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C O N T E M P O R A R Y | A C T I O N A B L E | C U T T I N G - E D G E

What Employees Expect From Their LeadersTH

E FIRS

T EVE

R CRO

SS-ET

HNIC

STUD

Y IN I

NDIA

ENCOURAGEMENT GUIDANCE AND SUPPORT

RECOGNITION AND APPRECIATION

TRANSPARENCY AND FAIRNESS

CAREER GROWTH OPPORTUNITIES

LEADERSHIP SKILLSWALK THE TALK

EMPOWERMENT

CLEAR COMMUNICATIONTRUSTUNBIASED TREATMENT

RESPONSIBILITY AND ACCOUNTABILITY

TRAINING & DEVELOPMENT

FEEDBACKFAVOURABLE WORK ENVIRONMENT

ROLE CLARITY

HONESTY/INTEGRITY

APPROACHABLE

MOTIVATIONEXPERTISE

FLEXIBILITY

WORK-LIFE BALANCE

JOB SATISFACTION

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DISCOVER THE

DIAMOND IN YOU

By ARINDAM CHAUDHURI

3October 2011 THE HUMAN FACTOR

FROM THE EDITOR’S DESK

Indranil DasExecutive Editor

The volume of literature that is generated ev-ery year on leadership is humungous, and yet leadership remains a concept that everyone

understands somewhat, but no one understands com-pletely. The present day business leadership research can be traced back to the 1940s, and yet over the last 70 years or so, a miniscule amount of time by any re-search topic area, several theories and hypothesis have been propounded, postulated, criticised and put aside. The challenges of leadership have only grown with the changing and fluid nature that business has assumed today, and it is only natural that research in the area of leadership has attracted the best brains of our times. In the new global order of business, boundaries of nation are fading out fast, and the new challenge that leaders need to grapple with today is that of managing and leveraging diversity in the workplace. Changing demograph-ics caused by globalisation, technology, mobility, and changing societal norms are creating new demands on leaders. These changes cut across ethnic, cultural, and religious divides and create a workplace that is radically different from the work environment of the yesteryear. The new-age leader needs to understand the unique needs and aspirations of this multi-ethnic workforce which differ in terms of values, cultures, expectations and perspectives, and lead them to gain an advantage in the competitive business environment.

While there is significant management literature available on how ethnicity and environment play a large role in developing a leader’s worldview, there is hardly any research available which throws light on how ethnicity influences an employee’s expectation from their leaders in the Indian context. With diversity of workforce being a constant, research that can help leaders understand the effect of ethnicity on employee expectation, will certainly help leaders with their decision making process, and is without doubt a crying need.

In this issue, Professor Arindam Chaudhuri focuses squarely on the issue of employee expectations from their leaders across ethnicity and function. A large scale survey that he conducted, over two phases, across regions in India, throws up a few surprises in terms of expectations that employees have, but also validates certain perceptions that are held in popular wisdom. While guidance and support from leaders and bosses seem to be the overwhelmingly frequent expectation that employees have across India, employees whose ethnicity categorise as being from the south of India give it much more importance than do employees from the west of India. While the general perception may be that employees want empowerment, the survey shows that not too many employees expect empowerment from their leaders. Another interesting trend seems to be that employee expectations of those from the south are somewhat similar to those from the east, while employees from the north and west have similar expectations. The second phase of survey has given interesting information and insights, and we look forward to the analysis of a much broader third phase survey.

We are certain that the meaning that will be distilled from this information will help leaders to bring out the best from their people. thf

OCTOBER 2011, Volume 2 Issue 10OCTOBER 2011, VolumROOCTO me 2 Issue 10olum 0

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ETHNICITY AND EMPLOYEE EXPECTATIONS

4 THE HUMAN FACTOR October 2011

THE INBOX

I have found some very nice articles and columns in your magazine, and can use some bits in pieces in my teaching (for example, some nice anecdotes). I will continue to have a look at it each month. You all are doing a very good job! I am happy to work with you in the future. Lately, I have been talking a lot about an idea called the principle of charity. It is quite relevant to the readers of your magazine, and I have also found that it’s very sticky: people like to learn about it, and then remember it once they have learned it. Itwould be quite easy to put something together tailored for an HR audience. Let me know if youare ever interested in that.

This looks like a business magazine to me which covers all the business developments happening around the world. The other interesting thing isthat it is very inspirational, as we can read about the life stories of some of the most successful players in their fields. People who really want to go further in their field will surely get inspired and motivated after reading these stories. The Human Factor reminded me of a famous sayingby William Shakespeare, “To climb steep hills requires a slow pace at first.”

INBOXTHE

ISSUE : SEPTEMBER 2011

C O N T E M P O R A R Y | A C T I O N A B L E | C U T T I N G - E D G E

S E P T E M B E R 2 0 1 1 | V O L U M E 2 | I S S U E 9 | R S . 2 5 / -

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AWARDED

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THE HAND THAT NURTURES: THE ROLE OF HR

IN MERGERS & ACQUISITIONS

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THEORY

MANAGEMENTI

The interview has come out very well and thanks for giving it full importance. I have visited THF’swebsite and seen the other issues. I am extremely impressed with the quality and depth of litera-ture, which is very different than other business publications. I will think through and come back with a few suggestions on how I can add some value to you. One suggestion is to cover ‘Private Equity as a new business owner class: How pri-vate equity players change HR practices post investment in old traditionally run businesses’.

SRIPAT PANDEY,GLOBAL HEAD M&A, 3I INFOTECH

VISHWAS BATRA,ASSISTANT PRO-DUCER, RELIANCE BIG PRODUCTION

S.Y. SIDDIQUI,MEO - ADMINISTRA-TION (HR, FINANCE AND IT), MARUTI SUZUKI INDIA LTD..

NEIL BEARDEN,ASSOCIATE PROFES-SOR OF DECISION SCIENCES, INSEAD, SINGAPORE

You have very thoughtfully captured Maruti Su-zuki’s journey since its inception, bringing out the collaborative efforts of Maruti and Suzuki. Also,you have highlighted how HR has evolved and its contribution to the business while transitioningfrom a government organisation to a private sec-tor company. I also have gone through the other articles and found out them to be very relevant, easy to understand, while illustrating real-time corporate world experiences for the benefit of the larger audience. I again thank you for bringing out this article very professionally.

6 THE HUMAN FACTOR October 2011

Cover Design by: Alpana Aditya

Sunil Kothari, Director, Om Metal Infraprojects Ltd.

Voice Vote Bridging Distance Through 88Education Role of IGNOU in bringing quality education right at your doorstep

Learning From 90The Corporate Gurus The CLO Summit on the role of corpo-rate involvement in the education sector

The Future Lies in Innovation 91The Asia Pacific HRM Congress 2011 served as a knowledge sharing platform for HR professionals

Youth Calling 92 The event saw young achievers inspiring the audience to come out of their moulds

Knowledge Highway! 94The road ahead for India’s KPO industry

The Inevitable Change 95A convention on customer satisfaction, diversity, and the evolving role of HR

XISS Celebrates Alumni Meet 98 The 10th edition saw the largest ever gathering of alumnus

A Leap Closer To Success 99 The workshop for building a successful business

Great Students Make A Great 100Institution Dr. Pramod Kumar, President, ISB&M, believes in a friendly environment for students

Conference Room 104Prof. Mark Mortensen, INSEAD

Books Boulevard 106

Product Feature 110

HR Guru 112

Humour Resources 114

Heard This Yet? 8The latest news in HR

Cover Story 10What Employees Expect FromTheir LeadersThe First Ever Cross-Ethnic Study In India

Cover Articles Measuring Intangibles, 20Improving Tangibles

Asian Leaders Finding A Foothold 26

Organisational Culture: 32A Result Of Leadership

European Leadership: 38Similarities And Differences

The Emergence Of 48Indian Leadership

What Employees Want From 56Their Careers

Employer Brands For 62Employee Demands

India Leading, And How! 68

Toolbox 74Prof. Mohan Chandra Lal

Executive Focus 80Accentuating Diversity Ellyn Shook, Global Managing Director-HR, Accenture

CEO@18 83Amol Arora, MD, Shemrock & Shemford Group Of Schools

At The Helm 84Building Hardwork, Residing Success

WHATEMPLOYEESEXPECTFROM THEIRLEADERS

10

OCTOBER 2011, VOLUME 2 ISSUE 10CONTENTS