Q&A: Leadership and HR Optimization by Darshna Banker

Q: What led you to your current position, and what has been the journey that brought you here?

I come from a modest background, and in Gujarat, there's a common belief that those who choose the science stream in 12th grade have better career prospects, whereas arts and commerce are seen as fallback options. Despite being academically inclined and having very supportive parents, navigating the challenges of science subjects without the proper career guidance was challenging. Subsequently, I pursued a Bachelor of Science (B. Sc.) degree in Mathematics and achieved a first division. Although I liked mathematics as a subject (in fact, I am impressed by the applications of math in our lives), I was not convinced I could make a career in it. Hence, I dropped out of my master's degree (M. Sc. Maths) to pursue an MBA in OB and HR subjects. After that, I never thought of leaving the field of OB and HR. I qualified for the NET (National Eligibility Test) with a JRF (Junior Research Fellow) scholarship, followed by a doctorate (Ph. D.) from IIT Delhi in the OB and HR fields. I find people management and leadership quite intriguing.

Currently, I am associated with Lal Bahadur Shastri Institute of Management (LBSIM) as an assistant professor in the HR OB area, and I have plans for the future. I also teach business communication, which is a crucial component of leadership.

I am deeply indebted to my husband, who has always supported me throughout my post-marriage academic journey, and with his prowess (I would say sixth sense!) in providing career guidance to people, he has always helped me in my career explorations, too. I strongly believe that family support (be it from parents or spouses) is imperative in shaping women’s careers and success.

Q: What was your PhD specialization, and could you explain why it took longer than expected for you to complete your doctoral studies?

My PhD research delves into the realm of leadership, specifically focusing on academia, particularly in the Indian context. One of the primary objectives of my study was to devise a comprehensive scale dedicated to measuring academic leadership effectiveness.

This scale is specifically designed for individuals occupying senior administrative positions within academic institutions, such as directors and vice chancellors, who play pivotal roles in shaping the educational landscape.

Three key points regarding my research:

1. Tailored Approach for Indian Academic Leadership: Recognizing the distinct nature of academic leadership in India compared to Western countries, where leaders often assume more symbolic roles, my research aimed to address this differential by crafting a scale that aligns with the intricacies of the Indian academic environment.

2. Scale Development Process: The development of the leadership measurement scale involved a rigorous methodology. It commenced with in-depth interviews conducted with eminent academic leaders (like vice-chancellors and directors of higher educational institutions like IITs and IIMs, central and state universities, and private/deemed universities) to identify pertinent leadership dimensions. Subsequently, the scale was validated through surveys administered to a diverse sample pool comprising faculty, students, and non-academic staff members from academia.

3. Filling a Gap in Leadership Measurement Tools: Existing leadership assessment tools often lack the requisite specificity to capture the nuances of academic leadership, particularly within the Indian setting. By devising a tailored scale, my research aims to bridge this gap, providing a valuable instrument for evaluating and enhancing academic leadership practices in India.

Regarding the duration of my Ph.D., it was longer than usual because I started my family around the same time and had to go on maternity leave for 6-7 months during my Ph.D. itself. My fellow Ph.D. colleagues said that I achieved a dual Ph.D. in a single tenure, as they thought raising a small child while bearing the rising pressures of a Ph.D. education was tough. My Ph.D. supervisor, being a female, could understand my challenges and was very supportive. I could complete my Ph.D. only because she immensely supported me emotionally during my Ph.D. journey.

Despite the challenges, I successfully defended my thesis and was awarded a doctorate in November 2019.

Q: What differentiates academic leadership from corporate leadership, in your view? What are your favorite parameters from your study?

During my research, I interviewed twelve individuals who were vice-chancellors and directors within academic institutions and devised a leadership measurement scale.

Through these interviews, I identified four dimensions within the scale:

• Intellectual Competence: Academic leaders must interact with individuals of high intellectual caliber, typically those with Ph.D. qualifications. In academic institutions, hiring criteria often mandate a Ph.D. for faculty roles. Thus, academic leaders must navigate interactions with highly qualified professionals, which can prove challenging due to their intellectual capabilities.

• Administrative Competence: Unlike academic leadership in Western countries, where leaders delegate tasks, in India, leaders often involve themselves in hands-on administrative duties, even at the micro-management level.

• Stewardship: In the Indian context, academic leaders, such as directors of prestigious institutions like IITs, exhibit a strong sense of ownership and stewardship towards their institutions. Despite the institutions being autonomous bodies, these leaders demonstrate a deep commitment to their success, rallying against challenges with determination and vigor.

• Practical and Relational Competence: This dimension encompasses the ability of academic leaders to navigate practical challenges and foster strong relationships within the institution. It involves effectively managing day-to-day operations, handling interpersonal dynamics, and cultivating a supportive environment conducive to academic and professional growth. This dimension also involves the networking ability of leaders in the external environment.

Q: Should academic leaders and successful CEOs possess all four qualities? If not, could it lead to the organization's downfall?

Yes, these dimensions are equally relevant in corporate life, too. However, I emphasize the significance of this within academia due to its profound intellectual implications. Individuals with high intellectual capacities can present unique challenges in vital decisions, necessitating a distinct set of skills to navigate effectively for the common good.

Q: How important is it for leaders in hyper-successful organizations like Apple or Tesla to manage highly skilled individuals while maintaining technical expertise?

In academia, the hierarchical structure operates differently from corporate environments, emphasizing a fluid, dotted-line arrangement rather than clear superiority or inferiority among faculty members and directors.

While a director may hold authority, it shouldn't imply inherent superiority, and each individual possesses the potential competence to ascend to the directorship. There are higher education institutions in India where the faculty governance is so strong that overruling their collective decision can result in a negative academic environment. The director can only make certain decisions if a consensus among faculty is built.

Two key points emerge from this distinction:

1. Fluid Hierarchy: Academic institutions feature a dotted-line hierarchy, where authority is less rigidly defined compared to corporations. This structure creates a more collaborative environment where expertise and contributions are valued over strict positional authority.

2. Focus on Knowledge: Unlike corporations driven by profit, academic organizations prioritize knowledge dissemination and societal impact. This fundamental difference shapes the dynamics within academic settings, where overall character is more important than position, and respect is earned through intellectual contributions and wisdom rather than hierarchical power.

Navigating this nuanced academic hierarchy demands astuteness and finesse in interactions with colleagues.

In academic environments, success hinges on understanding and respecting the expertise of peers, fostering collaborative relationships, and recognizing the potential for growth and leadership among colleagues and young students. This nuanced approach fosters a culture of intellectual exchange and innovation, driving the advancement of knowledge and scholarship.

Q: How do academic nuances impact teamwork compared to the focused goals typically found in organizations like Tesla?

The academic landscape is changing, and collaboration is becoming increasingly vital for academic progress. Gone are the days when one could single-handedly produce significant research.

While the idea of being the sole author still exists, it inherently limits the scope and depth of one's work.

Two key points underscore the importance of collaboration:

1. Interdisciplinary Collaboration: There's a growing emphasis on scholars joining forces across disciplines. By partnering with experts from diverse fields and regions, researchers can enrich their perspectives and achieve more impactful research outcomes. This interdisciplinary approach fuels innovation and fosters a more vibrant and inclusive research environment.

2. Breaking Traditional Boundaries: Embracing collaborative ventures allows scholars to transcend conventional academic boundaries. New avenues of inquiry emerge through such partnerships, leading to groundbreaking discoveries. For example, integrating insights from disparate fields like human resource management and financial management presents exciting opportunities in the area of behavioral finance for transformative research endeavors.

In essence, collaboration enhances the quality and depth of academic work, promotes innovation, and fosters a more dynamic scholarly community.

Q: Can you share your perspectives on how academic leadership positions are managed in the institutions?

Academic leaders (typically vice-chancellor and director-level professionals) can be selected from outside or elected from within, keeping the search-cum selection committee and the competent authority in the loop.

Many institutions follow a rotational model while in many private institutions, the director position isn't necessarily rotational. For example, in reputed institutions like IITs and IIMs, directors typically serve for a fixed term of three years. After that, they may choose to leave the institute and join outside.

After their term, they may be re-elected or replaced. However, it's important to note that this isn't a universal rule; leadership dynamics can vary significantly from institute to institute. Some directors may lead for extended periods, while others may have shorter terms.

Likewise, in university systems, such as with vice-chancellors, there's often a standard term of three years before a new selection process begins. However, exceptions exist, and the duration of leadership tenures can fluctuate based on institutional policies and practices. The education system in India is still far from being organized hence, there are no standards as such.

Q: What core fundamental traits do class monitors and sports team captains share that are essential for becoming a leader worth following?

I believe possessing effective influencing skills is fundamental for leadership, regardless of whether you're monitoring a class or coaching a sports team. While influencing skills may seem generic, they are crucial for transcending from mere management to truly leading your team toward shared objectives.

To elaborate, consider the role of a director in an academic institution. For a director, it's imperative to set expectations for the faculty, deans, and colleagues regarding certain tasks or goals. However, they should not articulate these expectations by giving a command to effectively lead. In fact, they must embody those expectations themselves. This requires a level of maturity and self-awareness.

Two key points emerge from this perspective:

1. Leading by Example: Advocating for certain behaviors or values necessitates demonstrating them firsthand. Whether it's promoting discipline or fostering a culture of respect, leaders must embody the traits they seek to instill in others.

2. Authentic Leadership: Authenticity holds significant value in contemporary contexts shaped by diverse generations. True leadership goes beyond mere authority; it entails earning respect through genuine intentions, actions, and behaviors.

Individuals value authenticity and genuine leadership in today's context, which is characterized by generations like Gen Alpha, Gen Z, and Millennials. Merely holding a position of authority isn't enough to inspire people and earn their respect and adherence.

Therefore, when I refer to being a role model, I highlight the importance of leaders possessing a depth of experience and wisdom, coupled with the ability to guide and inspire others. This level of maturity and expertise enables leaders to influence their teams authentically and effectively, fostering a culture of respect and collaboration that transcends hierarchical structures. In failing situations, these leaders will take complete responsibility on their shoulders, but when winning, they will give full credit to their team.

Ultimately, this blend of maturity and genuineness distinguishes true leaders from mere managers.

Q: How do you distinguish between leaders and managers, considering that both hold positions of authority?

Differentiating between a manager and a leader hinges on more than just their position within the organizational structure. While both wield power, the distinction lies in HOW they wield it and their IMPACT on their teams.

• Managers typically hold a position of authority within the organizational hierarchy, and obedience to their directives is often a given.

• Conversely, leaders may or MAY NOT hold a position of power, but people choose to respect them and get influenced (willingly) by their actions and behavior.

In essence, the defining factor between managers and leaders lies in their ability to influence or inspire others. When a manager transitions from simply managing tasks to inspiring and motivating their team, they assume the mantle of a leader. This shift occurs when employees begin to respect and follow them NOT because of their position BUT because of the trust and influence they wield.

Consider the example of a CEO. If they lack influencing skills and fail to connect with their team personally, they may be viewed merely as a manager rather than a true leader. Leadership entails leading by example, treating others with respect, and fostering a culture of collaboration and trust. They are ORIGINAL (also known as authentic leadership) in their intentions and NOT POLITICAL. Such leaders do not impose their decisions on others but invite their teams and stakeholders to participate in the decision-making process (also known as participative leadership) to build consensus. This way, they bring transparency into the whole decision-making process and earn their team members' trust.

• Take the renowned entrepreneur, Ratan Tata, for instance. His leadership style isn't defined solely by his position but by how he interacts with others and leads by example. He may not currently hold real authority in the company; however, people identify the Tata Group of companies with Mr. Ratan Tata. This genuine connection, pure intentions, and respect for team members ultimately distinguishes a leader from a manager within an organization.

Q: How can you test yourself as a leader in various situations?

Understanding various leadership theories is crucial for effectively navigating leadership roles.

While there may not be a clear-cut moment when someone transitions into leadership, certain behaviors, such as a propensity for giving instructions to others, being able to guide others, or any other such situations, can be indicators of leadership competency. Nevertheless, one has to recognize that there is always a potential for personal growth and development within the leadership landscape.

An optimal approach entails taking ownership of tasks to uphold client satisfaction while simultaneously examining the underlying team dynamics with the desired empathy. This combination of accountability, introspection, and empathy resonates with fundamental leadership principles.

When people’s personal lives conflict with professional responsibilities, a leader must strike a delicate balance between empathy and accountability. Rather than solely focusing on punitive measures in response to undesired behaviors, opportunities exist for fostering behavioral change, promoting self-awareness, and fostering a culture of responsibility among team members. Behaviors can always be positively conditioned if the intentions and the treatment are right.

Q: How would you describe the process of influencing someone by aligning their objectives with your own?

Influencing someone means ‘gently helping them think or act in a certain way followed by certain realizations.’

I often do this with my daughter when she's upset after having a tough time with her friends at the park. In this situation, TELLING her what to do or how to behave in a certain way may not work well with her. I may have my BAGGAGE while I share my perspectives; however, she may not understand my perspective, being in her own world. It can’t work for her until she evaluates the situation from a neutral perspective. For this, she has to first get out of her victim role.

In such situations, I use my free time with her to tell her stories with important moral lessons. These stories often have characters similar to her and situations she can relate to. Gradually, I take her through multiple consequences of multiple behaviors and certain rationales behind those consequences. She then evaluates the situation as a spectator where she can relate to her being in a similar situation. She now has a broader view of a situation and can choose her path.

There is still no guarantee that she will choose the (right) path I wanted her to choose. However, the choice is given, and the journey of realization continues.

My goal is to empower her to handle similar situations better in the future and to see things from different angles. I wish she would become wiser and stronger to face life's challenges confidently. The ALIGNMENT happens when she realizes that my goal is for her good.

Q: What are your thoughts on leaders implementing incentives to encourage desired behavior among their team members, focusing on maximizing efficiency and achieving specific outcomes?

Choosing the RIGHT incentives plays a big role in keeping employees motivated, especially when it comes to handling difficult tasks.

Instead of having unique rules for each person in a large organization, it's more practical to establish a few general schemes that work well for everyone. This ensures fairness and consistency across the board.

Two key points emerge from this strategy:

1. Understanding and Catering to Diverse Motivations: It's essential to recognize that different employees are motivated by different things. Some may thrive on challenging projects, while others prioritize flexibility in their work, and some are completely driven by the amount of money they can get. As a leader, ENGAGING with team members to understand their preferences and tailor incentives accordingly is crucial.

The ‘cafeteria technique’ popularly used by compensation managers to incentivize employees is based on this rationale, where different incentives cater to different generations, like students, married employees, young parents, and employees on the verge of retirement. For example, as per this approach, an employee aspiring to pursue further studies may choose to take an interest-free loan from his company, whereas an old employee is free to choose a retirement saving scheme. Young parents may be given sabbaticals for their kids’ crucial educational years, like board exams. This approach fosters a sense of inclusivity and ensures that everyone feels supported in their role.

2. Promoting Engagement through Participation: Customizing the incentive plans as per the requirement of the employees calls for an understanding of employees, their life stage, and their needs. Participative management can help achieve this goal, where employees participate in important decisions. Organizations can create a culture where employees feel valued and empowered by seeking their input and fostering collaboration. This boosts morale and leads to better decision-making and a more cohesive team dynamic.

Ultimately, finding the right balance of incentives can contribute to a happier and more productive workplace environment. Employees who feel valued and rewarded for their efforts are more likely to remain engaged and committed to achieving their goals.

Q: How can a leader effectively navigate diverse incentives and preferences among team members in today's dynamic work environment?

As I often tell my students in HR and leadership courses, effective leadership isn't about being a caretaker like a mother, attending to everyone’s needs. That said, incentivization can be done at two levels: generic (organization level) and specific (individual level). The treatment and inspiration you provide matter the most at both levels.

For the organization-wide incentives, you don't need to create individual policies for each employee; rather, it's essential to broadly identify what motivates your team members in general and communicate your intention to serve their interests.

For specific instances, for example, if I need one of my employees to work till late evening to troubleshoot an unavoidable situation, effective communication (involving the reason and intentions why I want them to stay till late) and inspiration (showing genuine concerns about the possible disruption that may be caused in their schedule due to the emergency, followed by what rewards can they get if they support in this emergent time) can lead them to put in the extra effort willingly.

Employees feel valued and motivated when clarity, transparent communication, and empathy are demonstrated in the right spirit. This leads to positive relationships, mutual benefits, better performance, and loyalty.

To sum up, it's crucial to INSPIRE your team effectively as a leader. Doing so creates a VIRTUOUS cycle of trust and mutual respect where employees are motivated to perform at their best, leading to positive outcomes for everyone involved.