Role Efficacy as Related to Corporate Leadership: A Research Experience during HRD Intervention of Senior Managers in an Indian Private Sector Organization

A new IBM (May 22, 2012) study of more than 1,700 Chief Executive Officers from 64 countries and 18 industries worldwide reveals that CEOs are changing the nature of work by adding a powerful dose of openness, transparency and employee empowerment to the command-and-control ethos that has characterized the modern corporation for more than a century. Leadership is about understanding people, and especially about the process of making a real connect with potential workforce. Corporate leadership is perceived in divergent ways. Some explain success in terms of profit, productivity, and capacity utilization; others relate it to the market share, sales-growth, turnover and yet others to human satisfaction. The concept of Role-Efficacy purports to generate a feeling of pleasantness in performing one's role and meeting the demands of the role. Perhaps, endeavor of this study is to examine relationship of role efficacy with leadership practiced by executives/senior managers. Difference in philosophies of various organizations put a limit on the person being a good manager or a good leader, or both. The primary data was collected by means of structured questionnaire canvassed among the sample drawn for the purpose, which comprised of 54 respondents holding senior managerial cadre, out of which 26 respondents on the first day and 28 managers on the second day participated in the HRD workshop belonging to private sector, Indian organization of repute. Data has been statistically treated and complemented by correlation-analysis. Conclusion drawn from the study gives an impression and hint towards the existing state of affairs in the organization and poses a question about the organizational culture and prevailing practices, which perhaps may not be conducive to appreciate the new ideas of corporate transformation. Finally the paper concludes by emphasizing that role efficacy of senior managers must be enhanced by promoting the practice of corporate leadership (both transactional and transformational) by them.