1. INTRODUCTION:

In 1970, Robert K. Greenleaf coined and defined the term servant leadership as a guiding philosophy for the practice of leadership. Greenleaf suggested that servant leaders would often first have an innate desire to serve. Thereafter, the individual’s aspiration to lead is brought about by conscious choice. The acid test of the servant leader’s success is when people they serve grow as an individual and develop greater autonomy, health, wisdom and freedom (Center for Servant Leadership, What is Servant Leadership?). Servant leadership is considered a timeless and universal aspect of leadership originating over 2,500 years ago (Joseph & Winston, 2005). The principles and practice of servant leadership is thought to improve the management of organizations and institutions (Anbu, 2019). Servant leaders strives towards viewing people, work and community spirit in a comprehensive manner. This requires a spiritual understanding of identity, mission, vision and environment.

Servant leaders are also humble stewards of the organization’s resources (financial, physical and human). Possessing strong altruistic and ethical overtones (Bansal and Kumar, 2018), they are deeply attentive and empathetic to their follower’s needs and well-being, often thinking about ways to enhance their personal development and assisting in solving their problems (Ostwal, 2017). This is because servant leaders believe that people are best placed to achieve their targets when they are content and motivated. Ultimately, servant leaders mentor and develop others into becoming servant leaders themselves (Northouse, 2004).

2. OBJECTIVE:

To handle the global challenges of the 21^st century, there is a need for leaders (both managers and executives) to think, act and lead differently while adopting a more caring management style (Patil and Masthan, 2011). This essay seeks to provide an overview of the ten principles of servant leadership that was put forth by Robert Greenleaf. In addition, three principles will be discussed in greater depths – acceptance and empathy, foresight as well as awareness. An example on their importance and application in the pharmaceutical industry is also provided.

3. GREENLEAF’S TEN PRINCIPLES OF SERVANT LEADERSHIP:

Several principles are agreed amongst scholars to be central to the practice of servant leadership (Russell & Stone, 2002; Joseph & Winston, 2005). Greenleaf (1990-2007) proposed ten principles of servant leadership, although Larry Spears (2005) emphasized that these are not exhaustive. The ten principles (Greenleaf, 1970) are as follows:

1. Listening:

Communication and competent decision making skills are traditionally essential for leaders. In addition, servant leaders also actively listen what others say (paying attention to both spoken and unspoken) while helping them identify and clarify their will. Central to their personal growth and development is also listening to their own inner voice coupled with regular period of reflection and introspection.

2. Empathy:

Servant leaders are empathetic whereby they accept and recognise that individuals are unique and possesses different gifts. They assume that people have good intentions and do not reject others as a person even though they may not accept certain behaviours or performance.

3. Healing:

Servant leaders have a great ability in healing oneself as well as others. A servant leader strives towards helping people in resolving their relationship problems and conflicts, thereby encouraging and supporting their personal development. As such, a business culture is formed whereby there is a dynamic and fun working environment which is free from fear.

4. Awareness:

Servant leaders possess both general awareness as well as self-awareness. With awareness, servant leaders are better able to understand issues involving ethics, power and value as well as consider situations holistically and in an integrated manner.

5. Persuasion:

Instead of coercing compliance out of the subordinates they manage using their position and authority, servant leaders seek to convince them and are effective in building consensus. Persuasion is the principle that most clearly distinguishes servant leadership from traditional authoritarian models.

6. Conceptualization:

A servant leader thinks beyond day-to-day realities, seeing beyond the limits of the operating business with a vision on long term operating goals. A leader constructs a personal vision that only he/she can develop by reflecting on the meaning of life and how this relates to the type of work the organization does. Thus, he/she derives specific goals and implementation strategies (Greenleaf, 1970, pp. 23-25).

7. Foresight:

Closely related to conceptualisation, foresight is a deeply rooted ability within the intuitive mind that enables one to foresee the likely outcome of a situation. Leaders with foresight strive towards understanding lessons from the past while appreciating present realities, thereby enabling them to predict the likely future consequence of a decision.

8. Stewardship:

Robert Greenleaf proposed that all the relevant stakeholders (CEO, staff, trustees) have the responsibility to hold and steer their institution towards the greater good of society. Servant leaders have an obligation and commitment towards serving the needs of others. Openness and persuasion are emphasized over control.

9. Commitment to the growth of people:

Servant leaders believe that people have intrinsic value beyond just their contributions as workers. Hence servant leaders are deeply committed towards nurturing the growth of every individual in the organization not just professionally, but also personally and spiritually. They often invest resources into personal and professional development of people in the organization (Deshmukh, 2012). Employees are encouraged to voice their ideas and they are also frequently involved in decision making.

10. Building community:

Servant leaders are motivated towards building a strong community amongst people working within the institution and are driven towards developing a true community among businesses and institutions (Sankar and Revathy, 2018).

1. ACCEPTANCE AND EMPATHY:

Acceptance is defined as receiving what is offered (with approbation, satisfaction, or acquiescence) and empathy can be defined as the ability to understand and share the feelingsof another. The servant would always accept and empathize without rejecting. On the otherhand, servant leaders would empathize and accept people but may not always accept that their effort or performance is adequately good (Jha, 2018).

Although great leaders may appear demanding, uncompromising or gruff, they have a strong sense of empathy deep down and are accepting of the people under their leadership. Acceptance requires tolerating imperfection. Leading ‘perfect’ people can be done by anyone, but perfect individuals do not exist.

Servant leaders believe that average people can demonstrate great dedication and heroism under wise leadership and guidance. Numerous competent individuals are unable to lead effectively when tasked with a team of half-people because they are unable to work with and through them. One of the keys to building successful institutions is the ability to wield different teams of people, elevating and growing them to be much more than they would otherwise be. People’s growth is enhanced when they are led by leaders who empathize and accept them for who they are. However, this does not mean that their performance is not critically evaluated based on their capability (Das and Panda, 2017). Leaders who empathize and fully accepts people under their leadership are also more likely to be trusted.

Importance and application of acceptance in the pharmaceutical industry

In the pharmaceutical industry, the salesforce typically comprises of individuals from diverse background – some entering the industry with business degrees and others having scientific or clinical degrees.

In general, the business graduates tend to be more extroverted and outspoken. Hence they usually establish a relationship with the prescribers and other stakeholders through their interpersonal skills and rapport building ability. However, their deficiencies in the scientific know-how sometimes make it challenging for them to establish a peer authority figure with the physician, which is typically achieved by engaging the physician medically. On the other hand, the sales representative who comes with a clinical and scientific background are often proficient with the scientific lingo and can instil a sense of confidence by connecting with the physicians scientifically. However, they are usually more introverted and reserved and hence sometimes may find it challenging in social and rapport building activities as well as cold calling on new prescribers, aspects which are equally important to succeed in sales.

By practising the principle of acceptance, the sales manager leading the team would recognise that each of the individual that makes up the team is unique and thus would have their respective strengths and weaknesses. Importantly, acknowledging and accepting his/her team as such, it would then be important to lead the team in a manner which leverages everyone’s strength (strong rapport and social skills of the business graduates as well as the medical expertise of the science graduates) and work concertedly towards a common goal. To do so, it is crucial to implement the right culture and instil a sense of common purpose to discourage individualism. In addition, team targets should also be incorporated on top of individual key performance indicators so that everyone on the team has a stake and are incentivised towards delivering the team targets.

Importance and application of empathy in the pharmaceutical industry

GE Healthcare demonstrated a perfect example on the importance of showing empathy towards their customers i.e. the patients undergoing imaging procedures. Launching their Adventure series, they developed and designed an imaging system that creates a more comfortable and welcoming experience for paediatric patients. GE healthcare noticed that it is often a daunting experience for paediatric patients to undergo various imaging services such as MRIs and CT scans. It was particularly difficult for the patient to sit through the entire procedure, leading to increased repeated visits and associated healthcare costs. They considered the situation empathetically from the perspective of the children and came up with the concept of themed imaging rooms through the Adventure series. Leveraging on animation characters, lush visuals and hands-on activities, the entire imaging experience is made fun and interesting for the children and their families. With the new imaging system, children were also more comfortable to participate in potentially life-saving screenings. Adopting the system led to significant savings for the healthcare providers, with the number of paediatric patients requiring sedation prior to CT imaging alone decreasing by 99 percent in the first two years of implementation, from 354 cases to just four.

2. FORESIGHT:

Certain intellectual demands required of leadership are not measured by academic intelligence ratings. Servant leaders need to be able to sense the unknowable and foresee the unforeseeable much better than those under their leadership. This empowers them with their ‘lead’ and partly enables them to show the way (Pattnaik, 2014).

Previously, the ability of knowing the unknowable and foreseeing the unforeseeable was attributed to having mystical or supernatural gifts. However, various frameworks of natural law now enable researchers to provide some degrees of explanation. For example, telepathy may partly be explained by the electrical body-field theory that suggested a possible interconnection between fields. Exploratory works led researchers to suggest that clairvoyance may be associated with memory traces being physical entities. It was also suggested through far-out theorizing that the subconscious minds of individuals have access to every bit of information available although some people are seemingly able to access these “data banks” more than others.

It was once stated by a contemporary student of decision making that in practical situations, information is never completely available to individuals needing to make sound decisions. There would always be more information available, but the resources and effort required to obtain them almost never justifies it and may instead lead to great costs and delay. Important decisions are rarely accompanied by one hundred percent of the information required to make a sound decision regardless of the amount of time and effort invested. Instead, other problems may arise if the person procrastinates in a bid to gather more information. Hence decision makers often find themselves conflicted by this dilemma.

One would always find information gaps existing in situations requiring an important decision to be made. Effective leadership requires the ability to bridge the information gap using intuition. Individuals possessing more astute intuition than others will likely emerge as the leader since they can contribute greater value. Others will depend on these people to show the way since they often make better judgements. Hence, leaders need to demonstrate higher creativity (often thinking like a scientist, poet or artist) than most people, pushing boundaries and leading others when navigating through uncharted and unknown waters (Thomas, 2016).

Intuition is a feel for patterns and an ability to generalize based on what happened previously. However, when wise leaders make decisions based on their intuition, they are conscious and cognizant of the fact that they are betting on percentages and will not regard these hunches as eternal truths. Leaders often experience two anxieties when having to make intuitive decisions. The first anxiety comes from the desire to hold the decision in until obtaining as much information possible. The other anxiety arises when a decision needs to be reached but there is a genuine lack of adequate information available. Both are commonly encountered even during critical situations. These anxieties are further complicated by pressures exerted by the relevant stakeholders demanding for answers.

The root of these is the issue of trust. It relies on the leader having a solid base for good information as well as the respect from his people through a reputation of making consistently good decisions. The leader should be sensitive to the needs of his peoples and is also tasked with the responsibility alleviating the anxiety of them arising from a need for greater level of certainty than there is.

In leaders, intuition is also more valued and trusted at the conceptual level as opposed to gimmicky intuitive answers to immediate situations which are conceptually defective. The gift of the leader lies in his ability to develop an overarching conceptual insight that provides a strong framework for decisions to be made.

Foresight is a better than average guess about the future on what and when certain things will happen. It is often seen as an entirely rational process and depicted to be the product of an internal computer that runs constantly and deals with intersecting series and random inputs. It is more complicated than anything that current technology can produce. Events happening at the instant moment are constantly analysed and compared to past experiences, based on which future events are projected. It is often noted that the level of certainty is inversely proportional to the projected time.

Foresight is the “lead” that the leader has. Once leaders lose this ‘lead’ and are forced to act as the immediate events unfold, they are no longer seen as leading but rather only reacting to the immediate event. As such, leadership will be lost before long. Numerous examples exist whereby leadership is lost due to leaders failing to foresee things that could have reasonably been foreseen or failing to act accordingly when they could have done so.

Numerous strategies exist to guide individuals towards developing foresight. One such strategy is discussed here. The person should strive towards leading a schizoid life and consistently maintain two levels of consciousness – the first being in the real world (being concerned, responsible, effective and value oriented) while the second being detached, riding above today’s events. Hence they see themselves deeply involved in today’s events while maintaining the perspective of history and projections into the indefinite future.

With such an approach, one is then better able to foresee the unforeseeable. One level of consciousness enables the individual to act with resolution at any moment based on set assumptions governing their life. Concurrently, these assumptions are also examined from the second level of consciousness in terms of its adequacy, with improvements and refinements being made consistently. The perspective gleaned from such an approach also enables one to live and act in life with a clearer conscience.

Importance and application of foresight in the pharmaceutical industry

The potential rewards of having an astute foresight and intuition outweigh the difficulties. An example of this was demonstrated when Eli Lilly launched their erectile dysfunction drug Cialis. Cialis had initially faced the tough odds of taking on the market pioneer and leader Viagra. A dose for dose comparison would show that Cialis far outlasted Viagra in terms of its duration of action, with Cialis having a 36-hour duration of effectiveness versus Viagra’s four hours. However, using various market research modalities coupled with a sharp intuition, Eli lily felt that physicians would only consider this a marginal advantage rather than a unique selling proposition. Hence, instead of focusing on the functional benefit, Eli Lilly’s Cialis marketing team made an astute prediction on a positioning that would best connect emotionally with their targeted audience. By getting ‘under their skin’, they made a deep connection and achieve a compelling sales proposition: the longer duration of action enabled couples to have a more romantic and less pressured experience. As opposed to Viagra which was positioned to enhance male performance, Cialis was marketed to be the “couple’s weekend pill” that facilitates and restores intimacy as well as reduce stress within the relationship. The astute intuition and foresight which culminated in the creative positioning was handsomely rewarded when the sales of Cialis eventually overtook Viagra in 2011.

6. AWARENESS AND PERCEPTION:

Cultivation of awareness requires the individual to develop a wider door of perception and derive more from the environmental signals and their sensory experience (Sood and Kaushal, 2018). Despite being associated with certain risk, enhancing awareness makes life more interesting and strengthens the leader’s effectiveness. People with greater awareness typically demonstrates higher alertness and are more intensely in touch with the immediate situation (Prasad and Anupama, 2017). As such, there is greater storage of their daily experiences into the unconscious mind, preparing them for intuitive response in the future when required.

However, individuals tend to have a narrow perception, and hence may miss the grandeur found in the smallest experience and minutest things. As such, leadership opportunities are also very often missed. Individuals should assess their level of tolerance and adopt a gradual process to improve awareness as not everyone can tolerate when their doors of perception are expanded abruptly. Servant leadership calls for the individual to sustain a wide span of awareness to be able to see things as they are. Through enhancing awareness, both the conscious and unconscious mind is armed with rich resources, which will be useful for future need. In addition, it is also value building and value clarifying, preparing the individual to handle life’s challenges through building serenity when facing uncertainty and stress.

When faced with dangers, alarms or threats, a strong cultivation of awareness would give the individual a foundation for detachment whereby they would be able to consider the situation from a third-party perspective. By taking a step back and analysing through their own experience, this enables them to gain a better perspective while considering their obligations, responsibilities and deciding which are the urgent and important ones. Ultimately they are better able to deal with the situation more effectively.

Cultivating awareness does not aim to bring about solace, but rather serve as a disturber and an awakener. Competent leaders possess their own inner serenity and do not seek after solace. They are often sharply awake and reasonably disturbed, possessing great confidence at leading people to deal with the unknown. There is both anticipation and preparation, on top of a strong belief that one can only operate creatively and effectively in periods of stress when they can compose themselves.

The concept of awareness and perception is exemplified by the story of Jesus when he was confronted by a woman who has committed adultery. Just like all of us, Jesus is also a man in this story, possessing the prophetic insight which we all possess to varying degrees. Being a leader, his goal was to bring about greater compassion into the lives of people. In the story, Jesus was contested by the mob who was challenging his leadership who cried that “The law says she shall be stoned. What do you say?”. Although stressed by the challengers, Jesus had to decide there and then, and make a decision that would also sustain his leadership towards his goal. However, the pressure of the situation did not deter his rational thoughts and assessment when he was seen to be ‘sitting there writing in the sand’ – a withdrawal mechanism that enabled him to function his creative insights. He could have taken another course of action by contesting the mob with rational arguments on the superiority of compassion over torture. Even though a sound argument can be made, what would that approach have resulted in? Instead, he chose to withdrawal and minimized the stress right at the situation, thereby opening is awareness to creative insight where he pacified the angry mob with the statement ‘Let him that is without sin among you cast the first stone’. The outcome, as we know, is one which have kept this story alive for two thousand years.

Importance and application of awareness in the pharmaceutical industry

Through cultivating awareness, the servant leader’s inner voice is quieted and their inner serenity grows, which enables persuasion and foresight to take over. Servant leaders often use feedback and awareness to jolt themselves to movement. Daily retrospective questions of servant leaders revolve around how they respond to periods of stress, what dangers or threats were they aware of as well as the actions taken in response of the awareness.

In the pharmaceutical industry, while marketing efforts are continually intensified, there is a need to develop an awareness of the fundamental changes that happens over time, some of which may render the old rulebook obsolete. Bringing and marketing products successfully has never been an easy feat. However, there has been a shift over time in terms of the stakeholders involved, thereby posing unique challenges. Broadly speaking, the industry has shifted from being driven by individual prescribers/doctors to including a diverse range of stakeholders such as regulators, insurance companies, hospital administrators as well as patients.

Traditionally, pharmaceutical representatives and marketers are well versed and armed with years of experience in dealing with prescribers. As such, the pharmaceutical companies are well apt in building personal relationships with prescribers and have deep insights into the perceptions, preferences and behaviour of these prescribers. However, pharmaceutical companies soon realised that they know a lot less about the other stakeholders. Nevertheless, they had the awareness of the importance to do so.

Without a good sense of awareness and perception in the shift and increasing importance of the other stakeholders, pharmaceutical companies would have continued in their single-minded attempt of marketing only towards the prescribers, which would severely hamper the overall effectiveness and success of their product launch and sales as the other stakeholders played increasingly important roles in influencing prescribing decisions.

In addition, the strong sense of awareness also enabled the pharmaceutical companies to recognize that the newly empowered decision-makers sometimes have differing and conflicting needs and wants. Hence they were then able to customise their marketing plans and communication strategy accordingly to satisfy the relevant stakeholders and at the same time enable a consistent positioning.

7. CONCLUSION:

The principles of servant leadership discussed in this essay is not an exhaustive list. Rather, they serve to communicate and reinforce the promise and power that the concept offers to individuals who are up to its challenge. Growing interest in the subject matter (both in terms of its meaning and practice) have led to scores of literatures being published. Servant leadership is also espoused by numerous companies (Sendjaya and Sarros, 2002) on the Fortune Magazine’s annual list of ‘100 Best Companies to Work For’ in the Fortune Magazine (Arkin, 2004), which have integrated the concept into their corporate culture. The characteristics of servant leadership can be found innately in many individuals and these can be enhanced through diligence in learning and practice. Through servant leadership, it is hope that institutions created in the future will be better and more caring.

8. REFERENCES:

1. Arkin, A. (2004). Serve the servants. People Management, 10(25), 30-33.

2. Autry, J. A. (2004). The servant leader. New York: Three Rivers Press.

3. Bennis, W. (1989). On becoming a leader. Reading, MA: Addison-Wesley Publishing Company Inc.

4. Block, P. (1993). Stewardship: Choosing service over self interest. San Francisco, CA: Berrett-Koehler Publishing.

5. By turning medical scans into adventures, GE eases children's fears. By turning medical scans into adventures, GE eases children's fears. Available at: http://archive. jsonline.com/ business/by-turning-medical-scans-into-adventures-ge-eases-childrens-fears-b99647870z1-366161191.html [Accessed November 13, 2016].

6. Changing Experiences through Empathy – The Adventure Series. This is Design Thinking. Available at: http://thisisdesignthinking. net/2014/12/changing-experiences-through-empathy-ge-healthcares-adventure-series/ [Accessed November 13, 2016].

7. Deepa Anbu. The Role of Leaders and Managers in Business Organisations. Asian Journal of Management. 2019; 10(3): 225-228.

8. Greenleaf Organization. (2012, February 24). What is servant leadership? [Website]. Retrieved from https://www.greenleaf.org/ what-is-servant-leadership.

9. G. K. Deshmukh. Talent Management: A Conceptual Framework with Practical Approach. Asian J. Management 3(1): Jan. – Mar. 2012 page 48-50.

10. Greenleaf, R. K. (2008). The servant as leader. Westfield, IN, The Greenleaf Center for Servant Leadership.

11. Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Mahwah, NJ: Paulist Press.

12. Hillman, J. (1996). The soul’s code: In search of character and calling. New York, NY: Random House.

13. Hoppe, M. H. (2007). Active listening: Improve your ability to listen and lead.

14. Greensboro, NC: Center for Creative Leadership Publications. Hunter, J.C. (2004). The world’s most powerful leadership principle: how to become a servant leader. New York: Crown Business.

15. Ina Sood, Shyam L. Kaushal. Emotional Intelligence and Leadership Styles: A Study of Educational Leaders in Himachal Pradesh. Asian Journal of Management. 2018; 9(1): 419-426.

16. Keith, K. M. (2008). The case of the servant leader. Westfield, IN, The Greenleaf Center for Servant Leadership.

17. Kellerman, B. & Matusak, L. (Eds.). (2000). Cutting edge: Leadership 2000. College Park, MD: James MacGregor Burns Academy of Leadership.

18. Josephson, M., & Hanson, W. (Eds.). (1998). The power of character. San Francisco, CA: Jossey Bass.

19. Kellerman, B. &Matusak, L. (Eds.). (2000). Cutting edge: Leadership 2000. College Park, MD: James MacGregor Burns Academy of Leadership.

20. Kiechel, W. (1992). The leader as servant. Fortune, 125, 121-122.

21. King, S. (1994). What is the latest on leadership? Management Development Review, 7(6), 7-9.

22. Lee, C., and Zemke, R. (1993). The search for spirit in the workplace. Training, 30, 21-28.

23. Lloyd, B. (1996). A new approach to leadership. Leadership & Organization Development Journal, 17(7), 29-32.

24. M. Sankar, B. Revathy. The Organizational Structure Influences on Employees Satisfaction. Asian Journal of Management. 2018; 9(1): 569-572.

25. Mary Thomas. Entrepreneurial Orientation and the Management Grid: A roadmap for the entrepreneurial journey. Asian J. Management. 2016; 7(4): 293-296.

26. McCormick, D.W. (1994). Spirituality and management. Journal of Managerial Psychology, 9(6), 5-8.

27. Northouse, P. G. (2004). Leadership: Theory and practice. Thousand Oaks, CA: Sage Publications.

28. Pediatric Patients Take Imaging Adventure. Available at: https://www.rsna.org/uploadedfiles/rsna/content/news/pdf/2013_rsna_news_pdfs/009 _rsna_news_sept_2013_low.pdf [Accessed November 13, 2016].

29. Priyanka Ostwal. Major Challenges of Ethical Leadership. Asian J. Management; 2017; 8(2):181-186.

30. Russell, R.F., and Stone, A.G. (2002). A review of servant leadership attributes: developing a practical model. Leadership & Organization Development Journal, 23(3), 145-157.

31. Scouller, J. (2011). The three levels of leadership: How to develop your leadership presence, knowhow and skill. Kemble, Cirencester: Management Books 2000 Ltd.

32. Shweta Jha. Self-Reflection for Personal Effectiveness: Insights from Literature. Asian Journal of Management. 2018; 9(2): 1015-1019.

33. Sendjaya, S., and Sarros, J.C. (2002). Servant leadership: its origins, development, and application in organizations. Journal of Leadershiop and Organization Studies, 9(2), 57-64.

34. Spears, L.C. (Ed.). (1998). Insights on leadership: Service, stewardship, spirit and servant-leadership. New York, NY: John Wiley & Sons.

35. Spears, L. C. (2005). The understanding and practice of servant leadership. Virginia Beach, VA: School of Leadership Studies, Regent University.

36. Snipe, J. W., & Frick, D. M. (2009). The seven pillars of servant leadership: Practicing the wisdom of leading and serving. Mahwah, NJ: Paulist Press

37. Jharana Rani Pattnaik. Role of Leadership and Organizational Vision in Inducing Employee Psychological Attachment towards the Organization. Asian J. Management 5(4): Oct.- Dec., 2014 page 401-405.

38. Jayasheela Patil, D. Masthan. Meta Analysis on Managerial and Leadership Competencies. Asian J. Management 2(3): July-Sept., 2011 page 147-153.

39. Jahanvi Bansal, Dinesh Kumar, Is Ethical Leadership Beneficial ?. Asian Journal of Management. 2018; 9(1):539-542.

40. Joseph, E.E., and Winston, B.E. (2005). A correlation of servant leadership, leader trust, and organizational trust. Leadership & Organization Development Journal, 26(1), 6-22.

41. Tatge, M. (2003). Prescription for growth. Forbes, February 17(1), 64-66.

42. The New Rules of Pharma Marketing. INSEAD Knowledge. Available at: http://knowledge.insead.edu/customers/the-new-rules-of-pharma-marketing-3568 [Accessed November 13, 2016].

43. Uttam Kumar Das, Jayakrushna Panda. The Impact of 360 Degree Feedback on Employee Role in Leadership Development. Asian J. Management; 2017; 8(4): 962-966.

44. YVVSSS Vara Prasad, Anupama. Spitituality and Self Management for Effective Leadership. Int. J. Ad. Social Sciences. 2017; 5(4): 205-210.

45. Zohar, D. (1997). Rewiring the corporate brain. San Francisco, CA: Berrett-Koehler.

Received on 08.07.2020 Modified on 03.08.2020

Asian Journal of Management. 2020;11(4):517-523.

DOI: 10.5958/2321-5763.2020.00076.1