traditional leadership vs modern leadership practices

7/26/2019 Traditional Leadership vs Modern Leadership Practices

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CHAPTER-1

INTRODUCTION

The European states have experienced structural changes in labour market and living

conditions during the last two decades, which are discussed as factors that may influence

Moral levels in populations (Theorell & Vogel, !!"#$

The structural changes have led to new demands on employees% flexibility and ability to

handle changes, which is referred to as a Moral risk (ronsson & ')gren, *++, rnet-,

*++.#$ There is no consensually agreed/upon definition of culture$ 0ulture is variously

defined in terms of commonly shared processes1 'hared ways of thinking, feeling and

reacting2 shared meanings and identities2 shared socially constructed environments2

common ways of interpreting how technologies are used2 and commonly experienced

events (3ouse, 4right & ditya, *++5#$ 6t is almost self/evident and no surprise to

common sense that leadership possesses such power, as it is a social process itself and the

social climate develops as social process$ 'tudies of different kinds have verified the role

of leadership style for the climate formation2 correlation studies (E7vall and rvonen

*+8, E7vall, 9rankenhaeuser and :arr *++.#, case/studies (tedgard *+85#, action/

research (Marrow, ;ower and seashore *+.5#, and studies with experimental design

(


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attractiveness (Van der 3eiden, !!", !!#, personal factors like personal

innovativeness (garwal and :rasad, *++8, *+++#, or interpersonal factors like trust

(Ceffen et al$, !!"#$ lso concrete management actions like offering training and

education, and organi-ational technical support have been shown to play a role in

influencing individual usage of innovations ('chillewaert et al$, !!D#$


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performance in the small medium and large organi-ation in 6ndia and other countries

using different leadership styles$

Leadership styles:

There are different approaches to studying leadership$ =ukl (*++# considers the trait

approach and the charismaticFtransformational leadership approach as two maor research

avenues to the concept of leadership$ The first, focusing on personal attributes of

successful leaders, has mainly been used in psychology$ 6n organi-ational studies, the

second approach is used more often$ Ariginally the theory of charismatic leadership was

coined by 3ouse (*+55#, stating that a charismatic leader is generously accepted and

obeyed by followers by having a strong need for power and a high self/confidence$

:arallel to this conception of charismatic leadership, the concepts of transformational and

transactional leadership were developed by ;urns (*+58# on the basis of observing

political leadership$ ;ass (*+8D# further extended these notions and applied them in an

organi-ational setting$ 6n his theory transformational and transactional leadership are not

defined to be on a single continuum, but as two separate concepts$ leader could possess

elements of both styles$ The transformational style of leadership is characteri-ed by

charisma, individual consideration, intellectual stimulation, and inspirational motivation$

0harisma can be defined as the degree to which the leader behaves in admirable ways

that cause followers to identify with the leader (>udge and :iccolo, !!# or the amount

of faith, respect, and inspiration he instils (;ass, *+8D2 ;ycio et al$, *++D#$ 6ndividual

consideration refers to the ability of a leader to consider subordinates individually, by

delegating proects to stimulate people, creating learning experiences, and paying

attention to the personal needs of these followers$ 6ntellectual stimulation is the act of

encouraging new ways of thinking, reasoning before acting, and enabling subordinates to

analy-e problems from many different viewpoints (volio and ;ass, *+88#$ 9inally

inspirational motivation is inspiring and empowering followers to enthusiastically accept

and pursue challenging goals and a mission (;ass, *+8D#$ Transactional leadership on theother hand is characteri-ed by contingent reward and management/by/exception$ The

former refers to whether a leader rewards his followers when they act in accordance with

contracts, rules, norms, agreed/upon obectives, or expend the necessary effort on a

certain task (3owell and volio, *++"#$ (Mitch Mc0rimmon# introduces some benefits of

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http://www.suite101.com/profile.cfm/mitchelldrewhttp://www.suite101.com/profile.cfm/mitchelldrew


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transformational leadership style$ There is no doubt that being able to inspire people,

stimulate them to think differently and pay attention to their needs are great

ways for a leader to behave$ 6f you have good content and integrity and can present a case

for change with enough enthusiasm to inspire people, you are more likely to win them

over than if your communication style is sleep/inducing$ ;eing inspirational is most

useful in situations where there is no evidence or the facts are unclear$ This is especially

true with clashes of values or standards of behavior$ (Martin


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goals and supervise the employees in order to make followers work by remaining on

track, the remaining work is of employees that how they satisfy the customers$ s many

employees are sincere with their work and cooperative with each other, they can get goals

easily (Agbonna et al$, !!!#$

The Laisse! "aire Leadership tylewas first described (


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3igh power motivation in nurse managers has been found to correlate negatively with use

of good leadership behaviours and high staff nurse ob satisfaction$ Managerial

motivation for achievement, on the other hand, correlated positively with use of good

leadership behaviours and high nurse ob satisfaction (McLeese/'mith, *+++#$ 'kogstad

& Einarsen (*+++# found positive correlations between a changes centered leadership

style and subordinates% ob satisfaction, organi-ational commitment and evaluations of

the leader%s competence$ Gpenieks (!!"# investigated nurse leaders% perceptions of what

comprises successful leadership in today%s acute inpatient environment$ The results show

that 8"K of the nurse leaders validated that access to power, opportunity, information,

and resources creates an empowered environment and a climate that fosters leadership

success$ ccess to these factors also enhances good work satisfaction among nurses$

Jesearch results from several studies indicate that both consideration and initiating

structure behaviours of leaders are positively related to ob satisfaction among

subordinates (7ennerly, *+8+, ;are/Aldham, !!, lsubaie, *++5#$

;oumans &


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CHAPTER-)

CO*PAN+ PRO"ILE

),1 HITOR+

ALC0whichwas incorporated on >une ", *++" is a public sector petroleum company in

6ndia$ 6t is the most valuable country in 6ndia by market capitali-ation contributing 55K of

6ndia%s crude oil production and 8*K of 6ndia%s natural gas production$ 6t is the highest

profit making corporation in 6ndia$ 6t was set up as a commission on ugust *, *+D.$ 6t is

involved in exploring and exploiting hydrocarbons in . sedimentary basins of 6ndia$ 6t

produces about "!K of 6ndia%s crude oil$

'ales N+$58 billions

:rofits N$*. billions

ssets N*+$*8 billions

Market Value N5$8. billions

Employees "8,!""

ALC0 has a uniue distinction of being a company with in/house service capabilities in all

the activity areas of exploration and production of oil & gas and related oil field services$

Leedless to emphasi-e, this was made possible by the men & women behind the machine$

Aver *8,!!! experienced and technically competent executives mostly scientists and

engineers from distinguished Gniversities F 6nstitutions of 6ndia and abroad form the core of

our manpower$ They include geologists, geophysicists, geochemists, drilling engineers,

reservoir engineers, petroleum engineers, production engineers, engineering & technical

service providers, financial and human resource experts, 6T professionals and so on$

5


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),) ORANI.ATION TRUCTURE

),/, LIT O" 0E+ *ANAE*ENT PERONNEL

*R, UIR RAHA 2CHAIR*AN 3 *D-ONC4

Mr$ 'ubir Jaha Jeceives CHE*TECH-CE5's Achie6erAf The =ear ward

Mr$ 'ubir Jaha bags '0A:E 6ndividual Excellence ward for his outstanding

contribution to :ublic 'ector Management$

Mr$ 'ubir Jaha has been awarded as the 7CEO %si$ess Leader o# the +ear8in

recognition of his


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ssumed badge/of/office of the Preside$t of the 6nternational 9ederation of

Training & Bevelopment Argani-ations,

ALC0 Croup of 0ompanies comprises of Ail and Latural Cas 0orporation


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* ALC0 Videsh


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Janked *8thamongst D! publicly traded global companies in oil &Cas industry

based on market capitali-ation and *Dthy amongst listed integrated Ail & Cas

companies$

0onferred the Colden :eacock ward for the P0orporate Covernance% during the

6nternational 0onference on 0orporate Covernance$

I$dia$ Ra$;i$@Reco@$itio$:

;agged the prestigious LBTV :rofits ;usiness


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engineers ,production engineers ,engineering & technical service providers ,financial and

human resource experts 6T professionals and so on$

;ehind the excellent results achieved is a work force of "D!!! strong belonging to various

discipline of the company actively in the persistent search of oil and infuse with a new O

ethos and productive work culture$ The 0ompany is aware that its success is mainly due to

its greatest assets Oits people a multifaceted, multidisciplinary group with complete n/ house

capabilities for all activities in the industry$ To meet the reuirement of manpower, revised

manpower norms for operation of drilling rigs have been approved and implemented

$Exercise for other operational utili-ation of existing human resource special need based

studies are being carried out region/wise$

To meet the challenges of the future ALC0 has to diversify its activities with -ero

manpower growth$ ttempts have been made to form out the low technology obs$ maor

thrust is being given to the introduction of multi/craft manning$ This will result in ob

enrichment$

),B DIRECT CO*PETITOR

/ C6

traditional leadership vs modern leadership practices

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