According to a new research by global management consultancy, Hay Group, global business leaders are over-reliant on a single leadership style, demotivating employees and holding back organisational performance as a result.
In India, it found 70 per cent of leaders created a demotivating climate for their employees. The world average was 55 per cent.
The research also showed two in every three Indian leaders (62 per cent) opt for a ‘coercive’ leadership style, compared to 37 per cent globally.
The research defines coercive leaders as those who tell staff what to do and expect them to do it.
They then check over employees’ shoulders and are more likely to criticise what they are getting wrong, rather than praise what they are doing right.
Mohinish Sinha, leadership and talent practice leader at Hay Group India, said, “While the ‘coercive’ leadership style works well in a crisis or during a period of significant change, its over use may lead to an erosion of innovation.”
The research showed that leaders in EMEA (Europe, the Middle East and Africa) are the least flexible, with only one in five (22 per cent) able to use the recommended four or more leadership styles.
Consequently, it said that almost three fifths (57 per cent) are creating demotivating climates.
“In addition, two-thirds (66 per cent) of Asian leaders create demotivating climates -- the worst of any global region -- where just one quarter (24 per cent) have mastered four or more leadership styles.
"A majority of Asian leaders (48 per cent) have been found to be using the ‘coercive’ style of leadership,”
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