The Palgrave Handbook of Leadership in Transforming Asia

The aim of this study was to determine the preferred leadership style of Australian and Chinese leaders from the hospitality industry and the impact of cultural and socio-economic variables on their leadership styles. The methodology was a survey of 500 hospitality industry employees from each country using a structured questionnaire which collected data on demographics and leadership styles. The findings confirmed that Australian and Chinese managers use both transformational and transactional leadership styles, but Australians prefer transformational leadership more so than their Chinese counterparts. Age, education, sex and ethnicity were all related to leadership style. Persons who were older and with higher levels of education were more likely to use transformational leadership and those who were younger (20–30) preferred transactional leadership styles. The less educated were more likely to use Laissez Faire Leadership. There was little difference between the participants due to sex.

Using qualitative data collected from interviews and focus groups of senior leaders from five global companies operating in Europe, Asia, South America and Africa, this study makes two important contributions to the theory of globally responsible leadership. First, it depicts a framework of catalysts and drivers for sustainability for use by responsible leaders. Second, it develops a framework of globally responsible leadership that covers eight components of responsible leadership. These frameworks will benefit both scholars and practitioners in the fields of leadership and sustainability.

Tropical Forestry Services Corporation Limited (TFS), an Australian-based company, is the world’s leading producer and processor of Indian sandalwood. Indian sandalwood (Santalum album) is one of the world’s most valuable tropical hardwoods and is nearing extinction in the wild due to unregulated harvesting. With an entrepreneurial eye, Frank Wilson, the co-founder of TFS, first realized the opportunity presented by the imbalance in the supply and demand of the Indian sandalwood. Since its conception in 1997, the company has grown from an entrepreneurial start-up venture to a publicly listed ASX 300 company. TFS manages the largest area of Indian sandalwood plantations in the world, which is established in Australia’s tropical north; and also operates the world’s largest sandalwood distillation facility, Mount Romance, which is based in Albany, Western Australia. The value proposition, embedded in the company’s strategic entrepreneurial practices, is guided by entrepreneurial leadership at TFS. This has opened avenues for TFS to become the dominant global player of the Indian sandalwood market by 2020. Employing a case study approach (Freeman & Siegfried, Journal of Leadership Studies, 8, 35–39, 2015; Kansikas et al., International Journal of Entrepreneurial Behavior & Research, 18, 141–158, 2012), this chapter identifies how entrepreneurial leadership has led this company to be exemplary in its approach to building East meets West business practices.

In the globally connected world in which managers operate, the need for more agility and customer-centric ways of working is well established (Ipsos and Cirrus, 2015). This chapter describes how we have taken research into creating more agility and customer-centricity in the UK and explored its relevance to managers in the context of Asian businesses. The original research identified the six factors of connected leadership which are based on a combination of distributed (and shared) leadership, authentic leadership and complexity leadership theories. The second stage research identified how they are also relevant to the transition of Asian businesses as they become more agile and customer centric in the globally connected twenty-first-century world. We found that approaches to values and authenticity vary culturally, and this is a barrier to confidence in doing business across regions. We also found that the issue of ‘saving face’, prevalent in many Asian markets, is a significant barrier to transforming organizations and this is likely to hold back Asian business transformation if not addressed in a constructive and inclusive way.

The chapter describes and illustrates some of the difficulties in combining public and private sector interests with those of society. It is against this background and in the contexts of China and India respectively that the chapter explores cases of corrupt corporate leadership and government response. Literature review and case studies support the contention that though corporate leaders must have incentives to pursue profit they must also be held accountable to society for the legitimacy of their business decisions. Good governance operates under transparent government response to wrongdoing. One suggestion that emerges from the research is that all business procedures and processes involving interface with government might be automated, as far as possible, to do away with person-to-person interface. This would limit the likelihood of corrupt dealings between business and officialdom, especially where government approval is needed for services, licences and other permits.

The dark side of leadership has been increasingly receiving more attention from scholars. However, it is not entirely clear how much informal institutional framework influence leaders’ behavior toward the dark side. The argument of this study is that the aforementioned framework influences leaders’ ethical/moral decisions. It does that by either preventing leaders from taking unethical/immoral decisions or as in the context of this study provides them legitimacy for their action so that they are questioned much less. Findings of the study show that informal institutional framework can be an important point of reference for the leaders before taking ethical/moral decisions. Nonetheless, it may not necessarily incline them toward the positive side.

Leadership – for government, business, or civil society sectors – separates into a positive approach and a negative approach. Positive leadership concerns such topics as setting strategic direction for benefit of citizens or stakeholders, transforming organizations to be more efficient and effective to benefit of those citizens or stakeholders, and inspiring and motivating followers through sound strategy and personal characteristics including being a moral exemplar. The more difficult and neglected subject matter of negative leadership concerns deviations from the ideals of positive leadership. Weak leadership may be as bad in its effects as dark leadership. Study of dark leadership is a topic in behavioral ethics, the empirical study of how people behave and why. Key deviations come in three general forms, all of which are amoral or unethical deviations from ideals. One form is personal attributes and practices that result in abuse of subordinates and others. There are leaders whose misbehavior is at an extreme pathological. This misbehavior is the opposite of servant leadership. A second form is ruthless manipulation of others through politics of self-advancement. A third form, in the private sector, is abuse of political connections for leader and/or organizational gains at the expense of others. Dark leadership – in such forms – receives increasing scholarly attention in what some may term a Western theory of leadership, meaning a theory framed and tested in constitutional democracies and market economies of the developed countries. This study examines what is known about dark leadership in Asian countries. Defined broadly, Asia encompasses East Asia, Southeast Asia, and South Asia – from Japan, the Koreas, and China through India, Pakistan, and Afghanistan. Russian Siberia and Central Asia are not included here. The study draws on a literature review and Transparency International corruption data. There is a wide variation on multiple dimensions among the countries included in Asia.

This chapter analyses two contemporary theories of leadership (transformational and transactional leadership and ‘new’ leadership), identifies their weaknesses and contrasts them with three psychological approaches to leadership (personal attributes, psychopathic leadership and ethical leadership). The conclusions from this study were that if leadership is to be understood such studies should be guided by a model of leadership that captures something of its complexity. At the very least, it should include the relationships, drawn from studies of these theories, between followers’ needs, group processes, context and leaders’ psychological attributes.

Due to differences in cultures and values, it is widely suggested that management practices need to be adjusted to suit the environmental context. Few studies, however, have explored the relationships between work values at the individual level and both leadership behavior and workplace innovation. This chapter presents a conceptual framework that represents the relationship between work values ethic (WVE) and workplace innovation by introducing leadership as a moderating factor. Both the direct and mediating relationships are examined in order to develop a series of propositions. It is expected that the conceptual relationships and propositions will be tested at a later stage of the study. The testing of the direct and mediating relationships will contribute to the body of knowledge in the field of leadership, innovation and WVE. It will also assist researchers to gain a better understanding of the relationships among these key organizational variables.

To stay competitive, hotels and resorts require focusing on being innovative. Given the important role of innovation in the contemporary hotel industry, this research investigated how employee’s creativity and innovation can be motivated. Of all the determinants of employee’s innovative behavior, leadership has been highlighted in the literature as one of the most influential organizational factors in encouraging subordinates’ creativity and innovation. This study examined the influence of perceived innovation-enhancing leadership behaviors on employee’s creativity and innovation in Iranian hotels and resorts. In particular, this research investigated the direct impact of seven categories of innovation-enhancing leadership behaviors on employee’s creativity and innovation, drawing on a sample of 107 employees and managers from three-star, four-star, and five-star hotels and resorts in Iran. The empirical findings indicated that the construct of innovation-enhancing leadership is positively and significantly associated with employee’s creativity and innovation; further, this study identified particular leadership behaviors that account for employee’s creativity and innovation in the Iranian hotel sectors. This research also reviews the literature on the topic of effective leadership practices in the Asian hotels industry in order to understand more comprehensively how leadership enhances employee’s innovative behavior in the context of the hotel industry. On the basis of this finding, industry practitioners would be able to develop strategies that enhance and sustain organizational competitive advantage, and this outcome especially in regard to leadership behaviors offers useful directions for training and development programs.

Few studies have explored the relationship between leadership and workplace innovation in non-Western contexts. The purpose of this study was to examine this relationship in the context of two Asian countries. To this end, structural equation modeling was implemented to analyze 696 usable questionnaires received from staff employed in small to medium enterprises (SMEs) in Thailand and Vietnam. The results revealed that design leadership has a significant effect on the four dimensions of workplace innovation, thus confirming an interactionist theory perspective which is under-researched in Thai and Vietnamese SME contexts. This study therefore extends the design leadership and innovation literatures.

This study examined factors of innovation initiatives, main concerns for an organization to initiate innovation as well as impact of the innovation initiatives towards the organization, students and lecturers. Stratified-random sampling was employed involving 123 lecturers in a Malaysian university. Findings showed that the most prominent factor in innovation initiative is to improve the product in order to benefit users, followed by self-satisfaction and recognition. This implies that organization staff viewed the creation of innovative products as a process of growth to fulfil the needs of others and also to realize their personal potential. Findings also revealed that the main concern for encouraging innovation is the need of the organization to provide more funds and grants in order to assist innovators financially in creating innovative products. Moreover, findings showed that innovation initiatives help to motivate and cultivate students’ interest to be creative, improve their entrepreneurship skills, learn leadership role and expose them to new ideas. This implies that through the creation of innovative products students can learn from their experience and they learn to take leadership role. Importantly, initiating innovation is regarded as a norm towards a significant implication of effective management in respective organization. It can be concluded that organization management plays a vital and leading role in initiating innovation among the staff.

The debate between ethical business practices and leadership has been growing and gaining momentum since the global financial crisis in 2008. Though various steps and measures were created to plug the gaps in the area of compliance and corporate governance, there is also an increasing demand for leaders to focus on business ethics. Ethics in business has become a critical topic for business leaders. Similarly, business leaders in Singapore emphasize on business ethics. In Singapore, being a small state relying mainly on commercial organizations for growth and economic development, the government has put in place various measures to ensure transparency and business continuity. These rules and regulations are often translated by the leader. To understand the leaders’ perception of ethical business principles and practices, a research study was carried out in Singapore in 2010 and 2011 with five business leaders. Analysis supports the view that leaders in commercial organizations based in Singapore perceive business ethics as important. Their understanding of business ethics, however, reflected a combination of the individual leaders’ ethical values and the government’s regulatory practices. The research study also indicated the potential of restorative justice in commercial organizations based in Singapore. The leaders’ management style in ensuring conformance by their employees to business ethics highlighted the principles, values and practices of restorative justice.

Shared leadership is essential in driving workplace learning activities to stimulate social interaction, resulting in a transformation into a good team. Shared leadership built on staff empowerment can positively affect individual, group, and organisational outcome. This study focuses on the unique nature of KPMG Thailand’s talent management programme, which is called People Passion; its strength comes from a group of employees who are content because financial incentives and reputation no longer influence talent management decisions. The People Passion programme’s formula is to empower, encourage, and instil confidence in co-workers using principles which are at the core of KPMG’s human resource strategies. The programme maintains high cohesiveness and workflow harmony while recognising the collective nature of Thai employees. This study discusses issues related to the implementation of the project, such as leadership practices, shared leadership, and staff empowerment. This study found that the key issue in becoming a successful leader is to acknowledge the involvement of staff members at every level of the organisation. To create shared leadership culture, ground rules that foster cohesion must be created to lead employees with the right mindset and the appropriate skill sets to help the team cope with a fast-changing work environment.

LMX research in Asian context is limited. In addition to the direct impact of LMX on employee outcomes, researches call for investigating intervening mechanism. Therefore, the current study on the base of social exchange theory proposes perceived organizational support (POS) and organizational embeddedness (OE) as mediating mechanism between LMX and the three employee outcomes (i.e. job satisfaction, job performance and leave intention). Further, it investigates the predictive role of POS and OE towards generating the employee outcomes. The study utilizes probability proportionate to size sampling to select 209 dyads of 24 retail banking branches of a large private multinational commercial bank. Data was collected through two questionnaires. Linear and hierarchical regression was used to test study hypotheses. Study results show predictive role of LMX towards generating POS, OE, job satisfaction and leave intention. Further, predictive and mediating role of POS and OE for job satisfaction is supported. Study discusses the results and provides a number of theoretical and practical implications along with limitations and future directions.

This chapter is based on the author’s extensive literature review about empathetic leadership, 10 years of field work in China (2006–2016), and personal reflections. She interviewed 30 Chinese executives from 20 different foreign multinational enterprises. Only two foreign multinational enterprises understand the need and fear of their Chinese workers and suppliers and consequently develop better incentives for the Chinese workers and suppliers to perform higher standards. These two foreign multinational enterprises exemplify empathy, not sympathy, when they pursue responsible supply chain management. The affective and trusting relations among members defines the code of conduct and standards in the supply chain management. The empathetic leadership, embedded in a culture of justice and care, establishes norms and expectations that serve as guidelines for responsible supply chain management with justice. As a result, the standards in the responsible supply chain can be robust and act as voluntary regulations. The author advocates empathetic leadership as an acceptable alternative paradigm for responsible supply chain management and encourages corporations to affirm the importance of empathy with the principles of justice and care in the leadership development.

Every leader’s symbolic action creates meaning. However, it is especially the symbols which leaders in a cross-cultural context use that are always reconstructed based on experience, culture, and generally accepted and practised values from a different cultural background. Accordingly, this chapter analyses the adjustment process of expatriate managers abroad; special emphasis is put on the degree to which the willingness to adjust the symbolic actions to the local cultural environment is rewarded with a higher acceptance as leader. Results show that, especially, the adjustment of language and behaviour results in a higher acceptance rate. Thus, it is argued in this chapter that leaders should carefully regard how their symbolic interactions are interpreted or comprehended by the host country workforce since the acceptance as a leader is one important aspect in order to achieve success in an international assignment.

Using multilevel modeling and data on individual-level responses on entrepreneurial behaviors from 11 Asian countries (China, India, Indonesia, Iran, Israel, Japan, Jordon, Malaysia, South Korea, Thailand, and Turkey) for the period 2001–2008, we seek to understand the influence of culturally endorsed implicit leadership theories (CLTs) of transformational and transactional leadership styles on individual-level entrepreneurial behaviors in Asia. We find that both the leadership CLTs favor entrepreneurial behaviors in the pre-entry stages in Asia. Further, we find that while transactional leadership CLTs suppress entrepreneurial behaviors in the post-entry stage, transformational leadership CLTs favors entrepreneurial behaviors in Asia. We discuss the implications of our findings specific to the Asian context.

In this study, we focus on the relation between female representation on boards of directors and firm financial performance based on evidence from 100 publicly listed firms in Malaysia from 2010 to 2014. Our findings indicate that the presence of at least one female director on the board is positively associated with firm financial performance. However, we find no statistically significant link between having a higher proportion of female directors or the presence of a female CEO-chair on financial performance.

Interest in leadership in the Asia Pacific region continues apace and unabated. Our chapter aims to achieve a trio of outcomes. First, to help us better understand how leadership processes and practices can be both different and the same in countries. Second, to assist managers to learn how to become better leaders by recognizing and adopting successful practices. Third, to move beyond overly dominant and ethnocentric Western literature and explore leadership based on differing cultural foundations. We deal with this crucial area in terms of what drives effective leadership and the implications for leadership theory, research, and practice.

Research into succession planning was first conducted in the business, educational, government, not-for-profit and healthcare sectors and introduced in libraries in the late twentieth century, There is limited literature addressing library succession planning generally, and no literature related to the concept as it exists in Vietnam. Library succession planning has been in existence for over 20 years internationally but has only recently been introduced in libraries in Vietnam. Vietnamese libraries have an embryonic recruitment culture where the concept of succession planning is often unknown or little understood by staff at all levels of the library, from general staff to senior managers and board members. Additionally, the implementation of succession planning in Vietnamese libraries faces many challenges including availability and suitability of staff for management positions, the political environment, and succession processes themselves. This chapter examines these issues as they impact on the information sector, focusing on academic and public libraries in the Mekong Delta area of Vietnam. Based on interviews and a survey of library leaders and staff, and underpinned by transformational leadership theory, this chapter considers existing succession planning processes and makes recommendations on how these processes may be adjusted and developed to meet and overcome challenges in Vietnamese libraries, and beyond.

Negative leadership styles lay the groundwork for bullying to thrive, which negatively affects individual psychological health as found in previous research. However, because little is known in relation to how employees from high-power distance cultures such as Vietnam, experience the negative consequences of destructive leadership behaviors at work, the current study examined the consequences of laissez-faire leadership behaviors from 207 public sector employees in Vietnam. Results showed that laissez-faire leadership behaviors were negatively associated with psychological safety climate (PSC) and increased the incidence of workplace bullying. PSC was also found to have a positive impact on employee well-being, while workplace bullying had a negative influence on employee well-being.

China and India have achieved spectacular economic growth. However, the process has not always been free from problems. The drivers for growth appear to be mainly short-term economic advantage, and business models used have resulted in a significant imbalance between economic outcomes, societal aspirations, and protection of the environment. In the construction sector, there have been high failure rates in critical success factors such as cost, quality, and time objectives. In addition, the technology used to achieve economic growth is highly polluting, and sharing of prosperity within society remains non-egaliterian. The governments and industries have embarked upon painful mega-reforms to improve existing processes but with mixed results. This chapter contributes to the reform of strategy and processes through an evolution in leadership capacity for responsible management in the context of infrastructure (engineering) construction projects. Engineering projects are often large, heterogeneous but critically important for the well-being of the community. In both China and India, university-educated engineers and other professionals (practitioners) provide bulk of the leadership in project management of construction projects. This chapter reviews multidisciplinary literature for development of practitioners’ capacities in the context of fast-changing challenges and opportunities, and contributes flexible and new holistic leadership frameworks for sustainable construction project management (SCPM) for triple bottom line sustainability in profitability, people, and the environment. Engineering projects are unique and practitioners have individualized leadership styles. There is no ‘one-size-fits-all’ solution. Chapter focuses on practitioners’ personality development and explores flexible leadership frameworks for leaders’ intrinsic capacities or “leadership of self” to effectively transcend challenge for SCPM. The metaphor ‘transcendent leadership’ (TL) is used for this concept. The chapter provides insights and guidance for practitioners to adapt their leadership styles for SCPM. Research methodology is extensive review of multidisciplinary literature for key aspects from transcendental, transformational, and transactional groups of leadership theories, as well as ancient philosophy and spirituality for TL capacities across and within multiple levels of engineering projects. Success with TL is expected to create an exemplary model of change and inspire adaptation by other sectors, not only in the giant economies of China and India but also elsewhere in Asia. TL is not a myth; rather it represents the future trend of project management. However, leadership is a part of overall organizational systems. To be successful, TL needs support of firm-level governance, leadership infrastructure including learning and education, and organizational culture.

Vietnam is a socialist country with a collectivist culture, transitioning toward a market-oriented economy. It can now be understood to represent a type of market-oriented socialism (Communist Party of Vietnam Central Committee, 2001; Nguyen, 2005; Harm, 2013). The applicability of Western leadership theories to collectivist cultures has been a neglected area of leadership research as have investigations of stakeholders’ perceptions of leadership, especially in a transitioning economy such as Vietnam’s. In this exploratory, qualitative study, stakeholders from three different types of business enterprise in Vietnam were asked about their perceptions of leadership. Evidence of Western leadership trait and style theories from the 1950s and 1960s were perceived in business leaders in Vietnam. Also reported was a Vietnam-specific, family leadership approach, perhaps resulting from the collectivist culture still dominating Vietnam. The need for Western companies to better understand Vietnamese business hosts, peers, and stakeholders’ perceptions of leadership, especially when doing business in a cross-cultural context, is highlighted. Leadership in Vietnam is a complex and multifaceted cultural phenomenon and should be investigated further.

This chapter explores the impact of Confucian values and Maoist thoughts on modern Chinese business leaders. Additionally, 142 Chinese managers’ leadership styles are reconciled with traditional Western-based theoretical leadership constructs. By conducting an in-depth content analysis, an almost equal distribution of Confucian and Maoist influence, a third hybrid leadership form, and two distinct patterns can be revealed. While Confucian leaders pursue either ethical or empowering leadership practices, follow Maoist leaders either transactional or transformational leadership styles. The application of a more context-specific and emic approach enables the detection of China-specifics as well as the provision of their causes. By analyzing the impact of both cultural and political dimensions simultaneously, this study enhances the understanding of the interactions between institutions and individuals and makes thereto related suggestions for future research. An important theoretical implication lies in showing why existing theoretical perspectives need modifications to account for emerging market phenomena. An important practical implication is the evidence that in China today both Confucian values and Maoist dialectics coexist.

There are currently around 188,800 small and medium enterprises (SMEs) in Singapore employing 65% of the workforce. Though studies have shown that effective leadership is critical to success, it is argued that these SMEs have so far not been able to develop sufficient effective leaders to support their growth. Current leadership development initiatives proposed by the government are modeled on those of Western multinationals, which have very different organizational challenges and context. The study proposes a conceptual framework that provides a lens through which leadership development needs in Singaporean SMEs can be identified and understood. This framework is based on an extensive review of the literature concerning Singapore, leadership development, and the SME organizational context. It contains three distinct levels of analysis, covering macro-level factors involving Singapore’s socio-political influences on, and economic challenges to, SME: meso-level factors including organizational context, organizational developmental readiness and owner-manager influence; and micro-level factors such as individual developmental readiness, and learning episodes and mechanisms. The framework addresses two concerns that are crucial to leadership development. First, the need for a more contextually specific and appropriate definition of effective leadership; and second, a proposed new approach toward leadership development.

This study investigated the relationship between transfomational leadership and organizational culture to firm performance through entrepreneurial orientation in small-medium enterprises (SMEs) context. The data was collected from 100 owners or senior management of SMEs in Greater Bandung Area, Indonesia. The owners and senior management selected for those segments are representatives who best know the condition of the company. To analyse the data, we used variance structural equation modelling using partial least square. It aims to test the measurement model and the structural model. In this chapter, we have hypothesized that there is a relationship between transformational leadership and organizational culture with firm performance with mediating role of entrepreneurial orientation. Results demonstrated that the linkage of transformational leadership and culture, entrepreneurial organization, and firm performance is supported. It indicates that roles of transformational leadership and culture are the drivers of entrepreneurial orientation and in turn affect firm performance. The implications of these findings and directions for future research are discussed.

While the link between transformational leadership and follower job performance has been established, the individual-level mechanisms underlying this relationship remain unclear. In this study, we investigate the salience of the mediating role of organizational identification in explaining the process by which transformational leaders elicit higher performance among followers. Based on social identity theory, we argue that transformational leadership positively affects the job performance of the employees who report to them as those feel a stronger emotional bond to their organization.We collected data in three phases from 252 supervisor-subordinate dyads in a Chinese manufacturing company located in Zhejiang Province. Using confirmatory factor analysis and structural equation modeling, our study shows that transformational leadership has a positive influence on organizational identification and employee performance. Furthermore, organizational identification was found to partially mediate the relationship between transformational leadership and employee performance. Our findings provide evidence that transformational leadership can elicit the same positive behavioral responses in Chinese employees as it does in previously studied Western contexts. By analyzing organizational identification as an intervening mechanism, we provide a more nuanced understanding of the processes by which transformational leaders influences the job performance of followers in Asia.

The study focused on the relationship between transformational leadership and entrepreneurial orientation. There were 325 respondents representing either the owner or top manager of SME establishments operating in manufacturing or services industry involved in this study. A cross-sectional survey and structured questionnaire were used for data collection. A quantitative survey was designed using self-administrative questionnaire. Based on the findings, transformational leadership and all of its factors are having a significant positive correlation with entrepreneurial orientation. Also, it was found that inspirational motivation and intellectual stimulation of transformational leadership contribute significantly towards entrepreneurial orientation.

The current study examines the relationship between leadership behavior and intention to turnover in Saudi Arabian banking sector. Saudi Arabia saw the establishment of 12 new banks, which resulted in the non-oil private sector share of Saudi’s GDP reaching US$55.8 billion. This increased staff demand in the banking sector and justifies the significance of this study, which identifies the relationship between leadership and turnover. Utilizing an online survey, the data was collected from 376 employees in the banking industry. Using SPSS analysis identified significant relationships. Seventeen percent between leadership behavior and turnover. The analysis revealed that the respondents displayed transformational leadership behavior (X = 3.06) fairly often compared with transactional leadership behavior (X = 2.52). Further, the turnover intention among the respondents appeared to be high (X = 3.11). In addition, the findings identified that demographic characteristics influence some leadership behaviors. The vital study contribution enhances our understanding of the theories associated with leadership and turnover. The findings assist bank leaders in retaining their employees and reduce turnover rates.

From the last few decades, the corporations are struggling with the corruption and unethicality pervaded in the leadership behavior. Therefore, leadership experts and investigators are talking about selflessness, integrity and mindfulness, etc. Asian countries have the long legacy of spirituality, which can help one to control and practice the values and selflessness. The question in this research was that whether the managers in Indian firms still emit and behave according to the values based upon spirituality. The study analyzes the perceptions toward immediate leadership practices. A survey was completed by 367 respondents drawn from the Indian service sector industry. The findings provide empirical evidence to advance our understanding of the impact of spirituality-stimulated leadership behavior upon the work-related outcomes of employees.