Research Journal of Recent Sciences ________________________________________________ ISSN 2277-2502
Vol. 1 (ISC-2011), 253-258 (2012)
Res.J.Recent Sci.

Corporate transformation through Leadership: Understanding MacroCultural Implications for Indian organizations
Yadav Anshu and Katiyar Arpana
Institute of Business Management, C.S.J.M. University, Kanpur, INDIA

Available online at: www.isca.in
(Received 28th November 2011, revised 7th January 2012, accepted 28th January 2012)

Abstract
India’s phenomenal growth has resulted in the creation of a new business environment that is characterized by new strategy,
structure, systems and innovative approaches. With the high rate of growth and entry of new and diverse industries, there is a need
to design potent corporate management systems and processes. There is growing evidence that the manifestation of leadership has
changed in the light of the new social and economic circumstances that organizations are facing today. A substantial amount of
empirical research has demonstrated that the leadership role varies considerably as a result of the cultural forces in the countries
or regions in which the leaders function. Given the increased globalization of industrial organizations and increased
interdependencies among nations, the need for better understanding of cultural influences on leadership and organizational
practices has become far more relevant. Since effective organizational leadership can lead projects and transactions in different
cultures in times of globalization, cross-cultural research can help to identify leadership issues and challenges and influence
organizational processes and effectiveness. Keeping in view the aforesaid facts, this study has been undertaken to make an
analysis of macro and micro cultural factors affecting governance in organizations. It emphasizes upon the idea that supportive
leadership takes the responsibility for establishing a sound corporate culture and translates it into best practice and is accountable
for the delivery and effectiveness thereof. The current study reviews the leadership practices around the world to turn organizations
into corporate brands. This paper attempts to take a preliminary look at those behavioral manifestations of leadership that are
unique to Indian culture. In contrast to many Western transnational corporations with high technology capabilities and proprietary
product systems, many Asian Indian managers rely extensively upon long-term relationship building in their international business
encounters. Moreover, the Indian approach to good governance and stakeholder satisfaction in wake of globalization and
structural alignment has been taken note of in the current study.
Keywords: : cross-cultural research, leadership behaviors, global-centric leadership, corporate transformation.

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