70% Indian leaders create demotivating work environment: Hay study

According to a recently released global study by Hay Group, a large majority of Indian leaders have a coercive style of leadership that leads to demotivated workers. The research says that 2 in every 3 Indian leaders (62 per cent) opt for the ‘coercive’ leadership style, compared to just 37 per cent globally. A far cry from the ‘inspirational, charismatic’ personality that a global workforce demands. Both Brazil and China were found to have performed better in this aspect.
Mohinish Sinha, leadership and talent practice leader at Hay Group India comments, “While the ‘coercive’ leadership style works well in a crisis or during a period of significant change, its overuse may lead to an erosion of innovation. It is the ‘coaching’ style of leadership that is most preferred in the Asian context – 81 per cent of the most high-performing organisations had leaders using it as a dominant style. We find a ‘coaching’ leader focuses on building long-term capability, even at the expense of short-term performance.”
The study goes on to say that in the world’s emerging markets the ‘coercive’ style remains the approach of choice, with around half of Asian and South American leaders (48 per cent and 60 per cent respectively) citing it as their dominant style. On the other hand, ‘pacesetting’ leadership style remains the most scarcely used in both regions. North American leaders are the most successful in creating positive work climates.
Anwesa Sen, Global Head – Human Resources and Organisation Development, Geometric Global told TimesJobs.com Bureau that while the definition of leadership changes with every situation, the most effective type of leaders have an inclusive style of functioning. “Leadership to me is the attitude and ability to positively influence others, take people along, and build faith as well as trust amongst them. It is the art of leading yourself and others towards achieving stated goals.”
Adds Ruth Malloy, global managing director of leadership and talent at Hay Group, “Every style has its place, and each can be effective in different circumstances. In the same way a golfer uses a range of clubs, leaders need to utilise multiple approaches, and be able to adjust them to each team member or business situation. The better leaders are at adapting their style and the broader the range of styles they use, the more likely they are to create a high performance climate.”
The study is based on an analysis of Hay Group’s Styles and Climate data, covering 95,000 leaders in over 2,200 organisations across the world.