Purpose -The purpose of this paper is to cull out leadership lessons from one of India's oldest books on statecraft and economics -The Arthashastra by Kautilya -and present an Indian model of leadership which may be used by scholars and practitioners for leadership development in modern global context. Design/methodology/approach -An analysis of Kautilya's teachings is done based on English translation of his original works by two eminent scholars. A model of leadership is derived on the basis of Kautilya's writings. Findings -Kautilya presents a holistic perspective as he synthesizes the Eastern and Western approaches on leadership. His skill-based and strategic approach gets support and direction from his value-based, ethical considerations. Also, an in depth study of his writings shows that he was a precursor to a few leadership theories developed in the Western world in modern times. Originality/value -Scholars have studied The Arthashastra as a treatise on economics, politics, diplomacy and statecraft. Lessons have also been drawn on a few aspects of management and leadership. There is no comprehensive commentary available on his views on leadership. In this paper, an attempt is made to develop a leadership model which integrates the Eastern and the Western approaches on leadership and can be used for leadership development in modern times.
Communication is an interactive process for building a relationship between the organization and the customer. Effective communication during service encounters has a definite impact on customer's perception of the organization. This qualitative study attempts to explore how the customer's perception of the organization image is impacted by the way the service engineer communicates with the customer during a service interaction and the receptionist's manner of lodging a complaint at the call centre. There has been considerable research on the impact of service quality on consumer perception leading to loyalty towards an organization. However, not much material was found on the impact of verbal and non-verbal communication on service quality. The study was carried out in organizations providing cooling solutions to both individual as well as institutional customers. Telephonic interviews were conducted with both these types of customers. To reinforce the veracity of the conclusions drawn from the first set of interviews, a second round of telephonic interviews were also conducted with customers of two other multinational companies dealing with the same product. An interesting revelation of the study was that most organizations did not revert to the customer for feedback once the complaint was attended to. A follow-up call after the service encounter would certainly enhance the image of the company in the eyes of the customers. It would not only show the organization's commitment to quality but also increase customer loyalty through relationship building.
A retrospective study was conducted to assess the appropriateness of the utilization of therapeutic drug monitoring (TDM) services with regards to antiepileptic drugs (AEDs) at a tertiary care hospital, and analysis of 5094 samples of the carbamazepine (CBZ), phenytoin (PHT), valproic acid (VAP), and phenobarbitone (PB) was undertaken. Maximum requisitions were received for CBZ (54.92%) followed by PHT (27.05%), VAP (14.40%), and PB (3.61%). About 2.12% requisitions were received for patients taking unlabeled AEDs. Reasons for TDM were routine monitoring (36.3%), adverse drug reactions (ADRs) (17.2%), relapse (30.7%), no response (3.35%), and irregular treatment (2.24%) and not mentioned (10.5%). Majority of the samples (69%) were drawn for measuring trough levels; however, in 22% time of last dose was not mentioned and 9.64% were for peak or random levels. In all, 6.9% requisitions for TDM were sent before steady-state levels, and in 15.5% duration of therapy was not mentioned. Blood levels within therapeutic range were found with CBZ (63%) followed by PB (56.52%), VAP (45.99%), and PHT (42.52%). Blood levels were above therapeutic range in 45.69%, 29%, and 21.73% patients taking VAP, PHT, and PB, respectively. Unsuspected poor compliance was uncovered in 11.8%, 41.2%, and 29.3% requisitions sent with ADR, relapse, and routine monitoring as reason for drug levels, respectively. Only half of all AED measurement requisitions were complete and met the criteria for appropriate AED-level determination. Incomplete requisitions lead to difficulty in uniform interpretation of results and thus add to unnecessary costs.
Business environment world over has undergone major transformation in the last fifty years. Global organisations, where operations are not restricted to home or host country, need business leaders with a global mindset and multicultural effectiveness. This paper examines and confirms the relevance on leadership preparedness of global managers of two important constructs – cultural intelligence and communication effectiveness in the context of anxiety and uncertainty management. Adding to extant literature, the study empirically confirms the suitability of three assessment instruments. It establishes the importance of cultural adaptability and AUM theory for assessing leadership potential of managers working in multicultural environments with culturally diverse teams. The objective of this study is to understand the relevance of cultural intelligence and communication effectiveness for leadership preparedness in a multicultural environment. The present century is seeing accelerated transformation of businesses into truly global entities. As organizations operate in a boundary-less world, multicultural teams are the order of the day. Business leaders, who are able to understand, accept, and effectively respond to cultural differences are therefore in great demand.
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