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Jharcraft: a gift of transformational leadership in an Indian state-owned enterprise

Pragya Singh (Symbiosis Centre for Management Studies, Noida, Symbiosis International University, Pune, India)
Karishma Chaudhary (Symbiosis Centre for Management Studies, Noida, Symbiosis International University, Pune, India)

International Journal of Public Leadership

ISSN: 2056-4929

Article publication date: 20 November 2023

Issue publication date: 28 November 2023

133

Abstract

Purpose

A leader who inspires, facilitates and leads people to outperform themselves and bring phenomenal changes on an individual and social canvas is recognized as a transformational leader (TL). TL focuses on innovative methods and processes to improve the efficiency of subordinates. Experts believe that transformational leadership management is more effective than pragmatic leadership. This study focuses on the traits of a TL. Mr. Dhirendra Kumar, Managing Director of Jharcraft, who set out on a mission to lead people to revive the lost art and craft in the state of Jharkhand, India. The case highlights how Kumar's leadership style aligns with the four components of transformational leadership suggested by Bass (1985), i.e. idealized influence, intellectual stimulation, inspirational motivation and individual considerations.

Design/methodology/approach

The study employs a qualitative approach to comprehend the theory of transformational leadership. First of all, an in-depth analysis of transformational leadership theory was conducted using secondary data. The findings of several researchers on the basis of their contribution to the development of transformational leadership theory were analyzed. Based on this, the Bass transformational theory framework was selected. Primary data were collected by conducting interviews with Mr. Dhirendra Kumar, Managing Director of Jharcraft.

Findings

Transformational leadership is a leadership style that can inspire positive changes in those who follow. TLs are generally energetic, enthusiastic and passionate. As per Bass's transformational leadership components, Kumar challenged the status quo and imbibed creativity and skill into local artisans. Artisans were imparted training by experts from the National Institute of Fashion and Technology and provided intellectual stimulation. Kumar offered support and encouragement to individual followers. In order to foster supportive relationships, Kumar articulated a clear vision to the followers. Kumar served as a role model for followers. Because followers trust and respect the leader, they emulate this individual and internalize the individual's ideals.

Research limitations/implications

This study only considered the traits portrayed by Dhirendra Kumar during Kumar's tenure as the Managing Director of Warcraft, and the data were collected at one single point in time. Future research may consider Kumar's entire service journey and study factors that influenced his role as a TL.

Practical implications

Students will be able to learn and understand how a TL can bring positive change at the grassroots level.

Social implications

This case focuses on how a TL's efforts led to the societal upliftment of poor people and made them capable.

Originality/value

Given the importance of transformational leadership in today's organizational context, this study builds a knowledge base to understand factors for transformational leadership and traits exhibited by TLs.

Keywords

Citation

Singh, P. and Chaudhary, K. (2023), "Jharcraft: a gift of transformational leadership in an Indian state-owned enterprise", International Journal of Public Leadership, Vol. 19 No. 4, pp. 339-354. https://doi.org/10.1108/IJPL-01-2023-0003

Publisher

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Emerald Publishing Limited

Copyright © 2023, Emerald Publishing Limited

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