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Corporate transformation through Leadership: Understanding Macro-Cultural Implications for Indian organizations

Author Affiliations

  • 1Institute of Business Management, C.S.J.M. University, Kanpur, INDIA

Res. J. Recent Sci., Volume 1, Issue (ISC-2011), Pages 253-258, (2012)

Abstract

India’s phenomenal growth has resulted in the creation of a new business environment that is characterized by new strategy, structure, systems and innovative approaches. With the high rate of growth and entry of new and diverse industries, there is a need to design potent corporate management systems and processes. There is growing evidence that the manifestation of leadership has changed in the light of the new social and economic circumstances that organizations are facing today. A substantial amount of empirical research has demonstrated that the leadership role varies considerably as a result of the cultural forces in the countries or regions in which the leaders function. Given the increased globalization of industrial organizations and increased interdependencies among nations, the need for better understanding of cultural influences on leadership and organizationalpractices has become far more relevant. Since effective organizational leadership can lead projects and transactions in different cultures in times of globalization, cross-cultural research can help to identify leadership issues and challenges and influence organizational processes and effectiveness. Keeping in view the aforesaid facts, this has been undertaken to make an analysis of macro and micro cultural factors affecting governance in organizations. It emphasizes upon the idea that supportive leadership takes the responsibility for establishing a sound corporate culture and translates it into best practice and is accountable for the delivery and effectiveness thereof. The current reviews the leadership practices around the world to turn organization sinto corporate brands. This paper attempts to take a preliminary look at those behavioral manifestations of leadership that are unique to Indian culture. In contrast to many Western transnational corporations with high technology capabilities and proprietary product systems, many Asian Indian managers rely extensively upon long-term relationship building in their international businessen counters. Moreover, the Indian approach to good governance and stakeholder satisfaction in wake of globalization and structural alignment has been taken note of in the current

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