Soni Thesis Sample

TOWARDS A PSYCHOLOGICAL PARADIGM FOR THE LEADERS OF JSCA By Fr. Soni Thomas Guide Fr. Alexander Susai CSC Dissertation Submitted in Partial to Fulfillment to the Department For Diploma in Counselling Psychology and Religious Formation National Vocation Service Centre Pune 2022

TABLE OF CONTENTS GENERAL INTRODUCTION ……………………………………………………….1 CHAPTER I: LEADERSHIP PARADIGM ………………………………………....3 Position and the complexity of leadership ……………………………….…...3 Leadership and performance ………………………………………....3 Leadership: A Critical Review of the Literature ……………………4 The “trait” theories ……………………………………………………………4 The behavioral approach ……………………………………………..4 Contextual and contingency ………………………………………….5 Charismatic–inspirational models— heroic leadership ……………………5 Post-heroic models of leadership …………………………………………….5 Ethical leadership ……………………………………………………..6 Authentic leadership ………………………………………………….7 Distributed leadership ………………………………………………..8 Engaging leadership ………………………………………………….9 Demonstrating effective leadership ………………………………………….10 Leadership Character ………………………………………………...10 Integrity ……………………………………………………………….11 Self-Reflection ………………………………………………………...11 Self-confidence ………………………………………………………..12 Action- and Results-Oriented ………………………………………………..13 Communication ……………………………………………………….13 Respecting and Caring for Others …………………………………..14 Transparency …………………………………………………………15

Staying Focused ……………………………………………………….16 A positive attitude …………………………………………………….16 Clarity …………………………………………………………………17 CHAPTER II: THE CRISIS OF LEADERSHIP IN THE STATE OF MANIPUR Leadership and Human Capital ……………………………………………19 Leadership: A private and public issue …………………………….20 Rules of Leadership ………………………………………………….20 Leadership situation in Manipur …………………………………...20 Errors of Leadership ……………………………………………… ………21 Failure to inspire because of lack of energy and enthusiasm……. 21 Lack of clear vision and direction…………………………………..21 Acceptance of mediocre performance ……………………………..22 Inability to collaborate spirit of sportsmanship and team player. 22 Failure to talk. ………………………………………………………22 Failure to learn from mistakes and improve………………………23 Failure to develop others. …………………………………………..23 Inept interpersonal skills. 23 Common Problems of Leadership in Manipur…………………………. .24 Lack of target/vision. ………………………………………………25 Endemic Corruption: Diversion of Public Funds ………………...25 Incredible office holders ……………………………………………25 Employment and Centralized Character Issues. …………………26 Lack of Self-Confidence……………………………………………27 Effects of bad leadership and corruption on governance ………………..27 Mal-practices in electoral policies …………………………………28

Nexus of politician and militia……………………………………. 29 Passive political roles ………………………………………………29 Corruption and leadership ………………………………………..30 Understanding Terrorism and Insurgency ………………………………30 Insurgency in Manipur ……………………………………………31 Humanitarian Consequences insurgency ………………………..31 The separatist movements………………………………………...32 The Naga Nationalism…………………………………………….32 Current scenario…………………………………………………..33 Public insecurity ………………………………………………….33 Livelihood crisis…………………………………………………...34 Human right abuses………………………………………………34 Population displacement ……………………………………….. 35 Human Casualties/Fatalities……………………………………..36 Insurgency statistics…………………………………………………….. 36 Recommendations ……………………………………………………….38 CHAPTER III: JSCA: AN AGENT OF TRANSFORMATION The effectiveness of leadership style……………………………………42 Transformational Leadership…………………………………..42 Dynamic Association……………………………………………43 Idealized influence………………………………………………43 Intellectual stimulation…………………………………………………44 Individualized………………………………………………….44 Psychological empowerment…………………………………..44

Psychology of meaning…………………………………………………45 Psychological empowerment is continuous…………………...45 Components of Leader’s behaviour…………………………..46 Leadership commitment ……………………………………………….46 Competitiveness ………………………………………………46 Mediating variable…………………………………………….46 Transformational leadership and psychological empowerment. …...48 Key observations………………………………………………48 Leaders: context and culture …………………………………48 Development of second-line leaders…………………………..50 Leadership Programme: - JSCA……………………………………..51 Leadership development: a bigger challenge ahead …………………52 GENERAL CONCLUSION…………………………………………………56 REFERENCES……………………………………………………………….57

ABSTRACT In organizations across the country, extraordinary changes are taking place in the associational style. These changes go beyond an imbalance between leaders and administration, or the advance of new technology. They represent an adjustment to far reaching forces, including an evolution of the global work force that is unprecedented in history. Transformational leadership holds great promise for advancing organizations, and societies because it can cause extraordinary change, answer deeper issues and create new paradigms. Transformational leadership was introduced into leadership research as a new paradigm that pays more attention to initiating changes among followers and transforming followers' personal values and group and organizational cultures

ACKNOWLEDGEMENTS My highest praises to our Almighty Father for giving me the wisdom and knowledge in pursuing my Diploma programme. You are worthy of all honour Lord Father God! I would also like to express my sincerest words of gratitude to the following persons whose effort contributed much in the pursuit of this study. Fr. Dr. Alexander Susai CSC, the faculty member and the guide of the dissertation for beautifully critiquing my paper and for his untiring effort towards the success of this research. Fr. Dr. George Sr. Dr. Anna Mary Fr. Robert For their enormous endeavours in sharing their expertise, logistics and guidance in methodology in the triumph of this research. To my ever supportive and encouraging Director of NVSC, Dr. Fr. Alex for motivating me to always be the best that I can be and for being a steady shelter. Finally, I place on my record my sense of gratitude to my wonderful companions for their unceasing and outpouring love and support.

GENERAL INTRODUCTION In today’s societies, strong powers are changing the form of economy, business and work and many of them announce a fundamental transformation in organizational processes and resource strategy. A knowledge-based revolution is taking place in management for organizations and the knowledge-based economy for nations themselves. Leaders must be able to see the emerging opportunities before they become manifest. In this paper, an attempt has been made to investigate and analyze the leadership and administrative strategies of management and transformational leadership in organization as a strategy for the success of organization. The most important characteristic of a modern leader from knowledge management point of view is to eliminate the weak points and gaps that emerge clearly in organization. Transformational leadership is defined as a leadership style in which leaders and followers are enhanced to motivate and execute the change with the members of any institution. Transformational leaders focus on making tomorrow better. They are willing to take risks and venture in to the unknown. They are willing to examine and challenge their believes. According to Lewis, Goodman and Fandt 1998, in order to make the work to be effective, the leaders and followers required several abilities which includes, team-oriented, strong communicators, team players, problem solvers, change-makers and transformational leaders. Building organisational vision and establishing its goals, providing intellectual stimulation, providing individualized support, modeling best practices and organizational values, setting high standard expectations, creating a productive organisational culture and fostering participation in decisions are the characteristics which involves in transformational leadership (Leithwood & Jantzi, 2000). Popper, Mayseless & Castelnovo (2000) suggested that these characteristics essentially depend on the four major aspects of transformational

leadership. They are idealized influence, inspirational motivation, individualized consideration and intellectual stimulation. A transformational leader requires excellent communication skill in him in order to converse with his followers. With effective good communication skill, leaders can help the followers with their thoughts and ideas. Clear communication is the most important key for a leader’s success. Charitable Associations are formed to serve the society and to uphold the community interest rather than to make profit. They have independence to observe performance of the government and provide suggestions for improvements. There are certain organisations which are appreciated both by government and private sector and can help in negotiating the conflict between both the bodies and helps in bringing up the consensus. Finally, their sovereignty from public and private sectors allows them to craft a shared vision for their society. Organizations rally volunteers and other assets to accomplish their vision. With the progress of time, organizations are the initiators for the key societal movements to battle for betterment of the society. With the emerging egalitarianism, numerous associations came into existence. Jeevan Smart Charitable Association provide protective nets to the civil society against helpless and poor people.

CHAPTER I LEADERSHIP PARADIGM Leadership is a continuous process. Leaders ought to apply their understanding of how to effect change at psychological, procedural, and structural levels in enacting leadership efforts. In many cases, these efforts are quite purposeful, planned, and conscious. In others, leadership behavior may stem from less-conscious understandings and forces. Leadership must be viewed within a context. To understand and enhance human behavior is key to leadership. Leadership both creates and addresses challenges at the strategic cultural level of an Association. Leadership is key to the success of an association. Associations are unlikely to achieve their strategic objectives, survive, and thrive without the ability to change and adapt themselves to the challenges, opportunities, and threats they face. Leaders take responsibility for achieving organizational objectives by acting in accordance with their understanding of how individuals, teams, and associational systems change. Position and the complexity of leadership It is hardly surprising that the topic of leadership is one of the most popular areas of study in the field of associational behavior and associational studies, since it is widely assumed that leadership affects the link between individual effectiveness and associational performance (Barling, 1996), in part as a result of having a significant impact on subordinates’ attitudes to work, which, in turn, affect their work-related behaviors (Bass, 1998). Leadership and performance Leadership and measures of effectiveness or performance, most have been cross- sectional in nature rather than longitudinal; thus, causality cannot be inferred (Gardner, 2010). Other studies relating to “leader performance” or effectiveness are referring to

subordinates’ subjective ratings of the impact of their supervisor on their attitudes to work, or general views of their supervisor, such as ratings of “satisfaction with leadership style,” the impact their supervisor has on their motivation, and their assessment of the “extra effort” they exert as a result (Bass, 1998). Leadership: A Critical Review of the Literature Leadership must be viewed in the context of its time, it is important to bear in mind the fact that environmental factors such as psychological, social, technological, economic, political, and ecological change have a significant impact on what is meant by “leadership,” the challenges it is addressing, and the resulting models that dominate any specific era. The “trait” theories The major focus of the pioneering leadership researchers was to identify the personal qualities and traits that distinguished leaders from followers, the underlying premise being that leadership is innate, as opposed to learned. Among the traits that were investigated were “energy,” “dominance,” and “intelligence,” but findings were inconsistent. A re-emergence of interest in the role of personal traits and appearing leader-like, especially in the wake of the “new paradigm” models of “charismatic–inspirational” leadership (Bass, 1985). A significant contribution to our understanding that the same personality traits which make some leaders attractive, such as charisma, inspiration, vision, courage, and resilience, can become a destructive force to those around them and their association. The behavioral approach Described in terms of four styles: (1) concern for task—also called “production-orientated”; (2) concern for people— also called “employee-centered”; (3) directive leadership—also called “authoritarian” or “autocratic”; (4) participative—also called “democratic.”

However, an individual may be highly participative in certain situations, but highly directive in others (Wright, 1996) Charismatic–inspirational models— heroic leadership The models that were developed emphasized different aspects of “neo-charismatic” leadership (House & Aditya, 1997), including “charisma” (Conger, 1988, 1999), “vision” (Bennis & Nanus, 1985), “transformation” and “transaction” (Bass, 1985). A “charismatic” leader is seen as one who possesses certain personality characteristics and acts in ways that result in trust, obedience, identification with them, and confidence in success (Conger & Kanungo, 1988). In “visionary” leadership, “vision” refers to an attractive and believable future state, which organizational stakeholders will help to achieve (Bennis & Nanus, 1985). “Transformational” leaders are characterized by being able to motivate colleagues and followers to view their work from new perspectives; be aware of their team’s and organization’s mission or vision; attain higher levels of ability and potential; and look beyond their own interests towards those that will benefit the group (Bass, 1985). An emphasis on the importance of leadership as having a moral dimension and being concerned with the “greater good.” It also stresses a focus on the needs of “followers” by providing a sense of meaning in what they do in relation to their organizational role, and actively seeking opportunities to develop them (Bass, 1998). Leader who influences the followers to do exceptional things, a perspective it shares in common with both “charismatic” and “visionary” models. (Avolio, 1993). Post-heroic models of leadership Post-heroic models have promoted the notion of “quiet leadership” (Badaracco, 2002) and “managing quietly” Robert Greenleaf, who coined the term “servant leadership” in the 1970s, which he conceives of in terms of integrity, selfless service to others, and power sharing (Greenleaf, 1970)

Ethical leadership Ethical Leadership postulates ambiguity, greater competition, and change (namely, neo-charismatic). However, following the disaster of the global economic crisis, the major concern is not simply economic survival but also restoring trust in leaders and “doing leadership differently”—by stressing the importance of a values-based approach and, importantly, the integrity of those in leadership positions. Ethical Leadership is “that emphasizes individualism, aggression, ruthless behavior, risk-taking, competitiveness and the importance of short-term results, whilst paying lip service to the moral dimension of business” (Greenleaf, 1970). When critically examining any model of leadership, leadership should be seen in the context of the time in which it emerged. Transformational Leadership Individuals who aspire to become transformational leaders must pay attention to each of their subordinates, sharing their concerns and development needs, and treating them as individuals (Greenleaf, 1970). These were entirely new concepts in relation to the role and activities of leadership, which had been characterized in terms of a transactional, utilitarian relationship between boss and subordinate. If leaders can command such love, trust and confidence, they can also use their power for evil ends, for selfish aggrandizement at the expense of others, as well as for good, for satisfying the needs of their followers (Greenleaf, 1970) The defining characteristic of “ethical” leadership is consistent with the principle on which “transformational” and “authentic” leadership is based—that is, acting for the greater good (Burns, 1978) influence the behaviors of ethical leadership and its impact on follower motivation, satisfaction, and commitment. It asserts that a masculine orientation of moral reasoning revolves around rules, regulations, rights and principles, and impersonal notions of formal justice, whereas a feminine perspective on morality focuses on relational principles

and the ethics of care and compassion, and is more concerned with contextual, affiliative factors. Since it is reasonable to assume that many business students have the ambition to become organizational leaders, it is interesting to note that business students have been found in several studies to score lower on ethical attitudes than non-business students (Crown & Spiller, 1998). Corruption and bribery are among the most important business ethics issues faced by companies today and that bribery causes serious psychological, economic, political and environmental damage. Authentic leadership The development of the theory of authentic leadership emerged as another response to the demand for greater attention to be paid to the importance of integrity and transparency in business and public life, and the means of holding leaders accountable for their behaviors and actions. The evidence from a range of disciplines, including social, cognitive, and positive psychology and organizational studies, have revealed the benefits of understanding the nature of authenticity and its positive effects on individuals’ self-esteem, well-being, and performance (Grandey, 2005). While recognizing that the concept of authenticity is derived from the Greek word meaning “be true to oneself,” Walumbwa and his colleagues assert that its application to modern notions of leadership implies a multidimensional construct of which being true to oneself is only one component (Walumbwa, 2008). Authentic leadership shares some features in common with the model of ethical leadership, perhaps most important of which are altruism (Brown & Treviño, 2006) and a strong internal moral perspective (Avolio, 2005). It has been defined as “a pattern of leader behavior that draws upon and promotes both positive psychological capacities and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balanced processing of information, and relational transparency on the part of leaders working with

followers, fostering positive self-development” (Walumbwa, 2008). The theory also stresses the importance of leader and follower development as a key aspect of the definition (Walumbwa, 2008). leader self-awareness, relational transparency, internalized moral perspective, and balanced processing (Walumbwa, 2008) employed in the development of this model, since age, gender, ethnic background, and occupational group may possibly, or even probably, have influenced the constructs of leadership. Distributed leadership This requires organizations to create the environment in which human potential is realized by working together in collaboration, generating or applying knowledge (Kanter, 2001). Unlike the models of ethical and authentic leadership, which still focus very clearly on the notion of leadership as a function of individuals occupying certain organizational roles, the concept of “distributed leadership” (DL) is grounded in the notion of leadership as a fluid and emergent property of a social process (Spillane, 2006), enacted by groups of individuals, or a network of interacting individuals (Gronn, 2000). It asserts that the terms “distributed” and “shared” leadership denote different, though related, concepts. DL is best regarded as describing a “structural” arrangement, whereby leadership responsibilities are delegated to individuals in different roles and at different levels in an association; indeed, one of its strongest proponents describes it as “a new architecture for leadership” (Gronn, 2000). Distributed leadership transforms the notion of “follower” from one of passive recipient in the leadership relationship to one of key actor in “doing leadership.” (1) that DL is the new template for leadership and management; (2) that it disaffirms the need for a formal leader; and (3) that everyone is a leader (Bolden, 2011).

Formal leaders are still required to exercise their responsibility in managing staff and achieving organizational goals. The question then becomes for psychologists, how can leadership best be enacted by these individuals, such that they can create a culture in which the potential for DL is achieved, and which creates the conditions that encourage, facilitate, and sustain innovation, and collective learning (Yukl, 1999). It would seem reasonable to assume that for DL to be enacted effectively requires, or is more likely to succeed if there is, a high level of willingness among individuals to engage in activities that support both individual and organizational growth; indeed (Fletcher 2004), states this as a condition of such leadership. Engaging leadership Associational psychologists have long been aware of the importance of employee attitudes to work in affecting levels of performance (Ajzen & Fishbein, 1980). Subsequent analyses have found a significant relationship between job attitudes and individual levels of performance, (Harter & Schmidt 2008). In engagement, people employ and express themselves physically, cognitively, and emotionally during their role performance” (Schaufeli, 2002) regard employee engagement as “a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption”, while Wellings & Concelman (2005) suggest that engagement is “an amalgam of commitment, loyalty, productivity and ownership that is the elusive force that motivates employees to higher (or lower) levels of performance. Some psychologists prefer to operationalize the exercise of discretionary behavior as “proactivity” (Belschak & Den Hartog, 2010) “had a particularly powerful effect on the staff’s motivation, job satisfaction, commitment, self-confidence, or performance” (Alimo-Metcalfe, 2001).

Demonstrating effective leadership Leadership is actually accountability to self and association. And it is useful at any point of time, whether a person is in a line of manager or a CEO. There are skills that distinguish good leaders from others. These are typically considered soft skills, no one really needs a leader to be skilled in all spheres. However, the behaviors and attitudes are determining factors. Leadership Character A person’s true character is revealed by what he does when no one else is watching. Few would argue that the most successful and effective associations are those that strive constantly for excellence. This striving begins with the top leadership of the Association. However, leaders do not command excellence, but they build excellence. Excellence is “being all you can be” within the bounds of doing what is right for your association (Jones, 2001). If excellence begins with leadership, then that leader must be of good character. A leader’s character shapes the culture of his or her organization and subsequently the public opinion about the association (Jones, 2001). If you want to be a great leader of others, you must first become a great leader of yourself (Spence, 2009). Clearly, individuals cannot be effective leaders if their personal lives are a mess. The competence and talent without character will not take anyone very far as a leader. Leaders in this rapidly changing world need to continuously take stock of their character and their competencies with respect to the impact on their embracing or resisting change. Certainly, who we are is to a great extent what we have experienced, and how we perceive events and people around us directly impacts the choices we make (Keith, 2005). Unless leaders understand the vision that motivates them to lead, the purpose that inspires them, and the values that empower them, it is difficult to make courageous and needed choices and decisions in a chaotic world (Handy, 1996).

When people respect a person, they admire that person. When they respect one as a friend, they love him/her. When they respect a leader, they follow the leading (Maxwell, 1998). Leaders need to model the behavior they expect of others, which means they must demonstrate and communicate clear values for both themselves and their association and be ethical in all their dealings. They must stand up for those beliefs of theirs that are deeply rooted and held dear. Giuliani, states in his book Leadership that you cannot ask those who work for you to do something you’re unwilling to do yourself. It is up to you to set a standard of behavior (Giuliani, 2002). Integrity Without knowing who a person is, one cannot lead with integrity. A leader cannot generate trust unless he or she consistently is viewed as having integrity. Integrity means doing the right thing at all times and in all circumstances, whether or not anyone is watching (Anderson, 2012). It is “walking the talk.” People who adhere to a strong set of principles or being true to themselves, and who have the courage to take responsibility for their actions, have integrity. It is the leader’s behavior that demonstrates integrity to his/her followers. Trust is destroyed by manipulating people, distorting facts, or spinning the truth. Without integrity, trust is never achieved. Integrity certainly includes honesty, but it goes beyond that (Keith,2005). Honesty is about telling the truth. Integrity is about keeping our promises and fulfilling expectations. Self-Reflection The most difficult thing in life is to know yourself says Thales. Self-reflection is an important behavior that is demonstrated by leaders. It involves being aware of and understanding one’s personal strengths and weaknesses, and what one does well and not so well. For leaders to take their followers in a good direction, they really need to take the time to reflect and learn from their experiences. It’s about “knowing oneself.” This introspection

can establish a baseline for a leader to determine at what stage in his or her development he or she is, and what direction to head toward. No one can produce great things who is not thoroughly sincere in dealing with himself. Poet James Russell Lowell observed that, it is virtually impossible to know yourself without receiving feedback from those with whom you have contact. It isn’t easy to ask for feedback, but it is important. You develop yourself to develop others. Confucius states, If we have a clear awareness of who we are, it is possible to develop the habit of staying tuned to what we say and do. However, self-awareness also means people must understand why they are the way they are. They need to know just what experiences, values, and knowledge have shaped them to be who they are. Some activities person can do to improve one’s self-awareness: Keep a journal – Journals help improve your self-awareness. If one spends just a few minutes each day writing down one’s thoughts, this can move the person to a higher degree of self-awareness. Slow down – When a person experiences anger or other strong emotions, slow down to examine why. Remember, no matter what the situation, person can always choose how he/she react to it. Self-confidence Nothing builds self-esteem and self-confidence like accomplishment noted by Thomas Carlyle, historian and essayist. One of the attributes that defines a leader is a belief in oneself (Handy, 1996). Self-reflection is an important step that can lead to increased self- confidence. Self-confidence consists of an optimistic belief in one’s ability to succeed. Before one can lead others, one must be confident in one’s own capabilities. Self-leadership is the essence of leadership (Handy, 1996). However, this is not about arrogance or egotism. Instead, by knowing themselves, self-confident leaders have the boldness to undertake the difficult tasks and challenges necessary to meet their goals. They try new things, offer ideas, exude positive energy, and cooperate and collaborate with their colleagues (Handy, 1996). Self-confidence is the lifeblood of success. Self-confidence emanates from a strong feeling of

self-esteem. This comes from a general sense that we can cope with what's going on in our lives, and that we have a right to enjoy our life and work. Action- and Results-Oriented Leadership is action, not position. You can’t build a reputation on what you are going to do. Leaders are proactive, not reactive. Getting things done and producing positive results is their mantra. You cannot be a leader if you are standing still or if you are content with things as they are. Productive leaders are an example to the people they lead, and their high level of productivity sets the standard for the rest of the organization. It is the desire of effective leaders to convert the mission and vision of their organization into action. Following through on initiatives and promises is their consistent behavior. Furthermore, the approach of facilitative leaders involves convincing people that something can be done to achieve the desired results, not telling them what to do or doing the work for them. On the other hand, observing a failure to act is likely to make good leaders upset. They will not accept the response that “we’ve never done it that way before.” They also have a hard time accepting the reality that the vast majority of people in our society are reactive and avoid taking risks. This tends to eliminate the leadership potential of reactive people, who only work on what someone else requires them to do. This often leads to overlooking important tasks or putting them off in favor of more urgent lesser tasks. Communication Leadership is a dialogue, not a monologue. An effective leader is constantly aware of the importance of good communication. Although communication is a competency that can be improved through the acquisition of certain skills, it is also a behavior that is considerably affected by attitude. This is demonstrated when a leader communicates that he or she cares about the people being communicated with. I don’t care what you know unless I know that you care.

Among many successful leaders, the following behaviors relate to their interest in communicating with and influencing others (Titch, 2014). The nature and effectiveness of all types of communication within an organization is important to building trust in the leadership. Every day is an opportunity to share news and relevant information among the organization’s members and stakeholders. This transparency fosters improved trust. Achieving effective communication can be accomplished by thinking through one’s various organizational communication opportunities. Respecting and Caring for Others The interest in effective communication involves caring about others. Clearly, a strong leader must demonstrate that he or she cares about others, especially those who are his or her followers. John Maxwell has observed that inexperienced leaders are quick to lead before knowing anything about the people they intend to lead. Mature leaders listen, learn, and then lead (Richard, 1988). Caring about others also means respecting them. A good leader treats everyone with respect, especially those who can’t do anything for him/her. People will not sustain an interest in following those whom they fear or merely tolerate. Relationships within the organization will not be developed or maintained without a high level of mutual respect. A leader can develop a respect for others by trying to understand how people differ from each other and appreciate that difference. Acceptance is a central issue in human relationships, and it is an essential element of organizational effectiveness as well. Acceptance involves regarding the other person as a worthy human being. Accepting others does not mean that a person condone all of their behavior. Acceptance is of people, not their behavior. When a person accepts people, one is not critical of them just because one dislike. not be assumed that people are inherently accepting. It is very difficult for most of us. Humans tend to be quick to pass judgment. Perhaps that's why many of our interpersonal relationships are less effective than one would like. Absence of acceptance

leads quickly to a closing of communication. People who are unaccepting tend to evaluate and criticize, which can be negative behaviors that damage most relationships. This respect for others can be demonstrated by a leader, therefore, by showing that he/she cares for them. People are particularly drawn to those leaders who have the ability to remember aspects of the personal lives of others, thereby showing his or her interest in them. However, it should also be pointed out that person can care for people without leading them. On the other hand, one cannot lead them effectively without caring for them (Richard, 1988). Transparency One quality valued in leaders is the ability to build an organization where truth and transparency prevail. A leader tells the truth in a real and genuine way that people can verify. He or she is open and authentic. The operational premise is that hidden agendas are detrimental to transparency. Information should flow freely within the organization and be shared as much as possible. Being transparent means that the leadership is telling its organizational members that they are being trusted with the information they are receiving. Leaders often think that they're overwhelmingly honest, but many followers say otherwise. In all groups, leaders have a tendency to hoard and control information because they use it as a source of power and control. But the ability of top management to keep information secret is now vanishing, due in large part to the Internet and access to electronic communications. When leaders who are striving to be transparent decide not to share certain information with their followers for whatever reason, they should be honest and say something like: \"I can't tell you that right now, but here's what I can say.\" Followers shouldn’t have to wonder about hidden agendas. When leaders practice transparency, they are demonstrating that \"what you see is what you get.\" Transparency occurs when the organization as a whole see what the leadership sees, and the vision and goals of the organization are clear to everyone in it. This clarity can be fostered through the use of performance measures and dashboards (Schudson,

2015). This concern for clarity shows respect and concern both for the individuals within the organization and for the organization itself. If the leaders make it acceptable to be open, are willing to listen to opposing points of view, and promise to consider the merits of others’ arguments, the way is paved for a culture of transparency. As a result, amazing things occur. Staying Focused A good leader remains focused. Controlling ones direction is better than being controlled by it. Leaders need to focus their attention. This is the ability to clearly set the competitive priorities for their organization in the marketplace and then focus the energy and resources of the organization toward the achievement of those priorities. The best leaders take complexity and bring simplicity to it through a focus on problem-solving and prioritization, or even just getting things into alignment. This is a behavioral pattern those leaders need to have. For example, Jim Collins’ widely acclaimed book Good to Great concludes from his five years of research that the very best leaders possess two competencies: a resolute and unflinching focus on the purpose of the organization coupled with a deep sense of humility. One of the simpler ways to develop a stronger sense of focus is to use “to do” lists. Making a to-do list at the beginning of every day or week can make you feel more focused and motivated to continue your work (Jackson, 1999). If a person make a list of all the things he/she has to do and then set priorities for them, no matter how small, will feel more accomplished when check those items off the list and move on to the next task. This will also keep one to be focused on one task at a time, and the prioritization will ensure that the most important tasks get done. A positive attitude Success is not the key to happiness. Happiness is the key to success. If you love what you are doing, you will be successful. A positive mindset is also associated with strong leadership. All leaders need to be purveyors of hope. If leaders are to be inspiring, they need

to be enthusiastic, energetic, and positive about the future. This demonstrates the leader’s personal commitment to pursuing the vision. If you're a positive and optimistic person who tries to make the best of any situation, you'll find it much easier to stimulate people to do their best. The good man chooses what is positive, what is advancing and embraces the affirmative. However, being positive is much more than presenting a smiley face to the world. A strong sense of balance is also needed, along with the recognition that setbacks and problems happen (Neopolien, 1960). It's how you deal with problems that makes the difference. Positive people approach situations realistically, prepared to make the changes necessary to overcome a problem. Negative people, on the other hand, often give in to the stress and pressure of the situation. This can lead to fear, worry, distress, anger, and failure. Being a person who looks for innovative ways to operate requires a leader with a “glass half full” attitude rather than “half empty.” Clarity More important than the quest for certainty is the quest for clarity. Ambiguity can be a leader’s undoing. If the direction and purpose of a leader isn’t clear, it is difficult to see how the organization’s daily activities are moving it in the right direction. In a complex world, it is even more important to take difficult decisions and communicate them in simple terms that are readily understood. Furthermore, many of the behaviors of an exceptional leader, such as authenticity, trust, acting with confidence, etc., are derived from clarity. Achieving clarity takes some work and some time. This behavior isn’t automatic. Self-reflection, discussed earlier, is one means for thinking through a situation or issue and sorting out the important essentials from all of the clutter that often surrounds anything requiring a decision. It is also helpful to practice working systematically through complex ideas in order to simplify and clarify their core meanings. When a leader is clear in his or her expectations and desired outcomes, it is much more likely that he or she will get what is wanted. When people are

clear about the priorities they are pursuing, persons tend to be much more productive and effective. Being clear about our purpose, core values, and vision enables persons to answer tough questions, make faster decisions, and move forward with confidence. Clarity on the part of leadership also means that the appropriate amount of time is taken to ensure that the right people are in the right jobs and know what they need to accomplish. This clarity helps followers believe that they are moving to a desired future, which reduces misunderstanding and garners trust (Hurwitz, 1992). Successful organizations have leaders that clearly value their people and keep the purpose of the organization in focus. This clarity within a team or organization regarding their purpose helps them accomplish together that which is being sought after. This study has sought to critically review major models of leadership that have reflected the historical developments in leadership theory. Unfortunately, because of space limitations, some models have not been discussed, including the relatively new notion of “public integrative leadership” and spiritual leadership. It is needed to read primary source materials, so that we can adopt a critical stance when reviewing any specific aspects of the Leadership. The increasing interest in the subject of leadership reflects the considerable importance of this phenomenon. As younger generations become the commentators of the future, the forces that have influenced their socialization, their hopes, and their experiences will produce new and exciting perspectives on this fascinating subject. With the combined forces of globalization, and the influence of advances in social media, the wealth of new models and theories should increase exponentially (House 2004). The enormous speed of growth of new economies will, hopefully, lead to a richer range of perspectives on the topic, which, by virtue of their very diversity, will also bring challenges.

CHAPTER II THE CRISIS OF LEADERSHIP IN THE STATE OF MANIPUR Manipur to pursue a new developmental strategy, ensuring continued economic growth necessary for rapid human progress that guarantee equitable distribution of resources, there is greater need for committed and visionary leaders in every sphere of life. Having experienced different kind of leadership in the State and among indigenous tribes, it has been observed that there are more of rulers than leaders because majority of them believe in personal ability and neglected the contributions of the followers. They thus failed to realise that ‘a tree cannot make a forest’; a key ingredient for sustainable progress, which according to Oyeshola (2008), describes a process in which the natural resources base is not allowed to deteriorate. It emphasises the hitherto unappreciated role of the interpersonal quality and environmental inputs in the process of raising real income and quality of life. It is a new way of life and approach to psycho-social and economic activities for all societies, rich and poor which is compatible with the preservation of the human quality and environment. Leadership and Human Capital In sustainable development, leadership is the most important aspect as it gives a positive direction to the use of human capital and other resources appropriately for progress. Therefore, to lead is not just a mere work but a serious task. To lead is to guide, to conduct, direct and protect others. Leadership is the ability to surrender all privileges for the good of others. From time immemorial, there has never been a change without the work of a leader. Some scholars viewed leader as a capstone while some viewed leadership as processes. Leadership connotes so many things put together. “It is a discipline, it is an activity, and is a process, a status, ability, a quality and so much more.” (Asubiojo, Adewusi, 2005).

Leadership: A private and public issue The crux of this Chapter is that leadership has become an obstruction that has corrupted the private and public sectors, governments, non-governmental organisations (NGOs) and other spheres of life. In Manipur today, some leaders have turned themselves into semi-gods or small gods of sort. They bask in the attention and generally feeling as if the world revolves around them, being opportune to have been in position of authority, close to power or being at the helms of affairs of different segments of the society. These unwholesome realities inform the interest in this research paper Rules of Leadership. Jack and Welch (2012) submit the following eight rules of leadership. Rule 1: Leaders relentlessly upgrade their team, using every encounter as an opportunity. Rule 2: Leaders make sure that people not only see the vision, but live and breathe it. Rule 3: Leaders exude positive energy and optimism. Rule 4: Leaders establish trust with candour, transparency and credit. Rule 5: Leaders have the courage to make unpopular decisions and gut calls. Rule 6: Leader’s probe and push with a curiosity that borders on scepticism, making sure their questions are answered with action. Rule 7: Leaders inspire risk taking and learning by setting the example Rule 8: Leaders celebrate. Leadership situation in Manipur January 1, 2021 marked the 49th statehood day for Manipur. The question here is how the State stands in the context of the leader-follower development relationship. What could have been the major problem(s)? What could have caused this stagnancy? A father is often referred to as the head of the family while the mother is the heart of the family. This connotes that once the head is rottenly faulty, the whole body is psychologically dead and scattered.

Therefore, the major problem of Manipur is bad leadership resulting to poor governance, decayed infrastructure and epidemic corruption such that politicians and public office holders as well as private organisations chieftains steal/divert public funds with impunity and get away with it safe for the State’s weakened judicial system and the ‘bull-dog’ anti-corruption agencies. Braithwaite (2009) observes that: “Our State has overborne beyond tolerable limits the weight of merciless and corrupt leadership throughout the length and breadth of the land.” The Punch (2012 a) quoted Maitama Sule as saying: “Justice should be done to whoever deserves it, irrespective of his religion, tribe, political inclination or position. If there is justice, there will be peace and stability. Errors of Leadership Peace and stability are the prerequisites of development.” “It is the responsibility of government of Manipur to put in place adequate legal and regulatory framework which will guarantee the rights of the citizens and secure their economic prosperity and development” (Oyeshola, 2008:216). Leadership errors are among but not exhaustive of the following: Failure to inspire because of lack of energy and enthusiasm. Failed leaders are repeatedly described by their colleagues as unenthusiastic and passive. This was in fact the most noticeable of all their failings. There is nothing more frustrating than investing in a would-be leader that could not deliver good results or leaves the office before the expected dividends. Lack of clear vision and direction. Poor leaders have a murky view of the future. They don’t know precisely what direction to take and are not surprisingly unwilling to communicate about the future; leaving their subordinates with no clear path forward. A person without credible vision is not worthy to lead others. Vision and passion inspire a strong spirit in an individual to successfully make a difference from the usual. Okorocha (2012) asserts “I have vision and passion: I have vision

for the things I do. So, for you to succeed in life or as a governor or as an administrator you must think outside the box; you must think outside the set rules; and do something outside the convention if you must make a change and make progress”. That has been the secret behind what we do in Kangeileipak. Acceptance of mediocre performance Acceptance of mediocre performance in place of excellent results is not only frustrating but damaging to colleagues’ psyche. Bad leaders often derelict their duties and encourage mediocrity. No clear path forward. Better leadership, Michael (2011) contends, creates more productivity, mental health, higher profits, lower turnover, greater job satisfaction, more royalty. Inability to collaborate spirit of sportsmanship and team player. Poor leaders avoid their peers, act independently and discourage positive relationship with colleagues. Bad leaders often view work as a competition and their colleague as opponents. The ability to follow begets ability to lead as “he that has not tasted which is bitter cannot appreciate which is sweet” (Roberts, 2001). “We know, for sure, that we are in the majority but majority cannot win if it does not exercise majority action. If we do not work together, it will be difficult for us to win” (Saturday Tribune, 2011). Consequently, to be a leader, one must be part of the people one intends to lead such that the society may change for the best. Failure to talk. Saying one thing and doing another is the fastest way to lose colleague’s trust. Offenders also pose a wider threat as dangerous role models, creating the risk that their organisations will degenerate if others behave as they do. Maxwell (2005) says: “Leaders are like eagles, they soar; they inspire; they fly high. And they don’t talk just to hear themselves.

They don’t vent about someone to others to make themselves feel better. Great people talk about ideas, average people talk about themselves, and small people talk about others.” Failure to learn from mistakes and improve. Arrogance and complacency combine in bad leaders and cause them to come to the dangerous conclusion that they have reached a stage in their careers where development is no longer required. Closely connected to this is failing ability to learn from their mistakes. Failure to develop others. Leaders who are not concerned with helping their subjects or subordinates/employees who were not seen as coaches or mentors were likely to fail. They primarily focused on themselves; they were not concerned with the success of their employees or their departments, organisations or countries. Inept interpersonal skills. This has to do with leaders who are rude, by yelling and belittling either out of malice or boorish insensitivity. But these failings are also often manifested in things bad leaders don’t do. Some public office holders, Elaigwu (2006) comments “have not only demonstrated ineptitude and incompetence but have also been in scandalous behaviours, including immorality, embezzlement and other acts of dishonesty unbecoming of them. The deteriorating nature of most public infrastructure is traceable to poor performance. Even where an organisation fails due to incompetence, the head of such a failed establishment does not receive any serious reprimand in the State.” And “let all who are in power today conduct themselves in such a manner that, on the day of reckoning, they shall not be disgraced. We appeal to the masses to arise resolutely to reject corrupt and inept leadership in all its ramifications in our land” (Akinfenwa, 2009).

Common Problems of Leadership in Manipur In one of his memorable works, the late Sunny Okosuns, on the poor state of the nation sang: “Which way Manipur? which way to go? I love my father land, oh yes; I want to know! Which way our land is heading to? Many years after its existence, one still find it hard to start. How long shall one be patient to reach the promised land ...?” It has been experienced that most of political leaders in Manipur are bad dreamers, lack in vision, good mission and necessary passion to succeed, often having similar problems of self-aggrandizement. “The problem facing the State on economy, security, development and education is legion” (Osuntokun, 2012). The major obstacles to Manipur’s development are lack of accountability, injustice, bad leadership and epidemic corruption with impunity. Saturday Tribune (2011) quoted Professor Tunde Adeniran as saying: “Leadership problem has bedevilled this State for a long time. At various levels, we have not been able to rise up to challenges.” Lack of target/vision. This has to do with poor focus, lack in good mission and directions to meeting organisational set goals. It is peculiar to our leaders in Manipur because one who does not have good objectives/set goals will actually lack good planning, foresight and passion, and the organisation will be without any direction to succeed. For example, attaining millennium development goals on reducing poverty, child and maternal mortality issues, vision 2020 and other related targets in Manipur is still far. The end result of poor planning is failure. In the current dispensation, Manipur could be said to be passing through a difficult leadership succession plan because political office distribution is attached to party affiliation and nepotic character, promoting mediocrity. “When you look at the people who are occupying leadership position in our country today, most of them don’t have leadership skills and it is not an insult. It is not their fault, they were not taught” (Adeyemi, 2012).

Endemic Corruption: Diversion of Public Funds The State (2014) quoted the Rivers State Governor Rotimi as saying:” Our problem is not just theft, causing degradation, but financial diversion.” For instance, the shameless and brazing looting of the state’s treasury, with no regard for consequences, by all ranks and files in the corridors of power both in private and public sectors of Manipur economy at the expense of socio-economic growth, is worrisome. Many infrastructural projects were either abandoned or poorly done while in most cases full payments had been made. This attitude often led to loss of valuable assets, good infrastructure, skilled and dedicated human capital resources. According to Akinropo (2011) from Ministers to Presidents of associations and organisations none of them had come with a clear vision of attempting to transform Manipur to a land of prosperity and abundance for all and sundry. Instead, they adopted the cold attitude of administering the State as a fiefdom, enriching themselves and their cronies to the detriment of the state. The military intervened at various points but only left negative footprints as agents of corruption and destroyers of legacies.” Daily Newswatch (2013) quoted Okey Wali (Senior Advocate of Manipur) as saying: “Had it been that our leaders are sincere and committed towards championing course of the common man as well as ready to offer selfless service to humanity and imbibe the culture of ridding off corruption with high sense of humility, surely our pace of development could be higher, but reverse is always the case.” Incredible office holders Elaigwu (2006) says: “They must return to the path of glory and honour blazed by credible office holders whose watchword must be satisfactory performance in office through discernible and transparent contributions to its growth and development. The days of unbridled corruption and abuse of office should be put behind us while new eras of optimism

and high sense of responsibility are ushered in.” For the State to develop, The State (2012) suggests “there must be the basic discipline-nay-duty-of separating personal from official privileges. “It is expected of any person in leadership position to demonstrate abiding love, not only to his group members but also to the entire constituency/ organization/ common people. And be ready absolutely to sacrifice self-interest for the good of all members/citizens. Employment and Centralized Character Issues. These entail the selection and appointment of unqualified/unskilled people to offices of leadership requiring experts/ professionals as a result of political and other various influences thereby putting wrong pegs into the right hole. For instance, “failure to appoint aviation professional as minister will take the industry several years backwards because previous ministers that were appointed could have performed better in office, if they had sufficient knowledge of the industry” (Daily Independent, 2014). The influences can be tribal, political, racial, personal, familiar to mention but few. According to Ogienagbon (2014), the immediate past Aviation Minister, “Ms Stella could not have done more than she did at the ministry. She was not equipped for the job; she was put there as compensation for her role in the president’s election in 2011. This is a sad commentary on our State, which is so blessed, but yet goes for its third eleven in managing key political posts.” Right personnel are not often appointed into political positions. This is a common scenario in Manipur and it must be checked in order for transformation to be sustained. This also contributed to the problem of bad leadership. The “issue of forgery and perjury among various leaders in the political arena is also relevant in the private and public sectors” (Laurie. 1995). Leaders must “keep up the dignity of the office without using it to give you dignity,” The Punch (1998).

Lack of Self-Confidence. A good peoples’ leader must have the courage to touch the life of the led (followers) such that their hearts are submitted to and trust him/her (leader) in return reciprocally because without the people he/she cannot get credible results. Leadership is a trust. Maxwell (2007.b) writes: “Trust is the foundation of leadership which is a potent combination of strategy and character. Character makes trust possible. And trust makes leadership possible. That is the Law of Solid Ground.” But Fagge (2014) affirms that “there is no sincerity of purpose in our leaders. We cannot trust them. The scandals that are taking place in Manipur, if it happens elsewhere in sane climes heads will roll but they are covered up in here.” It is pertinent at this juncture that “we need disciplined people in our state life to be able to move (the nation) forward by turning things around even in the private sector economy. Good leadership is critical to the resolution of our ‘Manipur’ problems” (Saturday Tribune, 2011). “All hands must be on the deck if the ship of the state is not to sink” (Osuntokun, 2012). Effects of bad leadership and corruption on governance Having established that governance includes both the government and the governed, what are the costs and implications of bad leadership and corruption on government and development in Manipur? The effects and implications are numerous, so we can only discuss some of its negative effects on governance. One of the implications is the alienation of the people from the government. There is now a wide gap between the people and the government. Manipuries are not proud of their government and their state, and that is the reason why one can hardly see people wearing clothes that bear the imprints of; “I love Manipur”, “I am proud to be a Manipuri” and the likes. Only a handful of Manipuri youths if any, are fans of Clubs in the Manipuri League. As a matter of fact, they do not see the government as theirs. There is an extrinsic or market relation between the Manipur politicians and the Manipuri voters.

Mal-practices in electoral policies There is total loss of confidence as neither the politicians nor the voters trust each other. The people sell their votes and the politicians buy them. The people sell their votes because they know that, that is their only share of the ‘State cake’, knowing fully well that politicians will not honour their electoral promises. The voters are therefore forced to sell their votes to the highest bidders among the politicians. The implication of this ugly situation is that, electoral promises are mere words to the electorate. This does not justify the voters anyway, but what gospel of morality can one preach to a hungry man? According to Omojuwa (2014): Those who expect hungry, uneducated men to have an understanding or came about power of his vote expect too much. As long as man has a hunger problem his life choices will always be dictated by the imme- diate satisfaction of that urge. Bad leadership and corruption discourage hard work and spirit of patriotism. According to Oluwasanmi, (2007) Accumulation of illegal wealth by stealing from the people commonwealth discourages hard and patriotic labour by others and put resources needed for community or national development into private hands where it is often just staked away in foreign banks or lavished senselessly and unproductively. Many Manipuries have lost hope in the State and this is shown in the readiness of an average youth to leave the State if they have the means. Only people of high moral conviction are dedicated to work because they know that some people are elsewhere, making millions even when they do less job. It is not surprising then that when people get to any post where they can enrich themselves, they do not hesitate to have their way and even if some are still moral, and believe that it is wrong for them to commit fraud, friends and family members mount pressure on them and call them names (Armah, 1968).

Nexus of politician and militia Bad leadership and corruption have implication on governance in that they both lead to instability. The various military regimes in the state can be attributed to this issue of discussion. It is however pertinent to point out that the military, instead of being a solution to bad leadership and corruption, is the major cause of poor leadership and corruption. According to Akanbi (2005; 126), “Indeed the general belief was that corruption thrives more under the military.” For Suberu (2010) economic and electoral corruptions are the “most basic source of democratic instability in Manipur.” The point being made however is that, the military always capitalize on these issues and intervene in politics, thereby aggravating the already aggravated situation. Some ambitious persons take over power not because they have solutions to these problems but because they simply want to rule (Alex, 2010). The implication of this on governance is that, planning becomes difficult to implement, if the leaders have one at all. Passive political roles Corruption and bad leadership bring shame and disgrace to the State and its peoples (Asikia; 2005, 134). Corruption and bad leadership have the effect of discouraging people of good intension from taking active part in politics. For many people in Manipur, politics is a dirty game and those who are involved in it are often viewed as carbs and dirty people (Ajayi & Ogoma; 2012, 18). It is not over generalization to say that most Manipuries believe that all politicians are liars because many of them, from experience, do not keep to their electoral promises. People of high integrity fear to be viewed in this manner and politics is left for the immoral, debased and corrupt politicians who are not bothered about name-calling. The implication of this on governance is maladministration and poor management. Corruption and bad leadership have increased the cost of governance in Manipur. Annual budget rises every year. Recently, in an article in titled; “Democracy and Leadership

in North East”, Salihu Lukman, (2013: 51), lamented thus: “Where is the dividend when the reward to citizens for living in a country that its government recorded increased revenue today is increased poverty and unemployment? Award of contracts have become avenues to siphon funds. This is as a result of ‘kick back’ syndrome, thereby leading to poor execution of projects as the same projects are rewarded endlessly Corruption and leadership Poor leadership and corruption have led to increased social crimes. Prostitution, unemployment, drug trafficking hostage taking, child trafficking, are on the increase in Manipur because, the money that could have been used to provide job opportunities to the teaming populace is being diverted to private use. The insurgency and the crises in the state are avoidable where there is good leadership (Okpoko; 2007). In a similar vein, Suberu (2010) opines that; The control of state and local administrations by corruptly imposed and politically unacceptable governments has obstructed the alleviation of the inter-regional inequalities and mass poverty that fuel violent ethno-regional militancy and religious extremism. It will be difficult to preach to a hungry man that stealing, killing, drug trafficking, and the likes are morally wrong, or that anyone who indulges in them will go to hell. According to Fayemi, (2014): “Poverty relates to violence. If you do not tackle poverty a poor man has nothing to do. There is poverty study that tells that poo people are averse to risks: they do not want anything to happen to the little they have. But that only happens when there is still a ting of hope that something will happen.” As a matter of fact, the crisis is mainly caused by the insensitivity of the various governments to the plights of the people in the area, and, since the leaders are not taking care of them, they decided to take their destinies into their own hands. Understanding Terrorism and Insurgency The phenomenon of terrorism has been widely interrogated in the literature. According to Schmid (1998), terrorism is: An anxiety inspiring method of repeated violent

action, employed by semi clandestine individuals, groups or state actors for idiosyncratic, criminal or political reasons… (Cited in Barga, 2012:1). Apart from its idiosyncratic or criminal motivation, terrorism is essentially political. In this regard, Hoffman (1998) argues that terrorism in its most contemporary understanding is inherently political. Indeed, it is the political essence and characterization of terrorism that distinguishes it from other forms of violence (Barga, 2012) To say that terrorism is political, among other things, implies that it is related to power and influence. In this regard, Barga (2012:2) opines that terrorism: Is also ineluctably about power, the acquisition of power and the use of power to achieve political change at all cost. Terrorism is thus the actual or threatened use of violence in an attempt to advance a politically motivated end. Terrorism is the aggression unjustly carried out by individuals, groups or states against human beings. It includes forms of unjustly terrifying, harming, threatening, and killing of people and banditry. It also includes any violent act or threat carried out as part of individual or collective criminal plan aimed at terrifying or harming people or endangering their lives, freedom or security (corroborating Saudi Arabia stance on terrorism, 2004). Insurgency in Manipur The Insurgency in Manipur is an ongoing armed conflict between India and a number of separatist rebel groups, taking place in the state of Manipur. The Insurgency in Manipur is part of the wider Insurgency in Northeast India; it combines elements of a national liberation war as well as an ethnic conflict. Humanitarian Consequences insurgency There is no other single event of complex emergency in the State has been as debilitating as the insurgency in terms of humanitarian impacts. The conflicts occasioned dire outcomes that threaten the national security of India (Okoli 2013). Nonetheless, its humanitarian consequences could not compare that of the insurgency in terms of scope,

degree and diversity. In effect, the humanitarian impacts and implications of the insurgency have been historically remarkable and unprecedented. In the subsections that follow, an attempt is made to highlight the humanitarian consequences of the insurgency with a view to underscoring their implications for Manipur’s security. Manipur's long tradition of independence can be traced to the foundation of the Kangleipak State in 33 AD. Before that, the land was not unified under a single power. The Kingdom of Manipur was conquered by Great Britain following the brief Anglo-Manipur War of 1891, becoming a British protectorate. Manipur became a part of India on 21 October 1949. However, only after violent protests, it became a separate state in 1972. Manipur's incorporation into the Indian state soon led to the formation of a number of insurgent organisations, seeking the creation of an independent state within the borders of Manipur, and dismissing the merger with India as involuntary. The separatist movements The first separatist faction, known as United National Liberation Front (UNLF), was founded on 24 November 1964. However, they did not take armed action until 1991. Between 1977 and 1980, the People's Liberation Army of Manipur (PLA), People's Revolutionary Party of Kangleipak (PREPAK) and the Kangleipak Communist Party (KCP), were formed, immediately joining the war. On 8 September 1980, Manipur was declared an area of disturbance, when the Indian Government imposed the Armed Forces (Special Powers) Act, 1958 on the region; the act currently remains in force. The Naga Nationalism The parallel rise of Naga nationalism in neighbouring Nagaland led to the emergence of National Socialist Council of Nagaland (NSCN) activities in Manipur. Clashes between the Isak-Muivah and Khaplang factions of NSCN further aggravated tensions, as Kuki tribals began creating their own guerrilla groups in order to protect their interests from alleged Naga

violations. Other ethnic groups such as Paite, Vaiphei, Pangals and Hmars followed suit establishing militant groups. The rise of tribal militias culminated in ethnic violence that took place during the 1990s. Current scenario In contrast with the other wars forming the Insurgency in Northeast India, Manipuri rebels are characterised by a low level of defections and a well organised intelligence network. They have also avoided targeting local police personnel, thus aiming to secure popular support. Extortion remains the main source of funding for militant groups. Temples, educational institutions, and businesses are known to have been targeted with illegal taxation. As many as 26 permanent tax collection checkpoints have been set up on the NH-39 and NH- 53 National Highways. Rebels have also resorted to abducting children and later employing them as child soldiers. The illegal taxation is done through posts that can be found alongside the NH-39 and NH-53 highways. The taxation is very high compared to the local police excise duties. The effect of these taxations are largely felt by the drivers transporting oil and essential commodities along the highways from Assam to Manipur. Also, there are some cases of anonymous people disguising themselves as militant group's soldiers to extort heavy charges from the drivers. Public insecurity: Since the escalation of the insurgency in the North-east and Manipur in particular, life in the region has been characteristically ‘nasty’, ‘brutish and, in most cases, ‘short’ (to apply Hobbe’s analogy). According to Salkida: Since the outbreak of sectarian violence in the north-east, has ceased to know civil normalcy. Intermittent killings and bombings have become the part of their daily lives. Hate-filled adherents of the extremist sect called Insurgents and other criminals assuming their identity wielding semi-automatic rifles speed

through streets at intervals to shoot down, randomly at their ever widening targets (2012: para 5). The above scenario has created an atmosphere of civil siege and volatility. The implication, of this for public peace, safety and security has been critically dire. Livelihood crisis The repercussions of the sectarian violence as well as government’s counter-violence on the livelihood conditions of the affected States have been disastrous. Owing to public security volatility in these states, normal productive, agricultural and commercial activities have often been constrained. The enforcement of curfews and emergency rule has restricted movement and communications in a manner that hampered economic activities. In addition, the fear of attacks by the insurgents has often driven communities into hiding. Furthermore, counter-insurgency measures, such as the ban on the use of motorcycles have resulted in loss of means of livelihood and subsistence for some households. In effect, the whole trend points to debilitating livelihood cum human security crises. This trend has been put in perspective thus: It is of course a truism that the north has had a devastating effect on families and livelihood of many economic groups. The massive destruction of infrastructure, the destruction of telecommunication facilities, frequent attacks on markets and businesses, short business hours, have made many relocate to other safer parts of the country, bringing down incomes and increasing poverty levels (Salkida, 2012: para 10). Human right abuses According to the Human Rights Watch (2012), insurgency has led to violation of human rights and commission of war crimes by both the insurgents and the government forces. The military and police, for instance, have committed human rights abuses and extra- judicial killings. On the side of the insurgents, heinous human rights abuses and war crimes have also been committed. Relevant instances include: murder, torture and persecution of members; killing of women, children and civilian (non-combatant) populations (Human

Rights Watch, 2012). The high-handedness and arbitrariness exhibited by the Joint Task Force (JTF) in dealing with the insurgents have been decried by many as a crime against humanity. These excesses of the government forces have been documented thus: During raids in communities, often in the aftermath of insurgent attacks, members of the security forces have executed men in front of their families; arbitrarily arrested or beaten members of the community; burned houses, shops, and cars; stolen money while searching homes; Government security agencies routinely hold suspects incommunicado without charge or trial in secret detention facilities or have subjected detainees to torture or other physical abuse (Human Rights Watch, 2012). On the whole, both the insurgents and the government forces have had records of human rights abuses and crimes against humanity. The terrorist impunity of the insurgents has often been greeted with immense crudity. The scenario that plays out in this regard is unjustifiable reign of terror, wherein the insurgents and the security forces are equally culpable. Population displacement Insurgency has led to the displacement of huge human population in the affected areas. Available information suggests that the number of internally displaced persons and refugees associated with the insurgency has been enormous. Based on a recent United Nations Humanitarian Commission on Refugee (UNHCR) report, no fewer than 5,000 people have been displaced in the North East region as a result of the raging insurgency (Adebowale, 2013: para 6). The plight of these displaced people in their various places of refuge can be best described as critically threatening. This is more so considering the fact that they have been dislocated from their family and social capital bases. Recent figures from the National Emergency Management Agency (NEMA) indicate that thousands are displaced with “conflicts and ethnoreligious crises and emerging terrorism” constituting the main sources (Alkassim, 2013:10). In effect, the rising wave of Insurgency in the State has been largely

responsible for the spate of the Internally Displaced Persons (IDPs) in the State in the recent times. Human Casualties/Fatalities: By far, the worst humanitarian consequences of the insurgency have been its tolls on human life and safety. As the table hereunder vividly indicates, the insurgency has led to loss of many lives, in addition to various degrees and dimension of human injury. Insurgency statistics The following is an incomplete list of events relating to the insurgency in Manipur. Most of these events cannot be independently verified because news journalists usually have very limited access to reaching the areas where the fighting take place. • 4 July 2000, 18 insurgents surrendered to the authorities of Imphal in the presence of Manipur Chief Minister Nipamacha Singh. • 18 September 2001, the Indian military killed 5 PLA members during a shootout in the Khoupum valley, Tamenglong district. • 10 February 2003, a KYKL ambush leads to the death of 5 Border Security Force personnel, in Leingangtabi along the Imphal-Moreh road. • 16 January 2005, security forces uncovered a PLA camp in Theogtang Zoukanou, Churachandpur district. A total of 76 rifles, 20 small arms, and large amounts of ammunition were seized. • 30 June 2005, 5 policemen and 4 PLA rebels were slain in a clash, in Thangjng Ching, Churachandpur district. A radio set, weapons, as well as documentation were confiscated from the dead guerrillas. • 17 August 2007, police arrested 12 rebels from the official residences of three Members of the Legislative Assembly in Imphal.

• 31 November 2010, authorities detained UNLF chairman Rajkumar Meghen, the incident took place in Motihari, Bihar. • 15 April 2011, a NSCN-IM ambush resulted in the death of 8 people and the injury of 6 others, the victims belonged to the Manipur Legislative Assembly and the Manipur police. The incident took place in Riha, Yeingangpokpi 12 km from Imphal after the then MLA Wungnaoshang Keishing conference meeting, Ukhrul district. • 1 August 2011, 5 people were killed and 8 others injured when National Socialist Council of Nagaland-Isak Muivah rebels detonated a bomb outside a barber shop in the Sanghakpam Bazaar, Imphal. • 30 April 2012, 103 rebels belonging to UNLF, PULF, KYKL, PREPAK, KNLF, KCP, PLA, UNPC, NSCN-IM, NSCN-K, UPPK and KRPA and KRF, surrendered before the Chief Minister Ibobi Singh during a ceremony at Mantripukhri in the Imphal West District. • 14 September 2013, an IED detonated in a tent housing migrant workers in the city of Imphal, killing at least 9 and injuring 20 people. • 20 February 2015, security forces conducted a number of raids in the areas of Wangjing and Khongtal, arresting 5 PREPAK cadres. • 23 May 2015, security forces carried out a joint operation in the village of Hingojang, Senapati district. Three rebels were killed, and one was detained after the rebels offered armed resistance. • 4 June 2015, guerrillas ambushed a military convoy in Chandel district, killing 18 soldiers and wounding 15 others. UNLF claimed responsibility for the attack. • 9 June 2015, operators of the 21st Para SF Battalion of the Indian army carried out a cross border operation into Myanmar, which resulted in the death of approximately 20 rebels including those who attacked an army convoy on 4 June. Commandos went a few kilometers

inside the Myanmar territory to destroy two camps of insurgents hiding there after their attacks in Manipur and Arunachal Pradesh on 4 June by NSCN(K) and KYKL outfits. • 22 May 2016, rebels ambushed and killed six Indian paramilitary soldiers in Manipur, India near the northeastern region bordering Myanmar. • 13 November 2021, rebels ambushed a convoy belonging to Assam Rifles, killing five Indian soldiers and two civilians in Churachandpur district, Manipur. The deceased also included an Indian army colonel and his family. Indian police suspect that rebels belonging to People's Liberation Army of Manipur (PLA) were responsible for the ambush (Wikipedia). Recommendations The chapter concludes that leaders should be dynamic and flexible in approaching the followers and other citizens. They should help in formulating policies and objectives that become the guiding principles anticipated in disseminating expected roles among the citizenry/populace. After going through all the various leadership styles having considered the pros and cons, we could observe that none of these leadership styles is the best. For a way out of less developing to sustainable development, the following proposals are presented • A leader should be aware of subordinates’ motivational function so that he also can have good output, rest of mind and citizen’s backup/support. A leader must be ready to serve and not to be served, apply self to the job at hand (leading) and work with sincerity, focus and vigour to move the society/organisation/nation represented forward into economic opportunities and possibilities. • Appointment into leadership position in the State has been mainly subjected to political party affiliation, nepotic character and the related matters. This should be discontinued forthwith and appointment must be purely on merit, expertise and transparency in order to checkmate mediocrity and tribalism while promoting professionalism and dignity of labour needed for accelerated growth and development.

• Government at every level should give constant/lifelong leadership training and retraining to our youths, who are seeing as tomorrow leaders in order to prepare them for the required mental and physical vigour, sharpen their focus and passion for good governance. This would not only produce true and principled torchbearer leaders/ politicians but also promote better leadership succession plan in our national life. • Politicians and electorates must insist on impressive good governance which is legally and morally bound to tackle poverty and corruption headlong decisively; reinforce social reintegration, promote justice as well as equality not minding differences in tribe, language, colour, gender and status. • Our leaders as well as the led, being change agents, must be faithful, committed, and pragmatic in their dealings; demonstrate abiding love to the country, and be ready to absolutely sacrifice self-interest for the good of all citizens in particular and the State in general. It is collective responsibility to salvage our dear State from backwardness to a land of equal opportunity, justice, development and sustainable democracy. • Concerted efforts must be geared at providing adequate sound/functional infrastructure, more importantly security, roads network, qualitative education, safe drinking water and electricity, with corresponding maintenance not only to last longer but also be dependable to ease the burden of doing business in Manipur in order to attract and encourage local and foreign direct investment (FDI) required to take Manipur off the club of developing/backward States and sustain her development. • Every aspect of leadership in government, most especially the local government authorities, should as a matter of duty prioritise and deploy resources judiciously to areas of education, health, agriculture, security and job creation for teeming jobless individuals whose energy could be diverted to productive economic development. Above all a leader must be conscious about things around him/her; not being a tainted and treacherous person, unworthy of any

trust. Leadership is a trust, requiring the leader to be above board in words, actions and dealings.

CHAPTER III JSCA, AN AGENT OF TRANSFORMATION JSCA leaders often face extraordinary challenges – both at a personal and organizational level. They work for long hours with limited resources in uncertain and volatile political and economic environment to help the most marginalized and disadvantaged members of their communities. The leaders are often isolated and lack support of society. There is talk of a leadership deficit, because of the shortage of talented leaders in non-profit making sector. As a result, there is some urgency to develop a new generation of leaders, and to provide relevant support to existing and future leaders. Leadership development programmes designed for charitable organisation must incorporate best practice and current experience rather than rehashing tired, traditional approaches to leadership training. This chapter examines the role of leadership development in JSCA and assesses some of the challenges in developing a new generation of leaders. This chapter draws on the analysis of new and existing research into the dimensions of charitable leadership highlighting the importance of both individual attributes and contextual relevance. Effective leaders are able to balance a range of competing pressures from different stakeholders in ways that do not compromise their individual identity and values. Leadership development programmes therefore need to focus on both the values and identity of individual leaders while also assisting leaders understand and proactively respond to the rapidly changing external environment. The paper also focuses on urgent need to build the capacity of JSCA to develop their leadership capability. The faith and secularity of each association also presented opportunities to map organizational intention around leadership, spirituality, ethics and values such that further research opportunities will be highlighted across the results.

The effectiveness of leadership style An organization’s efficiency and smooth management depend on the credibility and role of a leader (Ganguli & Krishnan, 2005). Leadership is often associated with leaders who have authorities and use several styles in influencing and encouraging their followers to accomplish organizational goals (Alotaibi, 2014). In organizational context, effective leadership is viewed as a leader's ability to control and manage his followers in realizing organizational vision and mission (Loshali & Krishnan, 2014). The effectiveness of leadership style is essential to an organization and its employees as it can improve the performance of the organization and enhances personal outcomes of the followers (Loshali & Krishnan, 2014). Transformational Leadership There is ample evidence that supports the advantages of transformational leadership to both the employees and organization. For example, a study carried out by Shonubi (2014) found that transformational leadership practices had resulted in professional teachers to improve in educating their students by emphasizing on the quality of teaching; hence, resulted in improved academic achievement among their students. This is supported by research done by Ghorbani & Yekta (2012). It was found that transformational leadership in an organization resulted in favourable changes to the members. For example, they are creative and innovative when handling crises, which in turn enhance the productivity of the organization. This finding is also consistent with studies by (Manshadi, Ebrahimi & Abdi 2014) which revealed that the implementation of transformational leadership resulted in positive outcomes to members; whereby they are in better control of their emotions, have better awareness as well as working diligently and improving their skills. Thus, these indirectly lead to the attainment of organizational objectives.

Dynamic Association In recent years, numerous studies and experiences have focused on transformational leadership because this style of leadership is said to be essential in dynamic organizations (Bass & Avolio, 1994). It is found that it can change the management, structure, and relationships of leaders as well as the followers in the organization (Alotaibi, et al. 2015). Transformational leadership is often associated with leaders of followers who potentially possessed certain skills (such as, technical, interpersonal, and decision-making skills); thus, encouraging the growth of an organization (Lussier & Achua, 2013; Shonubi, 2014). Transformational leadership for JSCA can be classified into three important dimensions, namely idealized influence or charismatic, intellectual stimulation, and individualized. Idealized influence can be divided into two factors – attributed and individualized influence behaviour (Chadna & Krishnan, 2009). Idealized influence An idealized influence leader helps his subordinates to feel that their works are meaningful (Chadna & Krishnan, 2009; Loshali & Krishnan, 2013). They believe in the philosophy that a leader can influence followers only when he practices what he preaches. The leaders act as role models that followers seek to emulate. They typically place their followers needs over their own, sacrifice their personal gains for them, ad demonstrate high standards of ethical conduct. The use of power by such leaders is aimed at influencing them to strive for the common goals of the organization. Inspirational The foundation of transformational leadership is the promotion of consistent vision, mission, and a set of values to the members. Their vision is so compelling that they know what they want from every interaction (Michael, 2011).Transformational leaders guide