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Comparing leadership styles of Mr Narendra

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 TITLE: Leadership styles and Individual Differences: Comparing leadership styles of

Mr. Narendra Modi and Dr Man Mohan Singh

SHORT TITLE: NAMO and MAMO styles of leadership

Author: Dr Satish Modh

Professor and Director
VES Institute of Management Studies and Research
Affiliated to University of Mumbai

Address: Hashu Advani Memorial Complex

495-497, Collectors Colony, Chembur, Mumbai
PIN 400074, India.
Mobile: +91 9869021511
Email: satishmodh@gmail.com;

1
 Leadership styles and Individual Differences: Comparing leadership styles of Mr.

Narendra Modi and Dr Man Mohan Singh

ABSTRACT

Mr. Narendra Modi, the Prime Minister of India, has been in news for his travels abroad and

creating an impact by his mega rallies while addressing people of Indian origin. Many

commentators have tried to compare his one year in office with that of Dr. Manmohan Singh who

was the Prime Minister of India for a decade. In 2014 India voted in favor of Mr. Narendra Modi

who offered a totally contrasting style of leadership to the people of India. This article makes an

attempt to compare the leadership styles of Mr. Narendra Modi and Dr. Man Mohan Singh using

published research on leadership styles.

Key words: Leadership, Leadership styles, Leadership framework

1.0 INTRODUCTION

Leaders have followers who believe in them and in their capacity to achieve desired goals. When

people are at peace, happy and satisfied there is hardly any discussion on the styles of political

leadership. On the other hand, when the welfare of the people is at stake and the economic situation

requires someone to initiate change, the need for leadership is high (English, 1992). Leaders are

expected to have a vision of the future and formulate strategies to bring about changes needed to

achieve that vision (Carlson, 1996). Dependable and capable leadership is crucial to the success of

any organization (Spinelli, 2006).

2
1.1 VARIOUS LEADERSHIP STYLES IN THE LITERATURE

Some researchers have focused on leader-follower relationship. In this theory researchers have

looked at their mutual obligations and their psychological contract (Ilies et al., 2007). Sometimes

follower traits and characteristics influence leader-follower relationship (Shamir, 2007). Shamir

(2007) suggested that such followers are likely to show blind loyalty, obedience, and deference.

This line of research suggests that leadership effectiveness is just as a product of good followers

as it is of good leaders. This concept developed into a leadership style called servant leadership.

Such leaders are service oriented, appreciate others service, and are good listeners and delegators

(Russell and Stone, 2002).

Cognitive leadership emphasizes on how the leaders think and process information (Lord and Hall,

2005). The research on cognitive aspects of leadership explains the way leaders and followers

think and process information (Lord and Hall, 2005; Mumford et al., 2007). Lord and Hall (2005)

developed a model that emphasized leaders cognitive attributes or abilities whereas Mumford et

al. (2007) focussed on interactions that occur between individuals. There are a range of cognitive

attributes in a person and which attribute remain dormant and which attributes are activated at a

given time is relevant for researchers in cognitive leadership field.

Professional leaders have the ability to draw upon the experience, wisdom, understanding and

knowledge inherent in the organization and its people. Such leaders have very good problem

solving skills (Northouse, 2012). Virtuous leaders give emphasis on each of the classical human

virtues most essential to leadership e.g. magnanimity, humility, prudence, courage, self-control

and justice (Havard, 2007).

Transformational leaders have the ability to understand the fine and subtle information about the

situation and capabilities and feelings of people. According to Burns, transformational leaders are

3
those who motivate their followers to perform beyond expectation by raising the followers'

confidence levels and by providing support for developing high levels of performance (Burns,

1978). An entrepreneurial leader has the ability to identify opportunities and initiate actions to

benefit from such opportunities (McGrath and MacMillan, 2000).

Task-oriented leaders prefer to focus on the tasks at hand in order to achieve the goal. They focus

on step by step solution to the issues and problems at hand (Griffin and Ricky, 2010).

Transactional leadership is full of passion about achieving team/organizational goals.

Transactional leadership focuses on efforts to improve performance of people by reward or

punishment mechanism (Bass, 1985). There are various types of transactional leadership such as

charismatic, inspirational and visionary leadership (Judge and Piccolo 2004; Lowe and Gardner,

2000). Situational leaders focus on the current context of the situation and try to do what is needed

to get the job done successfully. These leaders are able to assess the maturity of the people they

are leading and the details of the task (Hersey and Blanchard, 1977).

Mentor leaders, according to Tony Dungy (2010), help others learn, grow and become more

effective in their jobs. Mentoring builds capacity of people and organizations in implementing

projects and achieving success by creating structures and process to bring out best in people. Duty-

oriented leaders are concerned with what people do, not with the results or consequences of their

actions. They believe in deontological (Kantian duty-based) ethics.

An Intellectual leader is an idea broker that enables the exchange of ideas for the survival and

growth of the organization (Hampden-Turner and Trompenaars, 2000). Creative leadership is the

ability to think and act beyond the boundaries while addressing critical issues (Puccio et al., 2011).

Innovative leaders bring new thinking and different actions to manage their work. They think

4
differently about their role and the challenges they face. Innovative leaders are able to solve deep-

rooted and difficult problems.

The leadership research has also explored the concept of shared leadership in teams and in

organizations as hierarchical levels. This research focuses on the role of an individual leading the

team. This team leadership is also described as shared leadership, distributed leadership or

collective leadership. This team leadership style varies based on the inputs, processes, and

outcomes of the team (Day et al., 2004) and develops relationship between team members (Carson

et al., 2007). The research in this area covers levels of task competence in the team, complexity of

tasks, and task interdependence in terms of examining how teams function when using shared

leadership. The shared leadership produces patterns of reciprocal influence between team or group

or organization members developing and reinforcing further relationship between them (Carson et

al., 2007).

Organizational functions where repetitive actions need efficient execution and skill building is a

must, they position command and control mechanism firmly in place in those functions. Leaders

in such context develop values and belief systems which put more emphasis on results the concerns

of individuals and become authoritarian leaders. Authoritarian leaders, also known as autocratic

leaders provide clear expectations for what needs to be done, when it should be done, and how it

should be done. (Lewin, 1939).

Democratic leadership: Democratic leaders rely upon group decision making, active member

involvement, honest praise and criticism, and a degree of comradeship (Bass and Bass, 1974;

Lewin and Lippitt, 1938; Lewin et al., 1939).

Cooperative leadership: Distinct from the authoritarian and democratic leader, a cooperative

leader tries to build a consensus and is a facilitator of a common goal. A cooperative leader believes

5
more in self-regulation rather than external supervision. Such leaders are willing to compromise

on values and beliefs when they see that nothing can be done without a compromise and something

needs to be done. John Baldoni (2012) points to a good process that will help you on the path to

compromise: Our ego often prevents us from seeing what others see and, worse, prevents us

from seeing the merits of their case. Strong willed people often become so consumed by the power

of their ideas that it prevents them from examining and understanding another's point of view.

Spiritual leadership: In last few years there have been discussion on spirituality at work place and

a new concept of spiritual leadership has emerged. In this model the leaders and followers express

genuine care, concern, and appreciation for both self and others (Fry, 2003). In an article on

spirituality at workplace Fry (2005) defined spiritual leadership as comprising the values,

attitudes, and behaviors that are necessary to intrinsically motivate self and others to enhance a

sense of spiritual survival through calling and membership.

Cross-cultural leadership: In the current globalized environment of business there has been also

research on cross-cultural leadership (Gelfand et al., 2007; House, Hanges et al., 2004). The

GLOBE study of CEO leadership behavior and effectiveness has focused on this aspect (House et

al., 2014)

1.2 DEVELOPING A NEW FRAMEWORK FOR COMPARISION OF LEADERSHIP

STYLES

This article makes an attempt to classify published research on leadership styles into seven groups

to compare the leadership styles of Mr. Narendra Modi and Dr. Man Mohan Singh. This framework

is given in Figure 1.

6
1.2.1 Wisdom and experience: The spiritual quality (positive energy) influences us toward

goodness, truth, purity and knowledge through discriminative power of intellect. Knowledge is the

accumulation of facts. It empowers us to make educated decisions about rational questions.

Wisdom is making use of knowledge with an enlightened perspective of the world. There are three

types of leadership in this classification intuitive, system and transformational.

Wisdom

Ethical Intellectual
approach Approach
Values and
Beliefs
Capacity
Strategic building
actions
Achievement
of goals

Figure 1: A framework for comparing leadership styles

1.2.2 Strategic actions: Implementation of strategy is very crucial for success. According to

Davenport (2007) creating a brilliant strategy is good but executing it successfully is important. It

is very important for the leader to initiate strategic actions in time to achieve the goals. When the

leadership focus is on achievement of goals, there is emphasis on vision, mission and strategic

actions. Visionary leadership, strategic leadership and managerial leadership styles are more

dominant.

7
1.2.3 Capacity building: Every nation need a skilled, well-educated and competent workforce,

excellent work environment, transparent systems and favorable institutional set up to move on the

path of progress and create opportunities for growth. This can only be achieved through a

streamline of capacity building processes of the individuals, institutional systems and processes,

and a continuous review of environmental factors and policies. When the leadership focus is on

capacity building, there is emphasis on mentoring, collaboration and relationships.

1.2.4 Intellectual approach: Strategy formulation is an intellectual process that comprises two

phases: diagnosis and formulation. It is important for the leader to be able to conceive new ideas

and bring about meaningful change. The strategy formulation process produces a clear set of action

plans to accomplish the goals. Leadership style here can be classified as analytical, creative or

innovative.

1.2.5 Achievement of goals: Achievement of goals is dependent on the use of resources and

capabilities. A leader through his/her leadership style achieves goals by focusing on tasks, projects

or people involved. These styles are very individualistic and are hard to copy by others. Based on

the methods of achievement of goals leadership styles can be described as task-oriented, project-

oriented or people oriented.

1.2.6 Ethical approach: The word ethical action comes from theory of Karma from the ancient

Indian text Mimamsa. This theory states that good actions produce good fruit, evil actions

produce evil fruits. Every individual seems necessary to be guided by Karma yoga which holds

that when duty is performed in a spirit of dedication it becomes the cause of emancipation.

Morality, fair play, ethics and justice are the basis of Karma yoga (Adhikary, 2007). Based on the

ethical approach a leader can be result-oriented, duty-oriented or virtuous.

8
1.2.7 Values and Beliefs: A culture is made up of values and beliefs which are an integral part of

what one chooses to see and absorb (Davenport and Prusak, 2000). It includes a shared perception

of reality, regarding how things are and how things should be. Leadership of an organization is

responsible for the creation and management of its culture. Based on the flexibility in values and

beliefs, leadership style can be termed as firm, democratic or compromising.

1.3 COMPARISION OF LEADERSHIP STYLES OF MR MODI AND DR SINGH

This article uses the above framework to compare the leadership styles of Mr. Narendra Modi and

Dr. Man Mohan Singh.

1.3.1 Wisdom and experience: Dr. Singh joined Indian civil service in 1971 as an economic

adviser in the commerce ministry and later became chief economic adviser in the ministry of

finance. He was the Governor of the Reserve bank of India and the Deputy Chairman of the

planning commission. Though he became a politician in 1991, he continues to rely on his wisdom

and knowledge acquired as a bureaucrat depending more on systems and processes.

Dr. Singh is a system leader as a result of his background in bureaucracy. There are three core

capabilities that system leaders develop in order to foster collective leadership. The first is the

ability to see the larger system. The second capability involves fostering reflection and more

generative conversations. The third capability centers on shifting the collective focus from reactive

problem solving to co-creating the future (Senge et al, 2015)

Mr. Narendra Modi promises to be a transformational leader. The 'Swachh Bharat' (clean India)

campaign launched by the Prime Minister has sent a message to make the country clean in body

and spirit. .Seth (2008) comments: And what was most impressive was the passion which Modi

exuded. The passion for development. There is however, no question in my mind, that his flaws

apart Narendra Modi today, is truly a transformational leader! And we need many more like him!

9
Even President of America Barack Obama called Mr. Modi Indias Reformer in Chief in his

introduction of Mr. Modi for TIME magazine's list of 100 most influential people.

1.3.2 Initiating strategic actions: Dr Singh was a visionary leader. He initiated lots of actions in

various fields nuclear bill, food security bill etc. It is important for an entrepreneurial leader to

have a good team which can implement his/her ideas effectively. An entrepreneurial leader has the

ability to identify opportunities and initiate actions to benefit from such opportunities (McGrath

and MacMillan, 2000). Unfortunately for him his team was unable to implement these strategic

initiatives. In fact Mr. Modi is implementing these initiatives effectively.

Mr. Narendra Modi is a strategic leader. This leadership style stresses the competitive nature and

the ability to out fox and outwit the competition. Strategic leaders also have the ability to influence

others to make day-to-day decisions that lead to long-term growth and survival. Hitt et al. (2005)

define strategic leadership as the ability to anticipate, envision, maintain flexibility and empower

others to create strategic change as necessary. Mr. Modi was able to inspire the whole nation into

believing that under his leadership Achhe Din (good days) are not far off.

1.3.3 Capacity building: When we look at the leadership style of Narendra Modi, he comes across

as a collaborative leader. He wants chief ministers of states to be a partner in nation building. He

is willing to give more money in the hands of every state to implement welfare schemes based on

their needs. This has been evident in the allocation of nearly 10% more funds to states. He has

abolished Planning Commission and established NITI Ayoga where chief ministers would

contribute in the policy making for the nation.

Dr Man Mohan Singhs style in capacity building was that of a Mentor/Coach. Even the Japanese

Prime Minister Shinzo Abe playing host to Dr Man Mohan Singh at his official residence in Tokyo

called him 'dear friend and mentor' (Vijayn, 2013).

10
1.3.4 Intellectual approach: Narendra Modi comes across as a more innovative leader. He has

been using social media to his advantage and comes out with many innovative ideas to remain in

the national focus. The strategy to build a statue of unity is such an innovative idea. A leader,

who is being criticized as a divisive leader is creating a symbol of national unity in the state of

Gujarat (Business reporter, 2013). He has announced many innovative schemes such as Jan Dhan

Yojana, 'Pradhan Mantri Beema Suraksha Yojana' and 'Atal Pension Yojana'. He has made a

very innovative use of radio by communicating with the nation in his Man Ki Bat.

Dr Man Mohan Singh is a well-recognized economist and provided intellectual leadership to the

government. He had an image of a formidable intellectual, a political leader of integrity, someone

who is compassionate and attentive to common people, and as a recognized technocrat (Makta,

2013).

1.3.5 Achieving goals: Mr. Narendra Modi appears to be a project-oriented leader. There has been

a plethora of projects initiated by him with fixed time lines. He has announced creation of 100

smart cities, running of high speed trains and linking of rivers. He has announced a very ambitious

Make in India campaign to generate employment for youth in the manufacturing sector.

Dr. Man Mohan Singh appeared to be a task-oriented leader. Task-oriented leaders prefer to focus

on the tasks at hand in order to achieve the goal. They focus on step by step solution to the issues

and problems at hand (Griffin and Ricky, 2010). He picked up one task after another for legislation,

e.g. the nuclear bill, the food security bill, the land acquisition bill and maneuvered to get them

passed in spite of running a coalition government.

1.3.6 Ethical approach: Dr. Singh belongs to the classification of virtuous leader (Ahluwalia,

2014). His image of a virtuous person has enabled him to face all the turbulences of his political

11
life. He used his humility and the aura of honesty to face all the storms. It is a miracle that in spite

of so much bad publicity he retains the aura of honesty and integrity.

Mr. Modi is a result-oriented leader. He is not going to be pinned down by the burden of being

nice and gentle. He had been chief minister of Gujarat State for nearly 13 years and there is a

general perception about him that he is a dynamic, decisive and development-oriented leader.

Indian people see a ray of hope due to his focus on development, eye for detail and efforts to bring

a qualitative difference in the lives of poor.

1.3.7 Values and beliefs: Dr. Man Mohan Singhs style was an accommodating leader. He

believed in consensus building. Though himself not corrupt he was willing to compromise on his

core values and beliefs to keep the government safe. This accommodating attitude was reflected

even in foreign affairs, defense and other bilateral negotiations which were strategically important

to the country.

Mr. Narendra Modi has an image of an authoritarian leader. Authoritarian leadership is a form of

leadership where one leader typically has complete control over a work area or project. The

authoritative leadership is most advantageous in a crisis situation. The advantages are quick

decisions, close oversight, total control and streamlined work process. In the current crisis situation

which the country is going through, this style is making him more popular among people who are

looking forward to a change in the style of national leadership.

Table 1 summarizes the comparison of leadership styles of Mr. Narendra Modi (NAMO) and Dr.

Man Mohan Singh (MAMO). They are two very different leadership styles. The MAMO style has

kept Dr. Man Mohan Singh in the Prime Ministers chair for almost 10 years. Mr. Narendra Modi

(NAMO) has his unique leadership style (NAMO) which makes him the front runner for the Prime

Ministers chair for many years to come.

12
Table 1: Comparing leadership styles of Mr. Narendra Modi and Dr Man Mohan Singh

LEADERSHIP ACTIONS Leadership style of Leadership style of

Dr Man Mohan Singh Mr Narendra Modi

Wisdom and experience System Leader Transformational Leader

Strategic actions Visionary Leader Strategic Leader

Capacity building Mentor/Coach Collaborative Leader

Intellectual approach Intellectual Leader Innovative Leader

Achieving goals Task-oriented Leader Project-oriented Leader

Ethical approach Virtuous Leader Result-oriented Leader

Values and beliefs Accommodating Leader Authoritarian Leader

1.4 SUMMARY

The purpose of this study was to study individual differences in leadership styles. This article

develops a framework to broad base the leadership styles of individuals. Leaders reveal different

leadership styles while dealing with issues that confront them. Leadership style of a person is a

unique combination of various leadership styles. In this article seven parameters were identified

which combine almost every area of leadership actions. In the process this study has also presented

various leadership styles reported by researchers in this field. This framework was then used to

compare the authentic leadership styles of Narendra Modi and Dr Man Mohan Singh.

Similar framework was developed by Modh (2014) to study the process of conflict

resolution. This framework was based on Satwic, Rajasic and Tamasic guna concept given in the

13
Gita. The characteristics of these three gunas have been explained in detail in the Gita and a couple

of research papers have been published on the subject (Kejriwal and Venkat, 2004; Narayanan and

Krishnan, 2003; Parvinder and Sinha, 1992). The knowledge of this leadership map would also

help in self-awareness of ones leadership capability. In the organizational environment, awareness

of a leaders authentic leadership style is critical to its success, at least those who are in key

performance and decision making positions.

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