Indian Leadership Style Analysis

India is a country of great diversity. There are substantial regional, linguistic, cultural, and

Religious variations across the country. Given the wide range of variation, it should be impossible to generalize about the society, organizations, and leaders in India, as also about organizational and leadership practices in Indian organizations. There is however hope because in spite of the fact that the languages of India are many, and there are well marked differences between one regional culture and another, yet there is an over-all unity of design which makes them all members of one family. This stems primarily from the economic and social organization of the country and extends to commonness of intellectual and emotional attachments and

The economy is a mixture of traditional village farming and handicrafts on one end, to modern agriculture, a wide range of modern industries, and a multitude of services on the other. It has emerged as one of the world’s leading exporters of computer software in the last decade, for example. Other industries include textiles, chemicals, food processing, steel, transportation equipment, cement, mining, petroleum, machinery and machine tools.

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 style.

Thus, what may appear to be an effective leadership style for a manager may not be equally appropriate to others? The important variables in this context are superiors, subordinates, and the situation under which a particular style is followed. The analysis of variables may throw some light upon the adoption of appropriate style.

1. Indian

Similarly, caste system is emphasized so much that it creates conflicts between two different castes.

Besides, there are many rituals in the Indian society. The reduce anxiety, like other ‘given’ ways of doing things provided by tradition and society. Rituals help in the smooth functioning of a system or an organisation, and reduce anxiety and tension relating to new situations. They also prevent the development of the exercise of discretion and the power of decision-making in situations of uncertainty.

The above discussion does not mean that traditionalism is the only guiding force in our society. The industrialisation has entailed many changes in the social and cultural life of people. The rituals that society had developed to deal with the problems of growth and to cope with the anxiety and tension are no longer appropriate in a technological change.

In industrial society the rate of change is very high. Its implication for managers is living in an environment which is full of changes and uncertainty. Such circumstances demand greater consultation and participation on the part of managers. Thus, the changing situation is more suitable for participative