Leadership Development within XXX Ltd - Case Study Example

Running Head: LEADERSHIP DEVELOPMENT IN XXX LTD. Transformational Leadership and Leadership Development in XXX Ltd of the of the Institution] Transformational Leadership and Leadership Development in XXX Ltd Table of Content Transformational Leadership and Leadership Development in XXX Ltd Introduction There are several definitions of leadership. Speaking in a broad term, it can be defined as the process of inspiring, directing, coordinating, motivating, and mentoring individuals, groups of individuals, organisations, societies, and/or nations. Whilst the origins of leadership can be traced back to ancient times in Africa, Asia, and Europe, it is only relatively recently that systematic attempts have been made to understand, operationalise, and conceptualise leadership. In sociology, Weber (1947, as Buchanan, Huczynski, 2003, pp. 90-98 discusses) conceptualised leadership as legitimated by virtue of subordinates' understanding of bureaucratic authority, rules, and legitimacy. Weber identified three general typologies of leadership in bureaucracy: charismatic, traditional, and legal. Charismatic leaders were attributed powerful qualities by those who follow them; traditional leaders were powerful by virtue of hereditary wealth or peerage; legal leadership draws its power from professional knowledge and technical expertise, and formal authority was legitimised through roles or position in the bureaucratic hierarchy. As such, formal authority is legitimated by subordinates' understanding and respecting rules and authority (Buchanan, Huczynski, 2003, pp. 90-98). In contrast to Weber's approach, more recent sociological approaches to leadership have been more concerned with notions of power rather than leadership per se. As such, the study of leadership is less about the individual and more about how power structures allow domination and control over others. XXX Ltd. has considered leadership programmes that give their employees' with a self-directed career path that initiates their individual and professional development within the company. Buchanan and Huczynski (2003, pp. 90-98) discusses that the programmes courses present a number of leadership activities that enhances the learning value whilst sharpening the skills of the leaders and their leadership skills within the company. XXX Ltd. has given their employees the opportunity to utilise these leadership development programs in initiating the growth of their career and to cultivate business diversity and cross-functional flexibility. These programmes are offered up to the 'high potential' employees who are deserving of succeeding through the various stages of the leadership development process on both a novice and advanced level. Either level of the programme will hold specialised leadership activities that sustain the six sigma methodologies and incorporate a 360-Degree feedback approach to a multi-faceted learning environment that incorporates classroom learning with multi-business rotational assignments. This paper discusses leadership development in the context of XXX Ltd. in a concise and comprehensive way. The paper also discusses key concept and theories of leadership development i.e. transformational leadership, transactional leadership and other key concepts and theories. Aims and the Objective of the Study The aim of this study is to discuss leadership development in XXX Ltd and to critically examine BM's Integrated Leadership Framework for middle managers; in particular it's effectiveness in developing the required transformational leadership capabilities, with a view to developing a set of practicable recommendations for enhanced practice. This study tries to achieve the following aims and objectives. a-This study achieves a critical literature review on Leadership, especially on contemporary transformational leadership and describes, in particular, the potential benefits, challenges and recommendations of good practice. b- The study aims to profile BM's Leadership Framework focused on highlighting its key policies, procedures, processes and deliverables, and link to its business objectives. c-To develop an understanding of the effects and perceptions of the Leadership Framework on the targeted middle managers and staff of BM. d-To compare and contrast the wisdom captured in the literature with the practice and reality of the Leadership Framework at BM, with a view to develop an integrated and practicable set of recommendations for enhanced practice. Contemporary Transformational Leadership: A Literature Review Leadership has an imperative role in the performance of a company. In the future the leader's job will both become more important and difficult as the demand to create short-term results increase, whilst new ways of creating efficiency within the company and efficiency of the employees is a recurrent demand (Gentry, Leslie, 2007, pp. 37). To achieve success as a leader, one has to have the ability to develop visions, set clear goals, formulate strategies, align goals and objectives with the strategy and vision, engage in partnerships, invest in new, better and faster production plants, organise an efficient production process, etc. Nevertheless, this is insufficient - many leaders can accomplish these tasks. Gentry and Leslie (2007, pp. 37) discusses that in future, the situation also calls for leaders who are able to mobilise the employee's creative abilities and individual talents, and turn these into innovation and performance, which the customers will experience as rewarding and value adding. Accordingly, this will secure the customer's retention. Leaders who moreover are able to create a strong reputation among the stakeholders - compared to competitors - will discover that their company has taken the lead both in regards to financial results and the more 'soft' performance results (Gentry, Leslie, 2007, pp. 37). Over the last two decades the study of charismatic, transformational, and transactional leadership has dominated the leadership landscape and, to a certain extent, reflects Weber's three typologies of leadership. The charismatic leader, as the name suggests, exhibits character that followers are attracted to, and has the ability to inspire and build dreams and sell vision. The transactional leader attends to all the necessary functional aspects of management, such as coordination, control, and budgeting. The emphasis on the transformational leader emerged out of the sociological work of Burns (1978) on political leaders. Ford (2007, pp. 775) discusses that the transformational leader sets examples through inspirational performance, inspired change and innovation, and deals in abstract concepts, such as vision and mission. Whilst there is a certain degree of overlap between transformational and charismatic leadership, charismatic leaders tend not to transform followers into future leaders. A transformational leader would also mentor his or her followers so that they might become future leaders. Most recently a number of newer - or recycled older - approaches to leadership have emerged, most notably from a positive psychological perspective, but also from postmodernist conceptions. Positive psychology has its roots in William James and the humanist approaches of Gordon Allport, Carl Rogers, and Abraham Maslow. Interest in positive psychology has been reinvigorated more recently by Adair and Reed (2003, pp. 45-52) and has recently entered organisational behaviour and organisation theory - not without its critics. The positive psychology of leadership draws upon Bass and Avolio's notions of transformational leadership, with some additions. Current work on positive leadership has a sociological dimension: it concentrates on a person's ability to create social as well as psychological capital. Other approaches to leadership present leadership less as pious behaviour and more as a problematic endeavour typified by tension, challenges, and mistakes. What characterises a "good" leader, then, is the ability and commitment to build strong communities through principles of economic, social, and environmental sustainability. Leadership behaviour is moving in many directions. Transformational and charismatic leadership are gaining in importance. Koenigsaecker (2005, pp. L7) mentions that there is even talk of whether self-managed groups are better than having leaders. In the world over, authoritative forms of leadership have collapsed. In India we are at a stage where maybe a totally democratic style of leadership may not succeed. This is because employees at large are not use to being taken into confidence and therefore, if a leader tries to use the democratic style of leadership he may not succeed, however, an enlightened leader must realise that, if the democratic style of leadership is not eventually followed, he may only be successful for a short period. Thus, a leader will need to resort to maybe all the styles of leadership in the course of his interaction with other; however, at the end he/she should make sure that the democratic style of leadership is used most. Hymowitz (2000, pp. B.1) discusses that research says that transformational leadership, as compared to transactional, is more powerfully co-related with lower turnover rates, superior productivity, and higher workers' satisfaction. A transformational leader spreads a feeling of confidence, tolerance, admiration, commitment and dedication in the followers. He or she is magnetic, creating and cementing special bonds with followers, articulating a dream with which the group identify and for which they express their willingness to work. Each follower is trained, advised, and delivered some authority (Zenger, Folkman, 2007, pp. 7-10). The transformational leader inspires followers intellectually and rationally, arousing them to build up new ways to think about problems. The leader utilises contingent rewards to optimistically reinforce performances that are reliable and consistent with the leader's wishes. Such leaders take initiative only when they see that there are problems and are not vigorously involved when things are going well. The transformational leaders compel people to action and converts followers into leaders. Transformational leadership is considered as an essential part of creating and sustaining competitive advantage in organisation across the world. The leadership requires a change in the way you act, preceded by a transformation of how we think and feel. * The leadership requires a refocusing of mind. Leadership means a new and often unique form of perception, is a radical change. * The leader demonstrates a profound appreciation for human freedom. * A leader understands the miracle, mystery and need for transformation. * A leader knows that the performance is always accelerated. The real transformation requires an act of will: The free decision to become an adult and a mature human being. Leadership means greatness, which in turn means the renunciation of mediocrity forever. The real motivation is the sense of pride, honour, esteem and self-worth. People work to enjoy their achievements, develop their potential and their self because the demand. In short, leadership is a term that has been highly charged adhesion managerial quite distant from the values of educational institutions and the first contributions were driven by the consideration that this was linked to the traits and characteristics of the leader. The tendency to move beyond technical models, hierarchical and rational approaches to move the facets that emphasise cultural, moral, symbolic of leadership is reflected, particularly around 90 years, the notion of transformational leadership, concept originated in the business field and soon moved to the educational sector. This "new leadership" is charismatic leadership, visionary, transformative, more flexible and inclusive, and democratic community. Instead of accentuating the extent of influence on the followers or in management, focuses on the line exercise leadership through meanings (vision, culture, commitment, etc.) in a way shared with members of an organisation. In an early study, 70 South African senior executives were asked if any had experienced a transformational leader in their career: everyone was able to describe such a leader. Their leaders motivated them to extend themselves, to develop, and become more innovative. The executives were motivated to emulate their transformational leader. They were led to higher levels of commitment to the organisation as a consequence of belief in the leader and in themselves. They exerted extra effort for their leader (Kotter, 2007. pp. 96-98). The executives' statements and those from the literature on charisma and managerial leadership, after refinement and validation studies, formed the basis of the Multifactor Leadership Questionnaire (MLQ). This measures four interrelated factors (the 4 I's): Idealised Influence Leaders become a source of admiration, often functioning as role models for their followers. They enhance follower pride, loyalty, and confidence and align followers through identification with the leaders around a common purpose or vision (Kotter, 1996, pp. 53-59). Inspirational Motivation Leaders articulate in simple ways an appealing vision and provide meaning and a sense of purpose in what needs to be done. Intellectual Stimulation Leaders stimulate their followers to view the world from new perspectives; that is, to question old assumptions, values, and beliefs, and move toward new perspectives. Individualised Consideration Leaders diagnose and elevate the needs of each of their followers. They promote the development of their followers, emphasise equity, and treat each follower as an individual. Transactional leadership, which involves a reinforcing exchange of reward or punishment by the leader for follower compliance, yields the factors of: Contingent reward (CR): leader clarifies what needs to be done and exchanges psychological and material rewards for services rendered. Active management-by-exception (MBE-A): leader arranges to monitor follower performance and takes corrective action when deviations from standards occur (Kotter, 1996, pp. 53-59). Passive management-by-exception (MBE-P): leader only intervenes when standards are not met. Laissez-faire leadership (LF): leader avoids intervening or accepting responsibility for follower actions. Recent large-scale factor analyses indicate the best fitting model combines idealised influence and inspirational motivation into a single factor. Passive management-by-exception and laissez-faire do likewise. Contingent reward breaks into two components: a transformational psychological reward and a transactional material reward. The factors can be ordered into a full range of leadership types from passive to transformational leadership. The factors can also be ordered on a second dimension: effectiveness. A leader has a pattern of frequencies of behaviour that is optimally effective when the 4 I's for the leader are highest in frequency and laissez-faire leadership is lowest in frequency. An inactive and ineffective leader's highest frequencies are for laissez-faire leadership and passively managing-by-exception and the lowest frequencies are for the 4 I's. There is a hierarchy of relations among the full range of leadership styles and outcomes in effectiveness, effort, and satisfaction. Transformational leaders are more effective than those leaders who practice contingent reward. Contingent reward is to some extent more effective than active management-by-exception, which in turn is more effectual than passive management-by-exception. Laissez-faire leadership is least effective. Research also supports the conclusion that there is a one-way augmentation effect. Transformational leadership adds to transactional leadership in predicting outcomes, but not vice versa. Transformational augments transactional leadership but it does not replace it. As mentioned earlier persons can perform the vital functions of leadership in many different ways. Ford (2007, pp. 775) discusses that the style of leadership a leader adopts depends on the situation and on his or her personality traits. The interplay between these two factors is complex. Some situations may favour one style; other situations may favour another style. Some leaders may vary their styles, whereas other leaders may not be able to vary their styles. As mentioned above, leadership styles are complex and varied as they depend on many behavioural traits (Ford, 2007, pp. 775). One may look at leadership styles depending on how a person influences others. Leaders may rely on charisma; leaders may use their positional authority; leaders may lead by example, etc. However, this delineation of leadership approaches or styles is only a matter of emphasis. In practice leaders normally resort to a multiple of leadership styles. Thus, there are many classifications of leadership styles and a lot of research has been undertaken on them. Hymowitz (2000, pp. B.1) mentions that today, leaders have moved from authoritative to benevolent to consultative and democratic. These styles also reflect the changes in attitudes of employees, earlier they were completely under the control of the employer, today they are more enlightened and demand dignity and equality. Thus, if a leader does not recognise this he/she will not be successful. Another interesting area of leadership theory and research with sociological underpinnings is that of leadership substitutes and dispersed leadership theories. Leadership substitutes are those things that replace or make a leader obsolete. For example, the empowerment of teams and the use of self-managing work teams are believed to make the requirement for individual leaders obsolete. Dispersed leadership, however, returns to the analysis of leadership as power and addresses how leadership power is transferred to structure, rules, procedures, and technologies. Such notions may draw upon (Hymowitz, 2000, pp. B.1) analysis of Jeremy Bentham's Panopticon as a form of managerial surveillance and control. That is, whilst the leader may not be physically there, she or he is always watching you - say via time cards, surveillance cameras, email, etc. More interestingly, some go as far as to argue that even leadership substitutes such as empowerment are advanced and ingeniously designed forms of power. Sewell (1988), for example, argues that the use of teams produces stronger forms of control and surveillance than could any individual leader. What better way to control people than to have them monitored by their peers Leadership Development in XXX XXX Ltd. provides entry-level information technology professionals with a leadership development programme for their high performance employees that seek to sharpen their technical aptitude, build their business acumen, whilst developing leadership abilities. XXX LTD. seeks the associates with high academic achievement that have demonstrated both leadership and interpersonal skills with a relevant amount of field experience to participate in this programme. The participants of the Information Management Leadership Programme (IMLP) are required to have had some type of significant role in leadership or elected office and are expected, at minimum, to have a bachelor's degree in computer science or information systems engineering. The IMLP is a 24-month programme that is divided into 4 distinctive 6-month rotational assignments that provides the employee with valuable exposure and experience to multiple facets of proficiency within the functioning of the business. Potential employees at XXX Ltd's are opportune to participate in these intensive, business specific development courses, as they progress through the various phases of leadership to evolve from an emerging leader to further extend to an advanced-level executive of leader (Isaksen, Tidd, Dawsonera, 2006, pp. 34-41). Both the entry-level and the experienced-level of leadership development programmes have mutual core objectives; they are similarly designed for uniquely energised and high performing employees who possess the leadership potential for future positions within the company. XXX Ltd's leadership development courses are designed alike to provide prospective employees with accelerated business-specific learning opportunities that focus on leadership, the six sigma methodologies, and 360-degree feedback approach to learning. These courses provide a mixture of learning environments to broaden the participants self-directed career path with classroom instruction, distance learning, on-the-job experience, and rotational assignments that stimulate their diverse business capabilities. XXX Ltd. is dedicated to providing the essential tools and resources in piloting their employees self-directed career paths, and has fashioned both the entry-level and experienced leadership development programmes under the same core objectives of educating their employees by focusing their curriculums on leadership, change, and the six sigma logistics. Gentry and Leslie (2007, pp. 37) mentions that those both levels of the leadership development programmes have similar foundations and seek to cultivate and develop the same primary objectives within their employee's, but the details and opportunities of the two stages of the programme differentiate in various degrees. The requirements of the potential candidates vary from the entry-level programme from that of the experienced leadership course (Gentry, Leslie, 2007, pp. 37). The entry-level participants are required to have at least a degree in business, but XXX LTD. prefers a bachelor's degree from their candidates, and should have anywhere from 1-3 years experience in a job-related field. Whereas the advanced leadership programme is designed for employees who have a minimum of a bachelor's degree and are preferred to have a master's degree. The participants of this accelerated course are required to have had at least an accumulative GPA from 3.2 to 4.0 from a prestigious college or university with a mandatory 3-5 years experience in the field that the business-specific leadership programme was intended for. But even with the demanding qualification requirements of the candidates seeking to participate in the advanced-level leadership course, the length of time for completing the training curriculum is actually smaller in comparison to the length of time it takes to successfully finish the entry-level programme. The accelerated leadership programmes are 18 month development courses that start with the first 3 months focused on underwriting assignments that lay the groundwork for the next 15 months of on-the-job training. But the entry-level leadership development training course requires 24 months of multi-dimensional training, with 4 distinctive rotational assignments that entail 6 months of instruction on specific positions within the XXX LTD. An additional key difference between the two levels of training is that the participants who successfully complete the experienced-level leadership programme must be geographically flexible and must have the ability and willingness to relocate on a need basis within the company. The basis for differences in the levels of the leadership development programmes is a tier training approach that helps to filter out the 'high potential' employees from the mediocre talent to efficiently develop the future leaders and executives of the company without wasting resources and opportunities on employees that are less warranted. As the prerequisites for the programmes candidates becomes more stringent between each level, the responsibilities and the opportunities that are made available to successfully completed participants becomes more eminent. BM's Leadership Framework The executives' statements and those from the literature on charisma and managerial leadership, after refinement and validation studies, formed the basis of the BM's Leadership Framework. BM's Leadership Framework measures four interrelated factors: Idealised Influence At BM, Leaders become a source of admiration, often functioning as role models for their followers. They enhance follower pride, loyalty, and confidence and align followers through identification with the leaders around a common purpose or vision. Inspirational Motivation BM's Leadership Framework views that leaders articulate in simple ways an appealing vision and provide meaning and a sense of purpose in what needs to be done (Kotter, 2007. pp. 96-98). Intellectual Stimulation BM's Leadership Framework focuses that leaders stimulate their followers to view the world from new perspectives; that is, to question old assumptions, values, and beliefs, and move toward new perspectives. Individualised Consideration BM's Leadership Framework mentions that leaders diagnose and elevate the needs of each of their followers. They promote the development of their followers, emphasise equity, and treat each follower as an individual. Leadership Framework and Impact on Middle Managers and Staff of BM What managers do in terms of management roles should be considered. Speaking in the context of BM, the term 'management roles' refers to 'specific categories of managerial behaviour'. BM Leadership Framework identified three general types of roles: interpersonal, informational and decisional, which are grouped into ten different roles. All managers are required to perform duties that involve people and other duties that are of a more ceremonial and symbolic nature. In words pf Kotter (1996, pp. 53-59) these are the interpersonal roles, which involve development and maintenance of positive relationship with others. All managers, to some degree, act out informational roles through receiving, collecting and disseminating information. In this case, managers need to seek information (monitor), then communicate it internally (disseminator), and finally transmit it externally (spokesperson) (Kotter, 1996, pp. 53-59). In addition, managers must make significant decisions affecting the organisation, particularly as entrepreneurs, managers initiate and oversee new projects that will improve their organisation and staff (Zenger, Folkman, 2007, pp. 7-10). A middle manager of BM is supposed to stress on organising and leading on his working processes. In middle management the managers need make tactical plans that are detailed plans for achieving the goal, which depend on the strategy. The plans maybe changed annually as needed. They also should organise the structure of employees in his department and arrange right people to do things and indicate to their staff how to do that. When they are organising divisional and hybrid in the department, they need to be harmonizing with other departments' managers for better cooperation. They will control the performance of implementation (Koenigsaecker, 2005, pp. L7). Monitoring results and making corrections as needed are also part of their working process. Tactical control involves middle managers in department-level objectives, programmes and budgets. BM Leadership Framework considers that in a post-modern sense leaders do not exist to lead but to be servants - they are servants to the frontline people who are servants to customers. In other words, consumers and consumerism are king and we are all servants to consumption (Adair, Reed, 2003, pp. 45-52). In essence post-modern leaders provide running commentary on how the organisation is doing, and how people fit within it; they construct the stories and rituals around life in organisations (Adair, Reed, 2003, pp. 45-52), where the organisation will go and can go, and how one can become a better servant of the consumer. Of course, leadership might also be a social construction of our collective imagination (Schein, 1996, pp. 123-126). In this sense what makes a leader a leader is how observers construct their understanding around a person's specific behaviour that is labelled a leader, and so the role and performance of leadership is overstated (Yeo, 2007, pp. 874). Buchen (2007, pp. 19) discusses that traditional transactional paradigms and exchange theories of leadership failed to account for the effects on leader-follower relations of vision, symbolism, and imaging. The transactional leader adapts to the organisational culture; the transformational leader changes it. Recent large-scale factor analyses indicate the best fitting model combines idealised influence and inspirational motivation into a single factor. Passive management-by-exception and laissez-faire do likewise. Contingent reward breaks into two components: a transformational psychological reward and a transactional material reward. The factors can be ordered into a full range of leadership types from passive to transformational leadership. The factors can also be ordered on a second dimension: effectiveness (Avery, 2003, pp. 67-69). Compare and Contrasts of Leadership at BM All managers in their management processes are playing three roles: interpersonal-, informational- and decisional roles. Those are BM's three roles which have essential ten elements: Interpersonal roles involve figurehead, leader and liaison activities; Monitor, disseminator and spokesperson activities are included in informational roles; decisional roles cover entrepreneur, disturbance handler, resource allocator and negotiator (Avery, 2003, pp. 67-69). A position of a middle manager at BM or in a large size organisation needs to keep a good relationship not only with higher level managers, with chief of other departments and with his involved parties, but also with people outside the industry (Shelton, 2007, pp. 2-08). He also should receive, collect and disseminate various kind of needed information. A good middle manager need to cover and handle new projects which may improve the organisation's performance (Mccall, Hollenbeck, 2007, pp. 8-10). Moreover he should obviously make a decision that will bring the business effective influence. Miller and Desmarais (2007, pp. P37) discusses that compare with a middle manager, a top manager at BM emphasises more on the roles of disseminator, figurehead, negotiator, liaison and spokesperson. Because BM requires the top managers to focus on organising and leading, a high level manager need to be more informational than a lower- level one (Miller, Desmarais, 2007, pp. P37). Furthermore, managers in different organisation size do not have the same emphases on management roles (Miller, Desmarais, 2007, pp. P37). Compare with Mr. Zhao, a manager of wedding- organising company spends more time doing directed activities such as talking and meeting face to face with customers, searching better chances for performance improvement of company. His most important role is that of spokesperson. In contrast, a manager in large firm does not need to look for business opportunities personally and to plan activities hardly, so the entrepreneurial role is least important to managers in big size organisations. Leadership Recommendations Leadership should address all key issues in organisation Leadership must involve everyone through teams to create a team spirit within organisation. From the diary notes it is clear that the involvement of people in the Steering Committee meetings must improve (Miller, Desmarais, 2007, pp. P37). If necessary trained facilitators should be appointed for conducting meetings. Concept of team problem solving should be encouraged by leadership. It is important to prioritise issues such as "sense of responsibility" (Kotter, 1990, pp. 78-84). A leader must be able to solve all customer concerns in an excellent way. Effective leadership should review processes directly / indirectly affecting customers. These processes need action plans and proper documentation. A leader should possess the following qualities To reinvent the future and the nature of their organisations. To release the brainpower of their organisations. To develop the management of change as a core corporate competence (Rotter, 1964, pp. 56-64). To rethink the traditional concept of management. To value principles more than they value their companies. To find sense in uncertainty. To encourage cultures that enable us to adapt to a changing environment. To develop the education and skills of the workforce as the dominant weapon for the future. To realise that corporations are starting to take on the complexity of biological systems and, at that point, they become out of control (Lawson, 2007, pp. 34). Within the frame of this model, the relationships between leadership, People results, Customer results and three key performance results: Top line results, Bottom line results and Innovation results is examined. Leadership is operationalised by Denison's four leadership traits: Adaptability, Involvement, Consistency and Mission. The main conclusions are: * Leadership has documented effect on the bottom line; hence we find clear empirical evidence for the causal chain: Leadership-employees-customers-business results. The quality of leadership can be measured in a reliable and valid way by using Denison's four leadership traits. The quality of leadership has a significant effect on People results, Customer results and key performance results: Top line, Bottom line and Innovation results. All four leadership traits: Adaptability, Involvement, Consistency and Mission have a positive effect on all results criteria. Mission is the most important leadership trait for all results criteria. The Mission (vision, goals and strategic direction) must be in place to create results. A clear vision, defined goals and a clear sense of direction means innovation and good financial results. The tendency is obvious; if a company scores well on one specific leadership trait, it scores well on the other three leadership traits too. Coherent leadership is important for the creation of key performance results, both short-term (in the form of Top line and Bottom line results) and long-term (in the form of Innovation results). Conclusion Leadership behaviour is moving in many directions. Transformational and charismatic leadership are gaining in importance. There is even talk of whether self-managed groups are better than having leaders. In the world over, authoritative forms of leadership have collapsed. In India we are at a stage where maybe a totally democratic style of leadership may not succeed (Lyons, 2007, pp. 103). This is because employees at large are not use to being taken into confidence and therefore, if a leader tries to use the democratic style of leadership he may not succeed, however, an enlightened leader must realise that, if the democratic style of leadership is not eventually followed, he may only be successful for a short period. Thus, a leader will need to resort to maybe all the styles of leadership in the course of his interaction with other; however, at the end he/she should make sure that the democratic style of leadership is used most. References Buchanan, David, Huczynski, Andrzej, 2003. Organisational behaviour: an introductory text, FT Prentice-Hall, pp. 90-98 Adair, J.E. and Reed, P., 2003, Not bosses but leaders. 3rd ed. Kogan Page, pp. 45-52. Avery, G., 2003. Understanding leadership: paradigms and cases. London: Sage, pp. 67-69. Buchen, I.H., 2007. Paradigm-Shift Leadership. Leadership Excellence, 24(7), pp. 19. Ford, J.M., 2007. 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A force for change: how leadership differs from management. New York; London: Free Press; Maxwell MacMillan, pp. 78-84. Lawson, K., 2007. How to Grow Leaders - The Seven Key Principles of Effective Leadership Development. Personnel Today, pp. 34. Lyons, P., 2007. A Leadership Development Model to Improve Organisational Competitiveness. Advances in Competitiveness Research, 15(1/2), pp. 103. Mccall, M.W., JR and Hollenbeck, G.P., 2007. Getting Leadership Development Right. Leadership Excellence, 24(2), pp. 8. Miller, D. and Desmarais, S., 2007. Developing Your Talent to the Next Level: Five Best Practices for Leadership Development. Organisation Development Journal, 25(3), pp. P37. Rotter, J.B., 1964. Clinical psychology. Englewood Cliffs, N.J.: Prentice-Hall, pp. 56-64. Schein, E.H., 1996, Organisational culture and leadership. 3rd ed. Jossey-Bass, pp. 123-126. Shelton, K., 2007. Leadership Development Template. Leadership Excellence, 24(9), pp. 2-08 Yeo, R.K., 2007. Problem-based learning: a viable approach in leadership development The Journal of Management Development, 26(9), pp. 874. Zenger, J. and Folkman, J., 2007. Leadership Development 6.0. Leadership Excellence, 24(10), pp. 7-10. Appendices Transformational Leadership: A Pictorial Presentation Read More