Project GLOBE: India in a South Asia cluster

Strangely, India is not given prominence here in the analysis, since it is the dominant coutry in the region. Lumping India with Iran, Malaysia, Thailand seems a little absurd (like lumping US with Central America), though there have been Indic influences in SE Asia, thru historical trade/Buddhism.

But, some good points here.
jwb_south_asia_cluster.pdf (application/pdf Object)
1) Effective Leadership styles

Transformational-charismatic (5.97) and team-oriented (5.86) leadership are the most effective models for outstanding results in southern Asia. In other words, visionary and inspirational leaders [DR Note: in the Gandhi-mould, would be interesting to include a psychological profile of Gandhi based on Jungian archetypes(Myers-Briggs); leaders worthy of deification] who are decisive and performance oriented, and who have high levels of integrity and are willing to make personal sacrifices, are deemed to be effective. Furthermore, leaders who are team builders, collaborative and diplomatic are also highly valued. These attributes are consistent with the cluster's high power distance and family-orientated culture. Leaders are expected to act as patriarchs who help subordinates aspire towards more ambitious and collective goals.

At the same time, they need to make sure their actions and decisions help develop and sustain the team and family orientation in their organizations. They need to be open to negotiations and ideas from many corners and have to capable diplomats [DR Note: Indirect communicators] to make sure they do not disenfranchise [DR Note: Each family/team member has a voice-democratic ideal] any group members.

Humane and participative leaders who are modest and caring and delegate responsibility to others are also deemed as effective in this cluster. The emphasis on humane and participative leadership models is with the societal cultures of humane and group orientation in these societies. While they are in strong positions of authority, leaders are expected to be benevolent and paternalistic [DR Note: keeping with traditional gender roles] and to allow for input from others.

2) Cultural comparison with Evans-Pritchard's study of Nuer in Sudan. Amazing similarities with India!!(Tom, up your alley!)

In an influential work on the Nuer of the southern Sudan, Evans-Pritchard (1940) characterized the Nuer state as using ``ordered anarchy'' [DR note: India described as a ‘functioning anarchy’] or the lack of hierarchical government diffusion of power among members of the Nuer society constrained by family-oriented group values. Decisions may be taken individually, each for oneself, and democratically, among the many for themselves, ``for it is impossible to live among Nuer and conceive of rulers ruling over them'' (Evans-Pritchard, 1940: 81). A status hierarchy maintained through the age-set system determines one's ``duties and privileges'' in accordance with age and relationship of a senior, equal, or junior to other clan members.

Although seniority in terms of age is important, the basis of influence is superior ``character and ability'' without which the heads of joint households cannot order people of other hamlets to follow them (Evans-Pritchard, 1940: 180). [DR Note: This is where India differs] Though Neur were recognized to have differentiation of status, such differentiation did not result into formation of social classes or groups that had unequal political power. The seniors for instance had power to persuade and influence, but had no authority that they could exercise to force others to follow their orders (McKinnon, 2000).

Model based on fairness, reciprocity and trust.

3) Shift in managerial styles - need to explore this point in interviews.

A hierarchical system headed by a patriarch, ideally a `philosopher statesman' was the natural organizational model (Weber, 1963). This ideal of a benevolent patriarch who acts on behalf of the clan or family system appears to have shaped the southern Asian managerial mindset.

However, economic liberalization and competition from the rest of the world makes strict adherence to a patriarchal system favoring insiders difficult, particularly in the face of demands for greater opportunities for women and under-privileged classes and pressure to adopt international ``best practices'' to become competitive.

[DR Note: Especially true in IT/knowledge-intensive fields which are naturally merit-based]

4)

The regional philosophy has long maintained deep interaction among the three core concepts of knowledge (learning-oriented strategic management), action (performance-oriented organizational design), and devotion (loyalty-oriented human resource management).

[DR Note: springs from the 3 yogas or ways to attain enlightenment/salvation- gnana-yoga, karma-yoga, and bhakti yoga, for knowledge, action and devotion respectively]