INTRODUCTION

The most crucial and valuable component that firms require in order to operate simply,
effectively, and efficiently are human resources. An organization's success is dependent on its
diligent, devoted, and caring managers and employees. Every level of an organization needs to
demonstrate leadership, and top management in particular is critical to an organization's success
or failure. Firms are judged to be competitive in this cutthroat period where the world has
become a global village based on the skill of their human resources. Employee management is
largely influenced by the level of leadership that firms possess (Albioon & Gagliardi, 2007). In
the realm of social science research, the idea of leadership is not new. More than any other facet
of human resource management, leadership has received extensive research in recent years.
Our time is one of outstanding leadership. Great, important leaders dominated the 20th century.
Without a question, we would prefer to have a large number of effective leader’s at all
organizational levels than a small number of exceptional ones. This transition from outstanding
leaders to outstanding leadership is a response to the environment's swift change. These
organizational changes necessitate swift and high-quality decision-making, which is only
achievable when there are knowledgeable, skillful, and effective individuals who are capable of
making such judgments at all levels. Faster and more effective decision-making will lead to
reduced bureaucracy, decentralization, and hierarchy, which will empower people at all levels.
There are numerous definitions of leadership, and numerous researchers have made an effort to
investigate this idea. Although several specific definitions may be provided, the majority of them
would depend on the chosen theoretical stance. In addition to influence, group processes,
personality, compliance, persuasion, power, objective achievement, role distinction, interaction,
and a mix of two or more of these have all been used to characterize leadership.

LITERATURE REVIEW
A range of leadership styles have been emphasized by various social science experts.
Elance and Aggarwal (1975) looked into the authority delegation of 123 executives from the
public and commercial sectors as well as several factors affecting leadership style. They
discovered that 67% of CEOs in the business sector and 57% of executives in government
organizations used democratic decision-making or leadership.
According to Norman (1970), women in leadership roles are typically very intelligent, self-
assured, composed, conservative, experimental, liberal, socially exact, self-motivated, and
calculated, with an analytical attitude to circumstances. They could continue to get along well
with their superiors. He investigated the role of women in leadership in northern California.
In a study of leadership behavior, Singh (1978) discovered that the four personality traits of
assertiveness, extroversion, intelligence, and emotional stability were substantially correlated
with overall leadership. In the Indian state of Haryana, he investigated the leadership style of the
secondary school principal.
A new kind of leadership, transformational leadership, according to Noel M. Tichy and David
O. Ulrich (1984), is the secret to reviving major American firms like General Motors, AT&T,
General Electric, and others. They contend that transformational leaders need to create a new
vision for the business since the pressure for fundamental organizational change will increase
over time rather than decrease. Encourage staff members to embrace the new vision, strive
toward attaining it, and institutionalize the necessary adjustments.
Alpana Priyabhashini and Venkat R. Krishnan (2005) used a sample of 101 managers from
two firms in India to study the relationship between transformational leadership, leader's
expectation from follower (pygmalion effect), and follower's readiness for promotion.
Respondents provided answers to questions on their readiness for promotions as well as about
the expectations and transformational leadership of their superiors. Two dimensions were used to
measure promotion preparedness. The first one has to do with the subordinate's drive to succeed.
The subordinate's confidence was measured for the second dimension. The findings
demonstrated a substantial positive correlation between leaders' expectations and followers'
readiness for advancement. The expectations of leaders were strongly positively connected with
each of the five transformational leadership criteria. Only the first three elements of
transformational leadership idealized influence, inspirational motivation, and intellectual
stimulation are favorably correlated with readiness for advancement; the fourth element,
individualized consideration, is not. Additionally, results indicated that leaders' expectations
moderate.
Studies have stressed, according to Vimal Babu (2011), that the leadership philosophies of expatriates
are crucial. It has been seen as a key requirement for success and effectiveness in the host nation. A study
that focused on leadership styles looked at 25 Japanese and 23 American expats in India. The study
looked at ten leadership components to determine the leadership styles of these managers from
completely diverse nations. To determine the differences and similarities between the leadership styles,
the results were evaluated. According to statistical analysis, four of the ten leadership components
showed significant differences, while the other six showed non-significant variations. Results indicated
that American managers were skilled communicators.

CONCLUSION
It is obvious from reading the leadership literature that effective and accountable leadership is
crucial for the success of any business. Effective leaders are essential to the success of any
organization because they raise employee dedication, performance, and job satisfaction. The
ideal leadership for today's world, according to some experts, is a hybrid of transformational and
transactional leadership, despite the fact that there is a ton of research on the subject. Some
academics contend that a balance between transformational and transactional leadership is
necessary for good leadership.