Annjaan Daash

Research Scholar, Annamalai University, Tamil Nadu, Training and Placement Head, Regional College of Management, Bhubaneswar, Odisha.

Dr. Prabir Pal

Prof., Chairman, Regional College of Management, Bhubaneswar, Odisha.

Dr. S. Pragadeeswaran

Professor, Department of Business Administration, Annamalai University, Annamalai Nagar, T.N., India.

Abstract

In the recent era, serious challenges arise in maintaining customer satisfaction, competing in the market, winning the trust of customers, and creating a brand name for sustaining business. Besides, maintaining the quality of the product, competitive price, and growth of the firm in terms of business and profits, in the long run, are other challenges.

So, proper human resource management at all departments including marketing plays a vital role in these. In this context, there is a need to examine customer-focused Leadership and competency mapping for the same. Besides, the study outlines the core competencies and sub-competencies for leadership management.

A viable competency management system mainly facilitates an ecosystem for continuous performance, improving the consistency of standards and providing scope for improving skill and abilities, and tracking the outcomes and developments within an organization. Competency mapping requires to be evolving in order to build necessary capabilities and address emerging challenges.

Keywords– Leadership Brand, Competencies, Competency Mapping, Leadership Development

1. Introduction

The focus of this study is to critically evaluate leadership competencies based on an extensive review of the literature and primary data taken from selected firms in the pharmaceutical sector that deals with customers. Being customer-focused puts one in a better position to help customers, in a forthright way.

The customers will visualize that the company is going overboard to understand the situation in which they are and to be better able to help them get where they want to be. Customer-focused leadership is precisely as it sounds: companies that utilize the fact that is based on putting the customer first in everything that they do. It is a team approach that revolves around the complete customer experience that leads to overall customer satisfaction, customer loyalty, and repeat business.

Besides, the study outlines the core competencies and sub-competencies for leadership management. A viable competency management system mainly facilitates an ecosystem for continuous performance, improving the consistency of standards and providing scope for improving skill and abilities, and tracking the outcomes and developments within an organization. Competency mapping requires to be evolving in order to build necessary capabilities and address emerging challenges.

One should invest in an organisation taking into consideration factors like understanding the business and leadership team. This visibly demonstrates the importance of Leadership Development for an organization’s competitive advantage. Most organizations conversely invest huge amounts for the leadership development program but achieve no results. There are reduced performances in both experienced and promising newcomers.

Tottering programs and haphazard solutions are not fruitful. As a modification, a competency-based leadership development process where critical behavioral descriptors connect what the organization stands for and clearly portray staged expectations based on the maturity of an employee and give a structured model for preparing a development directory for each behavioral descriptor.

Hence this study was undertaken to compare an Indian National pharmaceutical company with 2 MNCs and suitable competencies were recommended to an Indian national company. This comparison was made to find out the differences between 2 successful already adopted competencies MNC organizations with an Indian national company that is yet to implement it.

It is also important to analyze various aspects, descriptors, and strategies to enhance the competency of employees, particularly in marketing departments to focus on customer-based leadership. The present study has made attempts in this direction both in providing the theoretical perspective and empirical verification of competency mapping by analyzing data.

Leadership Development

These days all leading organizations have either explicitly crafted and deployed or implicitly perceived and randomly perpetuated leadership development programs. The organizations that have explicitly crafted the competencies and consciously linked them to the leadership development initiatives have been more successful than those who did otherwise.

In the arena of leadership competencies and leadership development, two questions stifle any HR professional throughout the world.

“A. In spite of utilizing so much energy and time in developing the leadership competencies, how come survivors pass all the competency tests either during entry level recruitment or post entry level assessment centre, but somehow, they do not inspire much confidence in their ability to respond to future challenges?”

“B. Despite having a pool of great leaders why the organization fails to develop a leadership pipeline?”

Source: Dave Ulrich et.al, 2007

In this context Dave Ulrich in his recent release “The Leadership Brand,2007” argues that “Leadership field has become so enamored with competencies and personal characteristics of leaders that the leader’s job to deliver results is almost forgotten.”

Difference Between Leader and Leadership

Most of the recent approaches focus on building individuals as leaders rather than building leadership as an organization capability for the organization.

We need to shift from studying leadership to leadership. It is easy to be enamored of a great leader who has charisma, personality, emotional intelligence and charm and who delivers great results. Celebrity leaders have become de rigueur on the covers of business magazines and most of us like to identify and admire them. But do these leaders represent leadership? To more fully understand the relationship between leader and leadership, let me quote two powerful analogies.

Source: Dave Ulrich et.al, 2007

Analogy 1: Mother Vs Motherhood

An individual mother is a powerful figure as a member of a family. However, the concept of motherhood is focused on nurturing the next generation of children so that they can grow up to be contributing members of society and make their families proud.

Analogy 2: Shepherd Vs the leading sheep in a group

A Leader is like a shepherd, He stays behind the flock, letting the nimblest go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind.

Hence leaders matter but leadership matters more. Leadership matters because it is tied not to a person but to the process of building leadership. Good leaders do not just build personal credibility they build the organization’s leadership capability, or the capacity of the organization to sustain future leaders. Great individual leaders may come and go but great leadership endures over time. Source: Dave Ulrich et.al, 2007

Hence being a leader focuses on the person; building leadership focuses on the organization that creates leaders.

Leadership Brand

Source: (Dave Ulrich et all 2007, Leadership Brand)

The next factor of HR innovators and integrators is the leadership brand. A leadership brand has both invisible fundamentals and visible differentiators of its own. It is the identity of the leaders throughout an organization that bridges customer expectations and employee and organizational behavior, Ulrich et al, 2007. Traditional leadership is from inside out and leadership brand is from outside in. Leaders must get the invisible basics correct and efficiently organize and deliver the fundamentals that keep their products and services at levels that meet and exceed customer expectations.

Leadership that Lasts Beyond Lifetime

The most successful leaders know more than to pretend to be someone they are not. Whenever they get the opportunity, they reinvest in his strengths. They surround themselves with companions who complement one another’s qualities. The ultimate litmus test for leadership is not what they can achieve today, but what continues to flourish long once they are gone.

In the 1960 HBR article Marketing Myopia, Theodore Levitt said, “In modern days businesses are customer produced and customer-pleasing creatures, and success in the market world means offering consumers enough reasons to pick.” With this in mind, it is critical to examine capabilities for customer-focused leadership.

In a knowledge-based prosperous economy, every firm must review its workforce’s competence and take action to improve it on a regular basis. Competent people are valuable resources that propel the company ahead, resulting in success. A “competence” in tradition, according to McClelland (1973), is “a personal quality or set of practices that leads to the more effective or better work performance.” In layman’s words, it contributes to the increase of a person’s talent and the economic worth of his efforts on the work.

Competency is the capacity of a person to generate behavior that is appropriate for the work needs and is regulated by the parameters of an organizational structure, resulting in the

accomplishment of objectives. Competence is made up of Knowledge, Skills, Abilities, and Values, and it directs the efficient delivery of organizational responsibilities.

Competency mapping is used to define important traits such as knowledge, skills, or behavior that are required for accurate job categorization. The organization examines the strengths and weaknesses of individuals that identify areas that need to be focused on for career growth via competence mapping.

Assessment of leadership strengths and weaknesses, as well as appropriate strategies to develop leadership abilities, are critical for organizational effectiveness and sustainability. It is important to identify the skills of any organization. The health industry, as a service provider or a crucial sector for the economy, may serve as an excellent case study. The major goal of the thesis in this context is to critically assess the mapping of core skills & sub-abilities of customer-focused leadership.

2. Literature Review

• Lee, Park, and Lee (2015) conducted a survey by collecting data from both business and technology experts in 126 project groups. They have concluded that knowledge and communication seem to play important roles in making team social capital between business and technology experts in collaborating projects.
• Shet et.al (2017) have provided a comprehensive review of the literature on various dimensions of leadership competencies and identified the scope for future research. They have suggested for assessing the validity and reliability of competency measures suggested in different models is an important gap. These are sparse use of dependent variables. They have emphasized on critical roles of organization and human resource practices for developing competency. A particular MNC implements its competency model across the nations it operates. Every organization has its own competency model. They have suggested making Comparative analyses in specific industries or in different levels of management which are influenced by leadership competency management. Besides it is important to identify specific competency that influences the role of holders, individuals, or organizations in future studies.
• Qiao and Wang (2009) have analyzed the competencies of mid-level managers in China and observed that communication is crucial among others like lifelong learning and coordination and team building. Lara et. al, (2020) have observed the need of distinguishing personal, external, and interpersonal competencies which vary according to cultural differences.
• Tyrańska (2016) has made an extensive review of literature and provided overview of observations on important competencies that manager requires at different levels of Management such as higher, middle and lower. He conducted study on 100 experts which include 50 employees among others. He observed that while the top level of management needs business competencies, middle level depends on leadership competencies and lower-level managers mostly rely on specialized competencies.

• In this context the present study tries to work on these gaps, and in assessing whether there is variation between perspectives on competency between MNC and Indian companies. Besides, we have employed competency perspective score as dependent variable to understand its associated predicting factors.
• (Tourani & Rast, 2012). The key to business success is effective communication among all lines of the company. Reliable communication must provide, from the highest level to the lowest level workers, information about what the current industry challenges is, what is happening in the work environment, and the company’s strategic objectives
• (Reilly, 2008; Sudhir, 2018). The professional function of human resources helps overcome crises experienced by a company. Communication during a crisis is used to provide a systematic framework for dealing with crises that occur. HR professionals as communication hubs support line managers answering essential questions from employees
• (Elshaer, 2013). Being responsive as a predictor of employee satisfaction reflects more in the sensitivity to communicate with others by recognizing the desires and needs of others.
• Takey and Carvalho (2015) have suggested a seven-step method for competency mapping of managers on the basis of data collected from an engineering company in Brazil. They have involved 83 professionals for observations and employed mixed methods for analysis. They have observed that assessing competence levels that differentiate professional groups, and association between experience and competency level are important besides understanding the present competency level of employees.

Reason for selection of Pharmaceutical Industry

India ranks 3rd worldwide for pharmaceutical production by volume and 14th by value. The country has an established domestic pharmaceutical industry, with a strong network of 3,000 drug companies and ~10,500 manufacturing units. The global pharmaceutical market for the year 2010 was US $875 billion (audited and unaudited) with the growth of 4.1% over the previous year. In 2003, a maximum growth of 9.1% over the previous year was recorded. Globalization of Indian Pharmaceutical Industry started in the early 1990s when the government opened its markets to foreign investments. Indian Pharmaceutical Industry’s Globalization took place with the coming of foreign companies in the sector.

India is the largest provider of generic drugs globally. Indian pharmaceutical sector supplies over 50% of global demand for various vaccines, 40% of generic demand in the US and 25% of all medicine in the UK. Globally, India ranks 3rd in terms of pharmaceutical production by volume and 14th by value. The domestic pharmaceutical industry includes a network of 3,000 drug companies and ~10,500 manufacturing units.

India enjoys an important position in the global pharmaceuticals sector. The country also has a large pool of scientists and engineers with a potential to steer the industry ahead to greater heights. Presently, over 80% of the antiretroviral drugs used globally to combat AIDS (Acquired Immune Deficiency Syndrome) are supplied by Indian pharmaceutical firms.

Currently the Indian Pharmaceutical industry is a vibrant, high technology-based and high growth-oriented industry, attracting attention the world over for its immense potential to produce high quality drugs and pharmaceutical formulations. The pharmaceutical industry is among the most highly R&D intensive industry.

Various industry reports suggest that the industry has been growing at 13 to 14 percent over the last 5 years a sharp rise from the 9 percent compounded annual growth rate between 2000 and 2005. Most of the growth drivers have kept pace with expectations (Fig 3). India’s GDP from 2005 to 2009 grew at about 8 percent. Growth in medical infrastructure and health insurance coverage has been in line with expectations. The treatment of chronic diseases has gone up. The remarkable success of a few recent launches has demonstrated the true potential of patented products. (Source: McKinsey & Company, India Pharma (2020), Consolidated FDI Policy, July 2021)

Manifold rise in public healthcare spending, rising patient awareness, expanding insurance coverage across the income pyramid and the emergence of new hospital formats illustrates this flux. Second, in the past 3 to 4 years, industry structure in pharmaceuticals has changed with remarkable shifts in the leader board. Four of the top ten players, including the market leader, are new entrants. Finally, traditional sources of growth are making room for newer ones.

3. Research Problem

A research problem, in general, refers to some adversity which a researcher experiences in the context of either a theoretical or practical situation and wants to obtain a solution for the same (Kothari,2004). Hence research problem is an expression or a statement of area of concern. Competency Analysis of Customer focused leadership and competency mapping have drawn attention of top management, managers, HR managers and researchers.

It is true that several factors are related to the organization being successful but in the present study the researcher has made efforts to compare competency mapping of customer focused leadership of MNCs like Vestergaard Frandsen and Sumitomo Chemicals who have already implemented with Indian National Company like Ajay Biotech who is yet to implement the same and suggest selected competencies with their behavioural descriptors to them.

Need and Objectives of the Study:

It is said that think global and act local. While local patterns change more rapidly than common global patterns hence the key competency for any organization may have its significance for a considerable period but for local customization the behavioural descriptors need to be revisited at regular interval.

Customer-focused leadership takes into account the companies that are operated by putting the customer first in everything that they do. It is a team outlook which is centred around complete customer experience leading to overall customer satisfaction, customer loyalty and repeat business. Customer focus means placing your customers’ needs topmost. Customer- focused businesses encourage a company culture dedicated to enhancing customer satisfaction and building strong customer relationships.

The study’s main goal is to uncover customer focused leadership competencies, competency mapping or its influence on organizational performance. The research focuses on the assessment of leadership qualities based on a thorough analysis of the literature and a focused group discussion with chosen pharmaceutical companies that engage with consumers.

Focusing on the consumer means that a greater position to serve them in a genuine way. Competency mapping is accomplished by determining the gap between the needed level of skills and the present level of competencies by comparing MNCs that have previously adopted competency mapping to Indian National Companies that have yet to apply. These competencies have really been picked as a result of doing such a survey.

In this study we have made an attempt to compare between 2 MNCs who have adopted competency skill mapping with an Indian National Company who have not yet implemented the same.

Objectives of the Study:

• To find out the behavioural descriptors of the selected competencies of customer focused leadership in pharmaceutical companies.
• To analyse the impact of selected competencies on leadership in pharmaceutical companies.
• To evaluate the selected competencies on different level of management
• To compare the competency level between Indian company and MNC pharmaceutical companies.

Research Framework

The title of the study is “Competency Analysis of Customer Focused Leadership”. The following course was adopted.

Step-1: The leadership portfolio explored by the legendary Kouzes and Posner in their treatise “The Leadership Challenge” was taken as the base. This treatise is established on years of research and practices employed in majority of Fortune 500 companies.

Step-2: Leading behaviours were collected from leading sources given in bibliography section and clustered them into the above-mentioned leadership portfolio

Step-3: Prepared a questionnaire asking a group of experienced executives to choose leading behaviours from each portfolio that matters for their organization.

Step-4: Made focused group interview to prepare a maturity banding of the leading behaviors

Step-5: Discussed with leading executives to prepare a sample development plan for one behavioral descriptor

• Competency score is calculated by taking descriptive competency indicators. Mainly we have tried to find out score for energetic leader on the basis of employee’s perception of various descriptions of this component in five-point rating scale. As some of the components do not have much variation s across observations, simple average score is used instead the score by Principal component analysis.
• Multiple linear regression model will be employed to identify the important determinants of competency mapping score on a cross-sectional frame work.
• The following model will be used to examine the predictors of competency mapping score.
• Energetic leader Competency Score Y = a+b1Income + b2 Edn+b3 D_Nature of company+b4 Mid-level management dummy+b5 Top level management dummy+ b6 Communication level+e
• Y : Dependent Variable, Avg. score of Competency, Multiple Linear Regression Model
• Independent Variable: Education, Income, Communication, level of management….
• Ordinary Least square (OLS) technique will be employed to find regression co-efficient of determinants.
• Diagnostic tests will be applied to check regression problems.

Variables Defined Contd.

VARIABLES

Independent Variables                                      Dependent Variables Variables

In the present study, energetic leader Competency Score “Y” will be treated as dependent variable and Education, Income, Communication, level of management, Nature of Company and 10 suggested Competencies will be treated as independent variable. The study is aimed to find out the relationship between dependent variable (competency score) and independent variable as mentioned earlier).

Competency score (Dependent Variable) is calculated by taking descriptive competency indicators. This study aims to find out score for energetic leader on the basis of employee’s perception of various descriptions of this component in five-point rating scale. As some of the components do not have much variation s across observations, simple average score is used instead the score by Principal component analysis.

Multiple linear regression model will be employed to identify the important determinants of competency mapping score on a cross-sectional frame work.

The following model will be used to examine the predictors of competency mapping score. Energetic leader Competency Score.

Sampling Procedure

Sampling Adopted in the Study

The Study is based on primary data collected through scheduled questionnaire. Pilot survey is conducted to validate and finalise the survey tools/questionnaire. At 1^st stage we have selected three companies purposively considering the brand and who agreed to provide data. As the data are related to their management and HR competencies, many companies did not prefer to provide data and respond to our mail. Three leading pharmaceutical companies such as Ajay Biotech, Vestergaard Frandsen, and Sumitomo Chemical have been surveyed for the study.

Complete enumeration or Census method for surveying respondents– As the total employees (executive level) in these companies are limited (156), we employed census method and served the questionnaire to all employees (executives) of these three companies operating at India. However, only 110 employees responded to our questionnaire which is 71% of total employees in these companies. These respondents cover all levels of management including Top Level, Middle Level and Lower Level. So, our sample for the study consists of 110 executives covering different departments and including all levels.

Table 14: Respondent classification

Source: Compiled by authors

Types of Research

Research design is a comprehensive plan of how the targeted objectives of the research will be achieved. Uma Sekaran (2006) has stated the research design as the planning of various phases and procedures related to the formulation of research design. It is an arrangement of the important conditions for acquiring and analyzing the data in a form that aims at mixing relevant information for the research purpose. Research design is a master plan to specify the methods and procedures for collecting and analyzing the required information.

A research design is the arrangement of conditions for collection and analysis of data in a way that aims to combine relevance with research purpose, being economical, flexible and efficient in procedure. Research design is the conceptual framework within which research would be conducted. The objective of research design is to provide for the collection of relevant information with minimal expenditure of effort, time and money. According to John W. Best (2002) Research is a systematic and objective analysis and recording of controlled observations that leads to development of organizations, principles and a possible control of events.

The research design used in the study is Descriptive as the study carried out describes various competencies possessed by employees at different level of management in pharmaceutical industry. Descriptive research attempts to describe systematically a situation, problem, phenomenon, service or programme, or provides information about, or describes attitudes towards an issue.

Moreover, the study also aims to describe the relationship between competencies implemented in MNC’s and is compared to an Indian National company. The main objective of this study is to find out the behavioural descriptors of the selected competencies of customer focused leadership.

• Stratified Random Sampling Technique – 120 employee respondents from three pharmaceutical companies such as Ajay Biotech, Vestergaard Frandsen, and Sumitomo Pharmaceuticals are randomly selected giving weightage to their total employees in India. Respondents cover all levels of management including Top Level, Middle Level and Lower Level.
• Sample Size – 110 taken: (30, 33, 47)
• Population – Pharmaceutical industry
• Departments Covered: Marketing, Sales, Production, R&D, HR/ Admin, Accounts.

The population of the Study

The competency score and competencies of customer focused leadership which will be identified through research undertaken might be applicable to pharmaceutical industries of Indian National company and MNC’s. To make the study feasible, executives of various departments namely, Marketing, Sales, Production, R&D, HR/ Admin, Accounts. of the 3 pharmaceutical companies of pharmaceutical industry in India and abroad will be included as the population.

Sample of the Study

Researchers usually draw conclusions taking large groups  as  sample  A Sample is a  segment of the population selected to represent the population as a whole. Ideally, the sample should be representative and allow the researcher to make accurate estimates of the thoughts and behaviours of the larger population. A sample as the name implies is smaller representation of a larger, where the observation of same phenomenon in competency score and customer

focused leadership competencies would involve such a mass of data. In present study, the researcher will choose a sample of 110 respondents of pharmaceutical industry situated in India region.

Sources of Data

There are two types of collection method.

1. Primary Data: Primary data is collected by the researcher himself for the purpose of a specific inquiry or study. The data is original in character and highly representative and unbiased. There are various methods for primary data collection such as observation method, interview method, telephonic interview, questionnaires and schedules.

• Secondary Data: Secondary data is already collected by someone else which may be published or unpublished. This data is primary data for the agency that collects it and becomes secondary for someone else who uses this data for own purpose. Various methods for secondary data collection are publications of central, state and foreign government, internet, journals, case study, books, magazines, newspaper, reports.

Primary Data: Primary data for this study was carried out with the help of standardized questionnaire taken from various marketing and leadership stalwarts like Kouzes and Posner, Dave Ulrich, Philip Kotler, wherein all the employees of various departments of MNC and Indian National company of pharmaceutical companies were the respondents. Various levels of management across all the departmental were also interviewed to understand the actual level of competencies required. The departments covered were Marketing, Sales, Production, R &D, HR/ Admin, Accounts, Logistics, Purchase, Production and Environmental Health.

Secondary Data: Secondary data was collected from the previous research work conducted, job descriptions, performance appraisal reports, magazines, internet, journals and books.

Data Collection Instrument

The construction of a research instrument or tool for data collection is the most important aspect of a research project because findings or conclusions is  based  upon  the type of information collected, and the data gathered is entirely dependent upon the questions asked to respondents. The research tool provides the input into a study and therefore the quality and validity of the output (the findings), are solely dependent on it. Standardized Questionnaire was prepared in order to collect the data from the respondents. The questionnaire was close-ended with five-point Likert scale. Questionnaire is used to gather data by asking questions from people who are thought to have the desired information. The Likert scales are developed by employing item analysis approach where a particular item is evaluated on the basis of how well it discriminates between those persons whose total score is high and those whose score is low. In this scale the respondent responds to each of the statement in terms of several degrees usually five degrees of agreement or disagreement. These five points constitute the scale as per the

below mentioned figure.

Strongly                 Agree (4)              Undecided (3)                Disagree (2)             Strongly Disagree (1)

Agree (5)

In this present questionnaire (Figure 28) at one extreme of the scale there is Strong agreement with the given statement (5) and at the other Strong disagreement (1) and between them lie intermediate points. Each point on the scale carries a score. Response indicating the least favourable degree is given the least score and the most favourable is given the highest score.

Questionnaire Mapping:

Standardized Questionnaire was prepared by referring competencies from various Marketing and Leadership Gurus. Questions related to customer focused leadership such as

Table No. 15: Questionnaire Mapping

Questionnaire Mapping:

Standardized Questionnaire was prepared by referring competencies from various Marketing and Leadership Gurus. Questions related to customer focused leadership such as

Table No.1: Questionnaire Mapping

The list of competencies was derived based on the literature reviewed. The questions were derived based on the research work of: Kouzes and Posner (2017), Philip Kotler (2003,2011), Dave Ulrich (2005, 2007, 2013, 2015), Ram Charan (2007), Dianna Booher (1994), Jonr Katznbach, Douglas K. Smith, (1993), Bill Gates (2000)

Statistical Tools

The analysis of the data helps the researcher to reach conclusion and findings of the study. Appropriate statistical techniques will be used in the study to analyze data. In the present research, after the data collection, descriptive and quantitative analysis was used. Study will employ mixed methods both Descriptive and Quantitative analysis. Statistical techniques like Descriptive statistics, independent sample ‘t’ test, ANOVA have been employed for analysis. Competency score is calculated by taking descriptive competency indicators. Mainly we have tried to find out score for energetic leader on the basis of employee’s perception of various descriptions of this component in five-point rating scale. As some of the components do not have much variation s across observations, simple average score is used instead the score by Principal component analysis. Multiple linear regression model will be employed to identify the important determinants of competency mapping score on a cross-sectional frame work.

The following model will be used to examine the predictors of competency mapping score.

Energetic leader Competency Score:

Y = a+b1Income + b2 Edn+b3 D_Nature of company+b4 Mid-level management dummy+b5 Top level management dummy+ b6 Communication level+e

Y: Dependent Variable, Avg. score of Competency, Multiple Linear Regression Model Independent Variable: Education, Income, Communication, level of management….Ordinary Least square (OLS) technique will be employed to find regression co-efficient of determinants

Diagnostic tests will be applied to check regression problems. Multiple Regression is the most widely used technique when there is more than one independent variable. It is used to check the impact of more than one independent variables on dependent variable. The main objective of linear regression is to explain the variation in one variable dependent variable) based on the variation on one or more variables (independent variables). One-way Anova is analysis of variance in the context of all those situations where one wants to compare more than two groups.

4.  Research Discussion and Empirical Results

In the lines of methodology outlined in methodology chapter, in continuation, empirical results are reported and discussed. Results reported are classified in various sections such as Behavioural descriptors of competencies of Customer focused leadership (Competencies recommended), Selected competencies across level of companies, selected competency score across levels of management and determinants of perception-based competency score.

• Behavioural descriptors of competencies of Customer focused leadership Table 2- shows the base line characteristics of respondents participated in the survey.

Table 2: Base Line Characteristics of Respondents (Total Sample size:110) (Objective 1)

Source: Computed by Authors using SPSS

Respondents have been classified across companies on the basis of demographic factors, experience, income and competency mapping of the company where they are employed. the Results are shown in table-2. It is observed from the table that in Vestergaard Frandsen as high as 55 percent respondents are above 45 years. Similarly, when maximum employees (52 percent) in Sumitomo Chemical are in 35-45 years, in Ajay Biotech maximum employees (36.7 percent) are in the age group of 25-35 years.

While looking at education, all respondents have completed their graduations. It suggested that employees in the companies are mostly graduates. For indicator of experience, it is observed from the table that in Vestergaard Frandsen as high as 50 percent respondents are above 10 years of experience. Similarly, when maximum respondent’s 52.4 percent in Sumitomo Chemical have experience of 6 to 10 years, in Ajay Biotech maximum respondents’ 63.3 percent have experience of up to 5 years.

While looking at monthly income in table 2 it is observed that for Vestergaard Frandsen all the respondents have salary package of more than Rs 50,000/-. Likewise maximum respondents’ 81 percent for Sumitomo Chemicals have salary package of more than Rs 50,000/-, in Ajay Biotech maximum respondents 53.3 % have salary package of more than Rs 50,000/-.

While looking at Competency Mapping in table 2 it is observed that both MNC’s Vestergaard

Frandsen and Sumitomo Chemicals have implemented competency mapping while Indian National Ajay Biotech is yet to implement competency mapping in their organization.

Scale: All Variables

Case Processing Summary

The case processing summary shows that 110 cases were assigned to the training sample, out of which 110 cases were excluded from the analysis.

a. Listwise deletion based on all variables in the procedure.

Reliability Statistics

For total 9 samples croanbach value is 0.709 which is greater than 0.5 Shows that data is acceptable and good.

Descriptive statistics have been found for key competency descriptors such as Energetic leader (table-3) , master thinker ( table4) and lifelong learner of technical expertise ( table5) to assess whether we can use principal component analysis to make a competency index for analysis.

Table-3: An Energetic Leader who Initiate, Execute, Influence and Inspire: Model the Way (Total Sample size:110) (Objective 2)

Descriptive Statistics

Source: Authors own compilation

Source: Computed by author using SPSS

Case Processing Summary

a.   Listwise           deletion        based       on      all variables in the procedure.

The case processing summary shows that 110 cases were assigned to the training sample, out of which 110 cases were excluded from the analysis.

Reliability Statistics

For total 11samples croanbach value is 0.729 which is greater than 0.5 shows that data is acceptable is good

Table-4 :A Master Thinker (Total Sample size:110)

Descriptive Statistics, Source: Authors own compilation (Objective 1)