, and New York.

* Kahan, R. and Katz, D. (1960) 'Leadership Practices in relation to productivity and morale' D. Cartwright and A. Zander (eds.), Group Dynamics: Research and Theory, 2nd ed. (Elmsford, NY0: Row, Paterson.

* Kenneth Majer (2004) Values-Based Leadership: A Revolutionary Approach to Business Success and Personal Prosperity,' Book Review:

* Keith Davis (1999) "Human Behaviour at Work" Tata McGraw Hill publishing company Limited. New Delhi.

Prof. Dileep Kumar M.

Source: E-mail March 23, 2006


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