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Principles and Practices of Management

Notes 2. Leading through empowerment: Managers are currently advised to lead through
empowerment. Effective leaders share power and responsibilities with their employees.
The empowering leader's role is to show trust, provide vision, improve performance,
dismantle blocking barriers, offer encouragement, motivate and coach employees.
3. Biological basis for leadership: A growing body of research suggests the best leaders are
not necessarily the smartest, strongest, or more aggressive of a group but rather those
who are most proficient at handling social interactions. Researchers have found that
effective leaders possess a unique biochemical mixture of hormones and brain chemistry
that helps them build social alliances and cope with stress. Higher levels of the chemical
serotonin increases levels of sociability and controls aggression, while higher levels of
testosterone increase aggressive tendencies and competitive drive.

Caselet Unwanted Promotion

inod was a scientist in the R & D department of the Indian Space Research
Organisation (ISRO). He had worked for the institution ever since he received his
Vdegree 15 years earlier, and he was clearly one of the best researchers in the area.
He spent many hours keeping current on the literature, and he knew how to set up tight
research designs. Knowledgeable in space research, he had a reputation for sticking to his
guns about how specific research studies should be conducted. He believed that if something
was not done well, it should not be done at all.

A number of his discoveries had saved the company millions of dollars in foreign exchange.
His colleagues frequently came to him for advice about how to proceed on various projects.
He was convinced about the correctness of his advice. In short, Vinod was a star in the
organisation, and was ranked very high in terms of the trait theory.
Early in February 2000, Roney would retire as head of R& D. The decision about his
successor was in the hands of Dr. Arun, the chairman of ISRO. Roney recommended Vinod
because of his record of outstanding service and reputation. The new position required
large amounts of administrative work and less research.
Roney and Dr. Arun discussed some of these issues with Vinod. He would no longer be in
charge of specific research projects, but because everyone came to him for advice, he could
still be actively involved in research. Vinod thought long about the offer. The promotion
meant more money and recognition. Starting June 1, Vinod became the head of the R & D
department.
It was not long before things started to go wrong. First of all, Vinod had more difficulty
keeping up with the literature. Other priorities seemed to always interfere with his reading
time. He also noticed a distinct cooling in the way his colleagues treated him. At first they
had continued to come to him with questions and problems. Vinod responded as he
always had "Here's how it has to be done", and thus should a high IS according to the
Behaviour Theory. In a few cases though his advice was not followed.
He also got into a number of arguments with Dr Arun. In many cases, he demanded more
financial support from Dr Arun to conduct various research projects in the way he felt it
should be done. It got to the point where almost every interaction between the two
resulted in an argument. And somehow it showed that vinod lacked in superior
considerations when it came to the situational theory.
Contd...

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