A study of leadership styles adopted by the managers at Delhi Jal Board (DJB).
Lather, Anu Singh ; Jain, Shilpa ; Vikas, Sona 等
Introduction
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Traditional ideas about what made a great leader were based on a
military model. A great leader was a man who took command, acted with
courage, and did what was necessary for the success of his organization
or country. Often he led using fear rather than persuasion. In recent
years this model has been replaced with softer ideas of what a leader
should be like. We have the servant leader who, as the name suggests,
serves the people whom he or she leads rather than controlling them. We
have the emotionally intelligent leader who has social charm, empathy,
self-awareness and self-control. We have the transformational leader who
provides people with a vision of a better world and motivates them to
transcend their self-interest. We have the charismatic leader who
emotionally energizes followers with an inspiring vision of the future
and convinces them that he or she is the heroic figure who can make this
vision real. None of these newer softer ideas of what a leader should be
stress whether a leader is competent. Instead they focus on leaders
being socially adept, charismatic and likeable. This study has been
conducted in Delhi Jal Board, the government agency responsible for
supply of potable water to the most of the National Capital Territory
region of Delhi, India to examine the leadership styles adopted by the
heads of the departments. This study comes after the Haryana
Administrative Reforms Commission (HARC) recommendations to improve the
existing state of affairs in the public dealing departments and
government agencies.
HARC recently made suggestions for making changes in the
organizational structure and methods of operation of the various
government departments to improve their efficiency and effectiveness.
Some other suggestions relate to decentralization of powers towards
promoting efficiency, transparency and responsiveness in the overall
dealing of services, creating a friendly environment where government
functionaries are courteous to the public, incorporating ethics in
governance and honesty in public dealings, besides measures for
effective monitoring and evaluation systems relating to both personnel
and programmes, whereby suggesting ways of e-governance in all state
government departments. This is one of the many examples of how state
governments have felt the need to improve their services especially in
public-dealing. More and more public sector undertakings and statutory
bodies are adopting the path of corporate governance and ethics.
However, this alone will not be sufficient to improve their
effectiveness. What is required is the presence of leaders in these
government departments and corporations who inspire excellence and
consistency and lead them by vision. Leadership is a process of giving
purpose or meaningful direction to collective effort, and causing
willing effort to be expended to achieve purpose (Jacobs and Jaques,
1990).
The term leadership means different things to different people.
Although no ultimate definition of leadership exists (Yukl, 2002), the
majority of definitions of leadership reflect some basic elements,
including group influence and goal (Bryman, 1992). Leadership is the
process of influencing others towards achieving some kind of desired
outcome. Leadership research has taken different perspectives, leader
traits, behaviours, and the influence of situational characteristics on
leader effectiveness, for example, have all been studied. In the past 20
years, transformational and charismatic leadership approaches have
gained in popularity (Den Hartog and Koopman, 2001). No matter what
leaders set out to do--whether it is creating strategy or mobilizing
teams to action, their success depends on how they do it (Goleman, 2002,
p.3). Leadership has been described as the process of social influence
in which one person is able to enlist the aid and support of others in
the accomplishment of a common task (Chemers 2002). A definition more
inclusive of followers comes from Alan Keith of Genentech who said
leadership is ultimately about creating a way for people to contribute
to making something extraordinary happen (Kouzes and Posner 2007).
We are thriving in times when people interaction and customer
service is an integral part of every service organization, across all
industries be it banking, insurance, hospitality, tourism, real estate,
financial or IT enabled services. It is here that the moments of truth
that make the difference. For employees to provide excellent services,
the role of leadership is a critical factor for the success of the
organization. Through continuous training, encouragement and delegation,
leaders are able to motivate their employees to strive to give their
best. As a leader or manager, one is responsible for clearly defining
the staff's job responsibilities, authority and decision-making
boundaries and it must be clearly outlined in their job descriptions.
One can further clarify boundaries through informal discussions, team
building, negotiation and mediation. The present study is aimed at
identifying the leadership styles at Delhi Jal Board (DJB), a premier
agency constituted under Delhi Water Board Act 1998.
About the Organization
Delhi Jal Board (DJB) is the government agency responsible for
supply of potable water to the most of the National Capital Territory
region of Delhi, India. Delhi Jal Board was constituted on 6 April 1998
through an Act of the Delhi Legislative Assembly incorporating the
previous Delhi Water Supply and Sewage Disposal Undertaking. DJB is also
responsible for treatment and disposal of waste water. It has been
meeting the needs of potable water in the National Capital Territory of
Delhi for more than five decades. Delhi Jal Board has been able to
supply pure and wholesome filtered water to the capital city of India
which has grown phenomenally to the present population of more than 1 60
lakhs. Delhi Jal Board is committed for the augmentation of water supply
in Delhi and has taken many steps in this direction. Delhi Jal Board has
ensured average availability of 50 gallons per capita per day of
filtered water through an efficient network of water treatment plants,
booster pumping stations and about 9000 kms of water mains and
distribution system. The Delhi Jal Board is responsible for the
Production and Distribution of potable water after treating raw water
from various sources like river Yamuna, Bhakhra Storage, Upper Ganga
Canal and Groundwater and also provides treatment and disposal of waste
water. The Delhi Jal Board provides water in bulk to the NDMC and
Cantonment areas. Sewage from these areas is also collected for
treatment and disposal by the Delhi Jal Board.
Delhi Jal Board is committed to provide efficient and prompt
services to the citizens of Delhi and to be courteous in personal
behaviour and professional in conduct. Their vision is to be
environmentally sensitive provider of a quality, reliable, and
reasonably priced drinking water and waste water collection and
treatment system services. They aim at providing safe drinking water and
efficient sewerage services in an equitable and sustainable manner and
to become an accountable service provider. Realization of this vision
would promote a virtuous circle in terms of greater supply reliability
and service quality, leading to greater customer satisfaction, improved
willingness to pay and enhanced cost recovery. It will also include 24/7
water supply and financial sustainability and accountability, improved
services to the poor, customer orientation and human resources
development, environmental sustainability and enhancement of operational
efficiency.
Apart from piped water supply, and collection and treatment of
sewage, Delhi Jal Board provides the following services to its
customers-
* Supply of potable water through tankers on demand
* Supply of packaged water "JAL" in jars through Jal
Suvidha Kendras
* Supply of Biogas and sludge Manure (Limited areas)
* Water meter testing
* Testing of water samples
The installed capacity of Water Treatment Plants is 631 MGD and by
optimization through Tubewells, Ranney Wells etc., about 650 MGD potable
water is being supplied by Delhi Jal Board. It is expected that by the
end of 9th Five Year Plan i.e. 2002 water requirement in Delhi shall be
945 MGD. Delhi Jal Board is committed for augmentation of water supply
in Delhi and has taken many steps in this direction. 40 MGD Water
Treatment Plant at Nangloi has been commissioned. The work of
construction of 20 MGD Water Treatment Plant at Bawana is in the final
stage of completion. The work for construction of 140 MGD Water
Treatment Plant at Sonia Vihar in trans-Yamuna Area has started and is
likely to be completed within two years. Simultaneously, UP Jal Nigam
has also started the work of laying of raw water conduit from Murad
Nagar to Sonia Vihar. On completion and commissioning of these water
treatment plants the filtered water supply in Delhi will improve. With a
view to rationalize the distribution of water Delhi Jal Board has drawn
up an elaborate plan for construction of Under Ground Reservoirs and
Booster Pumping Stations (UGR/ BPS). During the Year 2001 the UGR/ BPS
at Dakshin Puri, Farid Puri, Shadi Pur, Mangol Puri and Chitranjan Park
have been completed and commissioned. The work on 13 Under Ground
Reservoirs and Booster Pumping Stations is in progress.
Initiatives in the Field of Water Conservation
DJB is also active in the field of water conservation and have a
separate Leak detection Cell for detecting various leakages in the
system. Special campaign for public awareness on water conservation has
also been successfully implemented through extensive media coverage.
Special stress has been given on replacement of old water lines and
during the year about 208 KMs of old eroded water lines have been
replaced in different parts of Delhi. Rapid urbanization has put
tremendous pressure on the existing civic services including supply of
drinking water in Delhi. This has resulted in drastic decrease in ground
water table in Delhi. This could be avoided through a simple, economical
and eco-friendly method of rainwater harvesting. DJB has decided to
implement Rainwater Harvesting schemes in all buildings/ installations
including the Headquarters at Karol Bagh. In addition, Resident Welfare
Associations are also being involved for implementing this simple method
of water harvesting. Bhagidari Scheme is being implemented by DJB in
which more than 100 Resident Welfare Associations are actively
participating and it covers following subjects.
* Rain Water Harvesting
* Distribution of Water through tankers
* Replacement of old /leaking service pipes
* Water bill payment and collection
* Curbing wastage of water.
Quality Assurance Measures
Water supplied by the Delhi Jal Board is not only potable and
wholesome but also conforms to the standards laid down by the Urban
Development Ministry, Govt. of India. Quality assurance measures are
taken right from raw water stage up to the consumers end. The water
supplied from Ranney Wells and tube wells is also tested regularly.
Water samples are collected daily from the distribution system i.e.
individual taps and public hydrants etc. located in different parts of
the city to ensure that safe drinking water reaches the consumers.
Efforts are also being made to achieve ISO 9002 certification for which
DJB is in touch with Bureau of India Standards. With a view to avoid
contamination of water because of service lines passing through drain
sewers, 10789 cases were identified and notices were issued to consumers
for shifting of their water lines. 3687 such connections were
disconnected and 4899 consumers shifted their service lines themselves.
Treatment and Disposal of Waste Water
Delhi Jal Board is responsible for treatment and disposal of waste
water through an efficient network of about 5600 KMS of internal,
peripheral and trunk-sewers. The capacity of Sewage Treatment Plants has
been raised from 376.4 MGD to 402.4 MGD during the year 2000-2001 .This
capacity is further proposed to be increased to 512.4 MGD by next year.
Out of 1 7 Sewage Treatment Plants (STP) under construction the work of
12 has been completed and the work of remaining 5 STPs is under
progress. The DJB has provided sewage facilities in all the approved
colonies. Out of 567 unauthorized /regularized colonies, 414 colonies
have been provided with sewage system and DJB have laid sewer lines in
all re-settlement colonies also. Sewer lines have also been laid in 93
urban villages.
The sources of Revenue for Delhi Jal Board are Water Charges,
Scavenging Tax, Gas Charges and Development Charges. Through Strenuous
efforts and dedication of the staff the Delhi Jal Board has been able to
achieve substantial increase in the collection of revenue over the
years. The Revenue Collection was Rs. 211 62.41 Lakhs in 2000-2001.
Delhi Jal Board has provided about 13.47 lacs water connections in the
city till 1.04.2001. Through all efforts and dedication of their staff,
the Delhi Jal Board has been able to achieve substantial increase in
Revenue Collection over the years.
The Organization Structure of DJB is given in Figure 1.
[FIGURE I OMITTED]
Review of Literature
The effective management of an organization demands the integration
of providers who may vary enormously in scale and influence, who may
possess contrasting cultures, and who may be dominated by professionals
coming from different disciplines based upon conflicting paradigms
(Bryant 2003). There is a constant interplay between culture and
leadership. The presence of personal and emotional
tensions--conflicts--in the organization is one dimension of
organizational culture. How leaders react to problems, resolve crises,
reward and punish followers is all relevant to an organization's
culture. Leaders who are concerned about organizational renewal will
seek to foster organizational cultures that are hospitable and
conductive to creativity, problem solving, risk taking and
experimentation. Their perspectives on power tend to influence their
strategies in conflict and enhance people to work together effectively.
It seems logical that the employee/relations orientation of the leader
has a positive correlation with trust and a negative correlation with
conflicts (Bass and Avolio 1994, Ekvall 1996). The role of group
leadership in intergroup conflict is an important element. The leader
influences and directs individuals and groups, and requires many
qualities and skills in order to effectively handle conflicts. A
facilitative leader has the capacity to help the antagonistic groups
work together towards their shared goals. He/she also provides
encouragement and support, releases tensions, harmonizes
misunderstanding and deals with disruptive or aggressive behaviour
(O'Hearn Woodlti 1987, Fisher 2000). Tichy and Cohen (1997) point
out that the scarcest resource in the world today is the leadership
talent capable of continuously transforming organizations to win in
tomorrow's world. The individuals and organizations that build
Leadership Engines and invest in leaders developing other leaders have a
sustainable competitive advantage.
Leadership Styles
Students of leadership have produced theories involving traits
(Kirkpatrick and Locke 1991), situational interaction, function,
behavior, power, vision and values (Richards and Engle 1986), charisma,
and intelligence among others. The practice and academic circles agree
that leadership is really an important subject in the field of
organizational behavior. Leadership is one with the most dynamic effects
during individual and organizational interaction. In other words,
whether a management is able to execute collaborated effort depends on
leadership capability. The excellent leader not only inspires
subordinate's potential to enhance efficiency and also meets their
requirements in the process of achieving organizational goals. Stogdill
(1957) defined leadership as the individual behavior to guide a group to
achieve the common target. In latter days, Richards and Engle (1986)
defined leadership as about establishment of vision, value and creation
of environment so that the objective can be accomplished. After
reviewing studies on leadership theory conducted in the past, it is
generally divided into four periods:
* Traits theory in 1930s that focuses on the innate leadership
qualities and competence. These innate qualities are not found in
others. The so-called quality can be divided into physiological and
mental aspects. The physiological aspect includes: height, weight,
looks, and vigor while the mental aspect includes intelligence,
confidence, and aggressiveness etc. Stogdill (1948) proposed twelve
leadership related studies and was considered as a representative of
this period.
* Behavioral theory from late 1940s to late 1960s believes that a
leader will be able to achieve ideal organizational efficiency if he
demonstrates effective leadership behaviors. These leadership behaviors
may be trained or learned through experience. Actual behavior or
leadership styles are emphasized. Representative research is conducted
in Ohio State University which proposed consideration and initiating
structure of leadership behaviors. Consideration is a behavior that
focuses on strengthening relationship with subordinates based on their
needs and perceptions, while initiating structure is a behavior that
focuses on subordinate performance in goal accomplishment.
* Contingency theory in late 1960s which states that there is no
set of optimum leadership model in this world and that it depends on the
situation encountered. Situational leadership theory began its
development subsequently. It states that leaders need to adopt the most
optimum leadership style based on different organizational situations.
Among this, Fiedler's contingency theory (1967) is most well-known.
* Contemporary leadership theory since 1 970s which is of the
viewpoint of contemporary leadership theory states that leadership is a
type of interactive process with the environment. Bass and Avolio (1990)
proposed transactional leadership and transformation leadership.
Transactional leadership encourages subordinates through incentive
establishment. In other words, incentive elicits work performance.
Transactional leadership is the basis for most leadership theories. It
focuses on the exchange relationship between the leader and the
subordinate (Fry, 2003; Northouse, 2001). Transformation leadership is
to enhance staff's trust and respect for leader by altering
intrinsic work value and faith of staff at the same time in order to
elicit work capabilities. Transformational leadership is used to help
the subordinates aware that rewards need making efforts. Proper
encouragement and consideration are required to raise the eager for
future vision and accomplishment of mutual goal. Since charisma is
viewed as an essential element, transformation leader provides
incentives for subordinates, enhance subordinate potential and
development. (Fry, 2003); and the Charismatic leadership theory refers
to the follower's perception toward certain behaviors of the leader
as being heroic or extraordinary.
Rationale of the Study
Leadership makes a business organization successful. Leadership
style influences the thoughts and behaviors of subordinates in a
substantial way. In the absence of leadership, organizations move too
slowly, stagnate, and lose their way. This study comes at a time when
business leaders need to pull themselves up, in order to guide,
encourage and motivate their employees. The leadership style of the
managers depicts the motivational level of the workers to contribute to
their fully towards achievement of organizational goals. This study has
been conducted to study the perceptions of the workers towards the
leadership styles of the managers.
Objectives of the Study
* To ascertain the leadership styles in DJB adopted by the managers
* To compare the perception of staff and managers regarding the
leadership styles
Hypotheses
H1. There is no significant difference between the self-perception
of managers and perception of staff regarding the leadership styles of
managers at DJB
Research Methodology
This study tries to investigate the leadership style at DJB. Delhi
Jal Board has been selected on the basis of random, convenience
sampling. The total sample consisted of 70 employees of DJB, working in
the Vigilance, Finance and Administration departments, and located at
the head office in Delhi, who were asked to participate in the survey.
This sample was selected through convenience sampling. Out of 70, a
total of 64 usable responses were obtained, with return rate of 91.4
percent.
The Research Design is given below:
S = Staff, M = Managers
[ILLUSTRATION OMITTED]
The employees were distinguished as staff and managers based on the
reporting structure rather than the designations and salary scales.
Survey Tools
A two-part questionnaire was used for data collection, on the basis
of the literature survey.
* Socio-demographic data concerning name, designation, age, gender,
number of years in this job, total experience in the industry, income
per month, marital status, spouse details, Living in joint family, and
city of origin.
* Leadership style was measured by the MLQ, Form 5X-Short (MLQ 5X)
(Bass and Avolio 1995). This version is widely used. The questionnaire
is consisted of 45 items. The items describe managerial leadership
behaviours. Respondents were asked to rank their perceived frequency of
using each of the described behaviours on a 5-point Likert scale (0 Not
at all; 4 Frequently, if not always).
Bass (1985) applied the concepts of transactional and
transformational leadership to business organizations. He identified a
range of nine components representing transformational, transactional
and laissez-faire leadership. The five transformational leadership
components are Charisma (the leader admired), Idealized Influence
(followers emulate their leader), Inspirational Motivation (provides
meaning and challenge to the work), Intellectual Stimulation (questions
assumptions) and Individual consideration (individually mentor staff
based on their needs). Transactional leadership has three components:
Contingent reward (rewards staff for desired work), Active management by
exception (monitors work performance and corrects it as needed), and
Passive management by exception (waits until problems occur and then
deals with the issue).
An additional component is the non-leadership
component--laissez-faire. These components of transformational and
transactional leadership should predict organizational outcomes,
followers' satisfaction and leader performance. Bass (1985)
observed that a leader will exhibit both styles, generally with one
being more predominant. In an attempt to identify the behaviours
underling these leadership styles, he developed the Multi-factor
Leadership Questionnaire (MLQ). The MLQ dimensions include
Transformational Leadership which includes Idealized (Attributes),
Idealized (Behaviors), Inspirational Motivation, Intellectual
Stimulation and Individualized Consideration; Transactional Leadership
which involves Contingent Rewards, Management-by-exception (Active) and
Management-by-exception (Passive); Non-Transactional Leadership which
includes Laissez-Faire; and Outcomes of Leadership (Effort,
Effectiveness and Satisfaction). Bass and Avolio (1993) have tested
their model over years. The model incorporates essential constructs from
theories of leadership, which have dominated leadership research for
more than 40 years. The model has been generalized across a wide variety
of organizations, cultures, levels of management within organizations,
including health organizations (Bass and Avolio 1993). The MLQ measures,
explains and demonstrates to individuals the key factors that set truly
exceptional leaders apart from marginal ones. It also differentiates
between effective and ineffective leaders at all organizational levels,
assesses the effectiveness of an entire organization's leadership,
and is valid across cultures and types of organizations.
Conducting Research
Proper permission was sought to conduct the study from the
authorities of DJB. Participation in the study was voluntary. The
purpose of the study was clearly communicated to all the subjects and
they were assured that all data would be treated as confidential and
only the researchers would have access to the data collected. The
instructions to complete the questionnaires were provided one to one and
the completed forms were then collected.
Results and Discussion
Descriptive analysis included summary measures such as mean, mode,
quartiles, percentages and standard deviations. A leadership style
profile of each respondent was determined and frequency count for each
style was also ascertained. SPSS was used for the purpose of analysis.
Paired sample t-tests were performed to find the significant difference
between the responses of self-ratees and rater responses for leadership.
Leadership Profile of DJB
The table of scores and figure of leadership profile (Table II;
Figure II) shows that the dominant style of leadership in DJB is
transactional leadership. Such leaders pay a very close attention to any
problems or deviations and have extensive and accurate monitoring and
control systems to provide early warnings of such problems. Followers
subject to this style often learn to avoid mistakes by
"burying" them. This style of leadership is negatively related
to innovation and creativity in the organization. Even when done well
this style only tends to produce performance of a moderate standard. Key
indicators of this style would be:
* arranges to know if something has gone wrong, attends mostly to
mistakes and deviations, remains alert for infractions of the rule and
teaches followers how to correct mistakes
* recognizes what needs to be accomplished, provides support in
exchange for required effort, gives recognition to followers when they
perform and meet agreed-upon objectives, follows up to make sure that
the agreement is satisfactorily met and arranges to provide the
resources needed by followers to accomplish their objectives.
[FIGURE II OMITTED]
Perceptual Difference of Staff and Managers on Leadership Style
The table of t-test (Table III) shows that there is no significant
difference in the perception of staff and managers on leadership style
that is followed in the organization (p>.05). The staff has scored
higher on all the three styles of leadership, while the managers has
scored lower on all the three styles of leadership. The results clearly
indicate that both staff and managers do not believe in the existence of
any particular style of leadership. The reason for this could be that
since DJB is a public sector organization, so there are defined rules
and regulations for each and every work and everyone from top to bottom
has to follow them mechanically. So there is no scope of practicing any
personal leadership style for managers. Moreover, the managers here are
not accountable for the performance of the staff, and the promotions and
salary increments are based on the tenure of the job. So neither a
proper leadership style is
practiced here by managers, even if practiced nor is it taken
seriously by the staff. Thus the hypothesis 2 that "There is no
significant difference between the self-perception of managers and
perception of staff regarding the leadership styles of managers at
DJB" is accepted.
Results Summary
The dominant style of leadership in DJB is Transactional
Leadership. The staff and managers hold similar views on the existence
of leadership in DJB. The role model leadership in DJB enhances
motivation and effectiveness of the staff. The staff in DJB prefers
close supervision and absence of this may negatively relate to their
motivation, effectiveness, cooperative and conducive attitude. The close
supervision of staff in DJB remains more effective in this kind of
leadership. In DJB the staff wants complete guidance from their
superiors and does not feel effective, motivated and cooperative when
such guidance is not provided.
Limitations of the Study
No work is accomplished without precincts, because margins open the
way for further growth. So this study also engrosses certain
limitations. The sampling that the study had to adopt was convenient
sampling because of time constraint and lack of support from employees
in the organization. So the researcher had to confine to the voluntary
participation within the limits of the study. Size of sample was a
constraint as it could have been bigger if support was received from
employees. Loss of sample also took place because of the incomplete
questionnaires. The researcher could not get ample amount of subjects
under each leader due to which the study focused on general leadership.
Scope for Further Research
The studies can be conducted to see the effect of leadership style
of each leader on conflict handling style and outcome variables of his
subordinates. Studies can also be conducted to see leadership styles in
different departments of DJB to see where the most effective leadership
is found.
Conclusion
Managers at DJB do not consciously practice any leadership styles
and both the staff and managers are aware of this fact. But for the
subordinate staff in DJB, leadership is very vital for their
performance. Hand-holding by their superiors makes them work more
effectively. This is in consonance with the recent trends seen in
foreign companies, where employees demand leadership. Employees in DJB
want their managers to motivate and inspire them so that their
commitment level also increases. They need leaders who create the
vision, set the direction, help them to be aligned to the goals and
objectives and create excitement amongst them to achieve these goals.
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Anu Singh Lather
Dean,
University School of Management Studies,
Guru Gobind Singh Indraprastha University,
Delhi.
Shilpa Jain
Lecturer,
University School of Management Studies,
Guru Gobind Singh Indraprastha University,
Delhi.
Sona Vikas
Sr. Lecturer,
Ansal Institute of Technology,
Gurgaon.
Table--II
Showing the scores of DJB employees on
Leadership
Variables Scores
Idealized Influence (Attributed) 2.82
Idealized Influence (behavior) 2.8
Inspirational Motivation 2.99
Intellectual Stimulation 2.56
Individual Consideration 2.36
Contingent Reward 2.67
Mgt by Exception (Active) 2.91
Mgt by Exception (Passive) 1.23
Laissez-faire Leadership 0.95
Table--III
Mean Scores of Staff and Managers of DJB on different Leadership Styles
Leadership Style Mean Scores Mean Scores df t Sig
of Staff of Managers
(N = 29) (N = 35)
Transformational 2.72 2.69 62 0.22 NS
Transactional 2.39 2.17 62 1.69 NS
Laissez Faire 1.04 0.88 62 0.69 NS
