Why do leadership development efforts fail in organisations in India and what can be done about it?

Abinash Panda

International Journal of Indian Culture and Business Management, 2019, vol. 18, issue 2, 184-217

Abstract: Despite the access to significant insights and understanding on leadership and leadership development in the world of scholarships and availability of resources for grooming leaders, organisations in India still experience the brunt of leadership deficit (Panda, 2017; Hou, 2010; Shyamsunder et al., 2011). Why do leadership development efforts of organisations fail in grooming leaders? The author in this paper argues that Indian employees, due to the primary socialisation process in most Indian families lack psychological readiness for taking advantage of developmental opportunities. Business organisations, both domestic and multinationals, either do not pay attention to it or take it for granted. Hence, the time and money spent on leadership development interventions, programs and activities has little impact. The author delves into: a) the need for psychological readiness to become a leader; b) how and why employees in India lack psychological readiness; c) what business organisations in India should do about it. While doing so, the author covers the process of becoming a leader, and challenges of leadership development in business organisations in India. The author in this paper has proposed PEAR framework of leadership development.

Keywords: leadership development; psychological readiness; India; PEAR framework; effective leadership. (search for similar items in EconPapers)
Date: 2019
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