Krishna Kandel

LEADERSHIP IN ORGANIZATIONS
Comparative Analysis of Nepal and Finland

Thesis
CENTRIA UNIVERSITY OF APPLIED SCIENCES
Business Management
July 2019
ABSTRACT

Centria University Date Author

of Applied Sciences July 2019 Krishna Kandel

Degree programme
Business Management
Name of thesis
LEADERSHIP IN ORGANIZATIONS. Comparative Analysis of Nepal and Finland
Language Instructor Pages
Eija Torkinlampi 32+2
Supervisor
Katarina Broman

The purpose of this thesis was to study leadership in organizations. A comparative analysis focused on
leadership practises in Nepal and Finland. This report has focused on different characteristics of leaders
and managers and their leadership technique and approaches that are in practice. The author took an
interview with the Managing Director of Nepal Electricity Authority, Mr. Kul Man Ghising, who has
shared his important information about leadership and managerial skill. In the process of writing this
thesis the author got a lot of knowledge and many ideas of different leadership and management styles
in the world. The findings of this report have provided clear concepts of decision-making processes and
made the author believe good leadership practices in an organization result in the organization’s
success.

The comparative analysis was targeted to two different organizations NEA and Nokia, including the
success and failure of leadership. Qualitative research, more specifically a semi-structured interview
was conducted when Mr. Ghising was interviewed. The audio record was made to collect information
for further referencing while preparing a report with the permission of the interviewee.

Leading an organization successfully means managing in an interactive way. Every organization wants
to hire a good leader who can give good results and lead along with subordinates. As indicated by the
findings of this thesis, leadership includes hard work, determination, ownership and improving from
one’s own previous bad decisions and bad deeds So, everyone cannot be a good leader, but everyone
has the capability to do that.

Key words
Comparison, Decision, Determination, Follower, Leadership, Management.
CONCEPT DEFINITIONS

CEO Chief Executive Officer

GPS Global Positioning System
MD Managing Director
NEA Nepal Electricity Authority
USA The United States of America
ABSTRACT
CONCEPT DEFINITIONS
CONTENTS

1 INTRODUCTION................................................................................................................................1

2 LEADERSHIP KNOWLEDGE .........................................................................................................3

2.1 Definitions of Leadership ..............................................................................................................5
2.2 Leadership versus Management ...................................................................................................5
2.3 Leadership in Teamwork ..............................................................................................................7

3 TYPES OF LEADERSHIP .................................................................................................................8

3.1 Autocratic Leadership ...................................................................................................................8
3.2 Laissez-faire Leadership ................................................................................................................9
3.3 Transformative Leadership.........................................................................................................10
3.4 Transactional Leadership ............................................................................................................11

4 LEADERSHIP APPROACHES .......................................................................................................13

4.1 Trait Approach .............................................................................................................................13
4.2 Behaviour Approach ....................................................................................................................14
4.3 Power-influence Approach ..........................................................................................................14
4.4 Situational Approach ...................................................................................................................15

5 COMPANY PRESENTATIONS ......................................................................................................17

5.1 Nepal Electricity Authority .........................................................................................................17
5.1.1 Introducing the Managing Director .................................................................................18
5.1.2 Positive change made by MD in an Organization ...........................................................18
5.2 Nokia..............................................................................................................................................19
5.2.1 Introducing the CEO .........................................................................................................19
5.2.2 Decisions that caused Nokia’s failure ...............................................................................19

6 RESEARCH PROCESS ....................................................................................................................21

6.1 About Research Methods ............................................................................................................21
6.2 Qualitative Research ....................................................................................................................22
6.2.1 Structured Interviews ........................................................................................................22
6.2.2 Unstructured Interviews ....................................................................................................23
6.2.3 Semi-Structured Interviews ..............................................................................................23
6.3 Empirical Research ......................................................................................................................24
6.4 Comparative analysis of the Research .......................................................................................27

7 CONCLUSION ..................................................................................................................................30

REFERENCES ......................................................................................................................................32

APPENDICES
FIGURES
FIGURE 1. Characteristics of leader, followers, and situation in an organization ................................... 4
FIGURE 2. Transactional Leadership is based on………………………………………………………12
FIGURE 3. Situational leadership styles and development level………………………………………15
FIGURE 4. Logo of NEA………………………………………………………………………………17

TABLES
TABLE 1. Comparison of leadership and management process in the workplace................................... 6
TABLE 2. Similarities and differences between qualitative and quantitative research methods………24
TABLE 3. Comparison of NEA and Nokia…………………………………………………………… 27
 1

1 INTRODUCTION

The individual who tries to accomplish a shared objective alongside collaboration is a Leader.
Leadership provides a working framework with the team in an organization. Leadership quality can be
practiced and enhanced. The need for leadership is more important than before in our institutions,
government or everywhere. Good leadership is a rare quality to develop and practice. Therefore, people
are more worried about leadership. Doing the right things makes a leader while doing things in the right
way makes a manager. A good leader with a clear vision is essential in this present world who would
make people’s future bright and prosperous.

An organization is a place where a group of people with the same goal and motives act in legal ways. It
can be private or public. It is designed in a specific way to subdivide the goal among the team members.
Departments, divisions, levels, jobs, and responsibilities are managed in a structural way. By doing so,
there is the proper use of all the available resources, such as human, machine, financial and material
resource. Cambridge dictionary defines an organization as a group of people who work together in an
organized way for a shared purpose (Cambridge Dictionary 2013). It is a system to get shared goals and
target by the people, from the people. Only the systematic chain of authority from top to lower level
make the organization achieve a good result. There must be cooperation between staff in the
organization; one should feel proud of the given responsibilities.

The aim of this thesis is to give an idea related to leadership that can bring much positivity in an
organization to be a successful leader. This thesis has also tried to put light on to the types of leadership
such as transactional leader, transformational leader and so on. Similarly, differences between leadership
and management are also described briefly. Hence, this thesis is mainly concerned about how a
successful leader can change the entire organization and its operating procedure to achieve the targeted
goal successfully.

As mentioned above, the theoretical part is consisting of information about leadership. A different
example of leaders and definitions from the popular relevant authors are also included. There are four
chapters including introduction as chapter one in the theoretical part. Secondly, in chapter two
differences between management and leadership are listed followed by a sub-heading called leadership
in teamwork. The third chapter is mainly based on the types of leadership and their brief description. As
the last chapter of the theoretical part chapter four deals with the approaches of leadership in an
 2

organization. The reason behind including these chapters in this thesis is to build up the strong
framework of related knowledge to the reader to understand the core findings of the empirical section.

The practical research is comprised of a qualitative interview with the MD of Nepal Electricity Authority
which deals with the factors implemented by him to make NEA a better organization than it was in the
past decade. His success story behind the hard work and the support he gets in his tenure are also briefly
mentioned with suggestions from the MD to run the organization successfully and get loyal followership.
The research also deals with problems he faced at the beginning of his job as an MD of NEA. Similarly,
Nokia and its leadership background along with the reason behind its failure has also been briefly
introduced in the practical segment. The author has tried to include a comparative analysis of the
leadership decision made by Nokia with that of NEA.
 3

2 LEADERSHIP KNOWLEDGE

Leadership is a topic that has been discussed and practiced over the years. Looking back to the history
of military, religion, political and social leaders with important historical events and activities, various
aspects of leadership can be acknowledged. Leaders such as Gandhi, Mao Tse-tung, Alexander the Great,
inspire and touch everyone’s life while personalities such as Indira Gandhi, Winston Churchill were
quickly overthrown regardless of having their power. Some leaders have loyal followers who are ready
to die for their leader whereas there is another type of leader whom people want to murder. The questions
about the determination of leadership, effectiveness and actual research only begin in the twentieth
century. In the past, there was the only assumption made on this subject. Researchers try to find out
factors such as abilities, behaviors, trait, and sources of power or part of circumstance help to know how
well a leader can impact supporters and achieve the goals (Yukl 2013, 17-18.)

The key factors in leadership theories help to understand the subject of leadership in more detail. Oliver
Wendell Holmes, the great Supreme Court justice, once said that there are three types of people. There
are people who make things happen, there are people who watch what’s happening, and there are people
who haven’t the slightest idea what’s happening. It is more relevant to classify leadership theory and
research according to three types of variable. Those are listed below:
 4

Charecteristics

Followers
Leader Situation
-Attribute
-Trait -Type and size of an
-Acknowledgement about the organization
-Determination and leader
anticipation -National and organizatinal
-Comfort with the job and culture
-Proficiency leader
-External pressure
-Acknowledgement about -Mutual trust and harmony
followers -Change in an environment

FIGURE 1. Characteristics of leader, followers, and situation in an organization (Adapted from Yukl
2013.)

The above figure 1 explains the characteristics of leader, followers, and situation. Personality and aim
of leader determine the anticipation and use of proficiency to acknowledge about followers. Similarly,
trait (right, own-concepts) of followers is also valuable to work in a changing environment with the good
characteristics as mutual trust and harmony with a leader and team worker. For both leader and followers,
the situation matters too. The size of an institution, internal and external factors need to handle the
changing environment.
 5

2.1 Definitions of Leadership

Every human being practices leadership and has leadership quality either in a visible or invisible way.
We drive ourselves, our family or organizations. Leadership gives the proper co-operation. The
difference between a leader and an expert help us to understand the characteristic of leadership. A leader
is accountable for other people and their activities in contrary to this an expert is responsible for evidence
and judgment. Leadership is the implementation and advancement of ethics that are socially or politically
the most significant. Whether the leader acts and makes decisions with his own interest or the interest of
society in mind. That sets the normal issue of being a human being and, thus, of leadership (Nissinen
2006, 23-25.)

Most of the organizations around us are running in a system. A leader always motivates their followers
willingly not by force and they are always a good listener. The importance of leadership is more in our
organizations, our society, homes, public and private administration and mostly in business sectors.
People are more demanding and selfish than in the past, someone may not follow your command rather
following your leadership skill. A good leader will always get much more followers than anyone else.
Anyone in today’s situation who comes to the position of leadership with money, authority or
relationship remains for short term only. The long-term leadership is where the public agree to follow
the direction, the supervision, and the idea of somebody else (Tracy 2014.) There are lots of definitions
about leadership, among them C.F. Rauch and O. Behling define it as “Leadership is the process of
influencing the activities of an organized group towards goal achievement.”

2.2 Leadership versus Management

As leadership is different from management, the same person cannot be judged as a leader and manager
at the same time. They both have their own duties and responsibility to give a better result. The term
“leadership” and “management” are often understood as same. Organizations need to develop more
leaders to deal with new challenges and be more competitive. These leaders also need proper
management skills and training. In today’s world, companies are more complex with different
functionalities and system. A leader needs to be well educated and able to use the technology, which can
help in recruitment, motivation, and training program for the employee along with creating a new
customer, increasing shareholders and publicity of the organization. Hence, companies need to hire an
 6

effective leader who has suitable leadership skills to deal with the problem along with handling the team
(Toor & Ofori 2008.)

Management is the distribution of limited available resources against an organization’s goal.

Management compromises of dividing priorities, work plan and getting those results on time. According
to Taylor “Business Management is the art of knowing what you want to do and then seeing that it is
done in the best and cheapest way.”

TABLE1. Comparison of leadership and management process in the workplace (Adapted from Bohoris
& Vorria 2019.)

Method Leadership Management

Vision Formation • Well-set way and develop the • Strategy and funds
vision • Creates process steps and sets the
• Shows very passionate time frame
mentality towards goals and
vision to achieve them
Vision Execution • Motivates • Regulation of processes
• Co-operate employees to tackle • Determine and solves problems
change • Supervision of results
• Fulfil the basic needs of human • Takes low risk
• Takes high risk
Individual progress • Coordinate companies • Regulate and team
and chain • Convey the target aim • Maintain system
• High emotion • Low emotion
• Raise alternative • Limits workers alternative
Vision Result • Encourage and improve • Gives the targeted results to
employee relations, which help stakeholders and leader.
in achieving the target mission.

Table1 tells about the differences in leadership and management based on their method. During the
vision formation and execution, leadership set the way and develop the vision. However, management
funds, process and sets the time. Leaders motivate followers to work for a targeted goal, on the other
 7

hand, manager solves the problems during the processes. Leaders with higher emotional intelligence
coordinate companies or provide alternatives to the problems while managers manage team, allocate the
labor within an organization. Hence, leadership and management together obtain organizational goals.

2.3 Leadership in Teamwork

Researches are growing in the areas of leadership theory, group work, and team performance. The
research shows that teamwork is more effective than individual inputs. An organization with a group of
team members are interdependent to get the common goal. These groups may be task forces, working
units, committees, supply chain, management, etc. Group of people means the team and that team need
good leadership. In the 1980s, including other countries, Japan encouraged quality team research. Now
the importance of team-based organization increasing day by day. It is necessary to understand the role
of leadership in the team to ensure organizational success and to avoid team failure. Teamwork is the
involvement of all employee physically and mentally. The crucial thing is the task being completed by
the team leader and shared between the members (Northouse 2010, 241-243.)

The popularity of team formation is increasing day by day in an organization because most of the
organizations that reform themselves to compete more effectively and efficiently, need to remain in the
global market for the long term. Proper use of employee talents can be done through team formation. In
the context of cooperating with changing the environment, the team is more flexible and responsible
than the traditional department and group. To motivate and get a good result from these teams, leadership
is more responsible than anyone else is. There is a difference between work team and workgroup. The
work team is a group performance by the individual, where the sum of individual performance is lesser
than a group. On the other hand, the workgroup means a group that shares knowledge and idea between
the members of the responsible area to perform the task. Teamwork is beneficial than the individual, for
example, the musical band Slayer became one of the most successful bands in the “thrash metal” genre,
due to the effective team performance. The proper use of a team’s potential by the leader helps increase
outputs without increasing the inputs. Team’s synergy is positive while the group is neutral, which means
sometimes negative too (Robbins & Judge 2015, 304-308.)
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3 TYPES OF LEADERSHIP

Leaders have a different style to lead the organization. Successful leader practices multiple ways to
motivate employees that help the voluntary participation of co-worker to get the organizational goal.
Leadership is the creativity and practice of new method and idea. Nevertheless, implementing a new
technique is the bottom line to gain profit and sustainability in business. An employee may personally
like or dislike leadership implemented from the leader, the great leader always runs the business on a
positive path through different leadership types. Some leaders have their own way, which does not match
with other individual types. Leadership can be practiced by any kind of person. Everyone has their own
personality, that deep personality helps someone to lead (Lazzari 2018.) The detail description of the
four types of leadership is as follows:

3.1 Autocratic Leadership

The word autocratic forms as auto means self and critic refer to implies of the rule. This leadership is
also known as authoritarian leadership. In this leadership style, decision-making power belongs to the
individual person. The leader controls the organizational decision. So, autocratic leadership has been
based on control. They barely take suggestions from their employee. The autocrat order things to do and
expect fast and good output. No feedback is taken from the worker. In this leadership process, one person
makes every decision for the team, group or organization. This type of leadership is mostly useful in the
military because each person gets encouraged to perform under strict supervision. Working shift and
work are extremely regulated which discourage creativity in the institutions. Rules and regulation come
under main priority in autocratic leadership and well informed to all (Cherry 2019.)

The advantage of implementing autocratic leadership is that is helping to get the result faster. It is time-
saving because of less consult with others. Autocratic leadership needs a most knowledgeable person to
decide. A small group of people, for example, a group of students or co-workers on a project need strong
and effective leadership. In these types of groups, one can lead more effectively by setting clear roles,
assigning tasks, and setting deadlines for the given task. Autocratic leadership is more fruitful when
there is a stressful time, and the team appreciates the leaders. This kind of leadership helps military
group perform well in a stressful situation because the individual member will follow the high command.
Members are focused on performance rather than decision-making. This type of leadership works better
 9

in military, construction, manufacturing, restaurants and some companies with high sales target (St
Thomas University 2018.)

On the other hand, the disadvantages of autocratic leadership are discouraging the creativity of team
member. Development of modern technology and educated employee dislike this style of leadership.
Input involvement in decision-making is zero, which may lead to a negative result in the institution.
Today’s business world is encouraging creativity and getting idea from all levels of the department.
Compare to democratic, transformative and laissez-faire leadership; this leadership is more impolite.
The skilled and knowledgeable staff may resign due to no input taken from them. This gives negative
result to the overall success of an organization. This style suits to few specific situations only, if
autocratic leadership is maintained following the approaches of democratic styles help in getting a better
result (St Thomas University 2018.)

3.2 Laissez-faire Leadership

The French word “Laissez-faire” means leave alone. It is a philosophy targeted to personal ability to
follow his or her own dreams without another people obstacle. The late Steve Jobs said, “It doesn’t make
sense to hire smart people and then tell them what to do; we hire smart people, so they can tell us what
to do.” (Anastasia 2017). This saying from Mr. Jobs clears the importance of laissez-faire leadership.
This leadership in an organization helps an employee to follow his or her best way to complete the task.
A leader does not participate actively in the process of decision-making but gives advice and resources
when needed. Therefore, the leader needs to provide ways without interfering with the method of tasks.
There is limited leadership from the top-level but group and team than the leader do the things. However,
accountability falls for the leader. Compare to other leadership styles, Laissez-faire leadership need a bit
less leadership (Cherry 2019.)

Total freedom for followers to make decisions at work, this is one of the advantages of laissez-faire
leadership. As the power of decisions making belong to subordinates, they can get the targeted result as
he or she feels to do so. Different people have different ways to complete tasks. If there is a limited
system to follow, a person may not give the best outputs. Laissez-faire provides the guideline if needed
but does not force to follow the same ways. This style gives more responsibility to the individual act for
further motivation. One can choose the best ways to reach the set target. It encourages innovation and
feedback from different resources so that the whole team can have an advantage. The experienced team
 10

or group can use their previous knowledge and experience. The team gives the best support to the
individual to enhance his or her skill on the related field (Lombardo 2015.)

Every coin has two sides, Laissez-Faire also has a disadvantage. It requires a certain kind of supervision
to get things done or to be successful. Starters, without supervision, may do things differently and lead
to a bad result. There is a lack of support and guidance from the leader. The accountability goes to the
leader but in laissez-faire, the leader places the responsibility to the worker; which lead vacuum of
responsibility or low accountability. It is difficult to implement change; the employee works
independently. It takes more time to share new rules and information within the organization. Leaders
cannot force any employee on policymaking; this may lead to poor performance and results. As the
leader seems less concerned with a thing happening, followers may not give proper care and concern to
the defined tasks. The role of the leader is reactive than proactive. Therefore, the guidance from the
leader will come after the problem arise. The organization may face the lack of clear vision therefore;
tasks may not be completed on time (Cherry 2019.)

3.3 Transformative Leadership

Transformative leadership is everywhere in our daily life, not only corporations. Family environment
can be considered as a transformative as a child raised into adults, whose behavior reflects how he or
she had been grown up. Transformative leadership helps followers to grow as a future leader by reacting
personally. This leadership helps to boost own leadership quality to the team member in an organization.
There is always a high level of followers’ satisfaction and commitment towards the leader and
institutions. Now the importance of transformative leadership is huge. If we look back at the history of
leadership, it is more about the relationship between follower and leader. It has been practiced for
thousands of years. Jesus Christ, Buddha and Winston Churchill, who made a positive effect on society.
In today’s world, there are CEO’s such as Steve Jobs and Bill Gates as an example of transformative
leaders. Transformative leaders motivate others to do more than they had planned or think about the
possibility. They always help follower to develop own leadership capacity at their own (Bass & Riggio
2006, 1-5.)

Achieving the organizational goal is the combine performance of team, follower and organizational
leadership. Transformative leadership is not equally suitable in all situations. It has more impact on
smaller firm, privately held organization, bottom line than the complex organizations. This leadership is
 11

worthier when the leader can interact directly with the individual employee before making decisions.
The stress for the followers is low because the transformative leader obtains higher levels of trust.
Transformative leadership is more effective than transactional leadership. Transformative or
Transformational leadership includes “four ‘I’s”, where Individualized consideration provides personal
attention, individual coaches, advice and motivation, Intellectual stimulation helps in solving problems
carefully, wisdom helps to boost intelligence, Inspirational motivation delivers crucial purpose in easy
ways, good communication, uses of symbols to emphasis determinations and lastly Idealized influence
signifies the achievement of respect, pride, and trust; provides clear vision and mission. Leadership is
most effective when they regularly use these four I’s. The decentralization of responsibility from the
transformative leader builds trust with followers. There is a strong agreement between top-level
management to gain targeted goals, which increase the performance of the organization. These leaders
are capable to motivate followers with self-efficacy, deliver the group message “can do” attitude
(Robbins & Judge 2015, 377-381.)

3.4 Transactional Leadership

In 1947, Max Weber described transactional leadership and later in 1981, Bernard Bass added more
detail. It is used on basic management process such as controlling, organizing and short-term planning.
Leader boosts self-interest through motivation so that they can get maximum output from followers, so
follower needs to obey the commands from a leader. Another system under this leadership is rewards
and punishment. The organizational goal is set under the mutual understanding of leader and subordinate.
The reward is given to those, who complete the tasks to a specific level and punishes to those, who come
below the set standards. The relationship between leader and follower includes four dimensions:
Contingent Rewards, Active & passive Management, and Laissez-faire. The transactional theory
believes that employee needs close supervision to get the work done because they are not self-motivated.
This leadership is more popular in military and large organizations, where rules and regulations come in
priority (Management Study Guide 2019.)

This is suitable for the short-term purpose; it gives a quick result. It makes workers clear about
responsibilities by a set of rules and regulations. It follows the proper procedure and standard, which
have been used in the past too. If the organizational problem is clear and simple, this kind of leadership
works very well. This leadership is insufficient for the development of a leader’s potential and creativity
of workers. Transactional leadership is not good for those places, where creativity and innovation are
 12

required. They are not suitable for changing the environmental situation because they follow established
protocols and procedures. This theory believes that the wage given to an employee for their work can
motivate them at full phase (Management Study Guide 2019.)

Transactional
Leadership

Punishment Rewards

Cognitive
Management
Reward or
by Exception
Praise

Passive Active

FIGURE 2. Transactional Leadership (Adapted from Free Management 2019.)

The above figure 2 makes clear about the transactional leadership; it is based on rewards and punishment
for the effort of subordinates. If the team member’s performance is below the sets standard or acceptable
than there has punishment. While in active management by exception, leader actively monitors the
activities of workers, watch do they meet the standard or not and Prevent mistakes too. On the other
hand; Passive management, leaders act after something happen. Contingent rewards go to those, who
complete the tasks on given time at set criteria. They set SMART goals such as specific, measurable,
attainable, realistic and timely to accomplish the task.
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4 LEADERSHIP APPROACHES

This chapter begins with a trait approach, which is the oldest approach in leadership-and behavioral
approach to leadership, then the writer moves into the power-influence. The characteristics and power
within the leader can make an influence on the organization. These approaches in leader help them to
know their self, makes different than others and help to create a trustworthy environment with colleagues
through effective action. Then the author moves to the situational approach, which gives an overview
regarding, how the factor like time and environment create a positive and negative role on a leadership
role.

4.1 Trait Approach

This approach is one of the earliest theories of leadership. The study of the trait approach begins to
understand the factor that made certain people as great leaders. It was the belief that some people are
born to be a leader, or they have this trait like motivation, cleverness, extraversion, determination,
confidence and many more. The trait model of leadership includes the characteristics of successful and
unsuccessful leadership. Due to the change in the situation, a successful leader in one organization may
not give the same kind of performance in another. However, the special characteristics and trait in a
leader help to cope with the changing environment and give good result. The personal trait is indeed a
part of leadership. The intellectual ability has a positive impact on leadership. If the leader has a different
IQ level than the subordinates, it can have counterproductive advantages. (Fleenor 2006.)

The trait approach is different from other approaches because it focuses exclusively on the leader, not
the followers or the situation. This theory believes that people having a good set of traits is important
for effective leadership. It is the leader and leader’s personality made the difference to the leadership
process. This approach suggests, following the personality assessment instruments by an organization
lead to better output. It can be applied to all levels in all types of organizations. The organization can
make a category of characteristics or trait which are necessary for the specific position and then use
personality assessment measures to identify whether an individual is fit as per their needs or not. On the
other hand, a manager can use this to analyze their own traits and know about their strengths and
weaknesses. An individual can apply to different positions in a company using this approach. This gives
the clear picture of an individual to improve the leadership qualities. The person is not born with self-
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confidence rather it is developed; honesty is a matter of choice and the knowledge can be gained.
Leadership still requires the special skills and techniques in an individual (Northouse 2010, 15-25.)

4.2 Behaviour Approach

The specific behaviour in a leader differentiates him or her from non-leader. The emphasis of a leader is
either an employee-centered or a job centered, for example developing healthy relationship and concern
about people or help the team member to achieve goal and concern for results. Behaviour approach
explains the leadership in term of habitual behaviour of the leader. If we look at the research made by
Ohio State University, in 1940; the research mention about the two dimensions, initiating structure and
consideration. Under the initiating structure, the leader clarifies the role of his or her and subordinates
to obtain the organizational goal. This includes the work plan, relationships, assigning the workgroup
and many more. On the other side, consideration defines the job relationship with mutual understanding,
respecting the subordinate’s thought and feelings. The leader cares about the followers’ luxury,
wellbeing, position, and satisfaction, within a friendly manner. All the subordinates are equally treated,
these leaders are judged as a high consideration. Low consideration means low performance by
subordinates and vice-versa. However, the employee may not be satisfied when they do not get high
concern (Rao 2010, 357-359.)

4.3 Power-influence Approach

Power refers to a capacity that X must influence the behaviour of Y, which leads Y to act according to
the wishes of X. It is a function of dependence, someone can have power but may not use it wisely. If Y
is dependent over X, then X is more powerful in the relation between X & Y. Military organization,
where the followers obey the rules and regulation sets by the commander. Commander influences the
organizational result through his or her power. Leadership uses the power to get the target group goal.
Power does not follow the downward influence on followers as like a leadership. Power means to control
group or individual by motivating and inspiring them. There are two main sources of power, formal and
personal. The organization thought employees need proper instruction, so management guide
subordinates and coworkers using power. Influencing is a long-run process and organization needs to
make an investment in their employee (Robbins & Judge 2015, 400-403.)
 15

4.4 Situational Approach

This is one of the most recognized approaches among others which was developed by Paul Hersey and
Ken Blanchard. As the name mentions, situational leadership emphasizes on a rational understanding of
situations and proper response toward it. The theory believes that the changed situation needs different
kinds of leadership. A leader can be supportive or directive, need to implement his or her style according
to the demands of those situations and the followers. The leadership style is divided into four categories:
delegating, supporting, coaching and directing. This approach says that the same leadership style is not
suitable in each situation; depending on the changing environment and condition the leadership style are
also changes. For example, if the subordinated have less idea, directing style of leadership is used
because the leader needs to tell the followers exactly what to do (Northouse 2010, 89-93.)
PROGRESS LEVEL OF FOLLOWERS

Low Moderate High

D1 D2 D3 D4

DEVELOPING DEVELOPED
FOUR LEADERSHIP STYLES
High

SUPPORTIVE COACHING
High Supportive High Directive
and and
low Directive High Supportive
Behavior Behavior
S3 S2
Supportive

S4 S1
DELEGATING DIRECTING
Low Supportive High Directive
and and
Low Directive Low Supportive
Behavior Behavior

Low Directive High

FIGURE 3. Situational leadership styles and development level (Adapted from Northouse 2010.)
 16

The given figure 3 makes clear about the styles used by the leader during the leadership process and
development level in the follower. The implementation of the situational approach starts with the
determination of the situation by the leader. The leader sets the guideline for the subordinates to do the
task. He or she needs to evaluate the complexity of given work and divide the employee according to
their skill. After identifying the situation and skill and level of subordinates, leaders can match the right
style of leadership. The new worker with lack of idea about work is specified as a D1-level employee.
And those with high skill and understanding are in D4 category. There is a direct relationship between
the leader’s style (S1, S2, S3, S4) and development level of subordinates (D1, D2, D3, D4). For instance,
if the dependents are at the beginning level of development or D1, the leader must give high-directive
and low-supportive leadership style or S1. For every level of development, there is an exact style of
leadership that the leader needs to implement. Leaders behavior needs to be flexible because the
development of subordinates differs in a different situation.
 17

5 COMPANY PRESENTATIONS

The following chapter explains about two different company NEA and Nokia along with introducing
both leaders and companies, detail information from the year of establishment. Followed with
subchapters related to the performance of both leaders. The information is collected from the internet,
online material and phoning interview with NEA’s MD Mr. Kul Man Ghising. This chapter contains the
positive and the negative result of two different organization.

5.1 Nepal Electricity Authority

Nepal Electricity Authority (NEA) is the parent generator and distributor of electric power in Nepal
under the supervision of the Nepal government. Founded on August 16, 1985, NEA is the result of a
collaboration of the different department like Electricity of Ministry of Water Resources, Nepal
Electricity Corporation, and other related boards. Formerly, this organization was called as Nepal
Electricity Corporation. This collaboration decreased the overlapping and duplication of works and
promote efficiency and reliable service. The headquarters of the NEA is in Kathmandu and different
regional offices all over Nepal. The main function of NEA is to generate, transmit and distribute
adequate, reliable and affordable power. Since 1985 to till date, the company keeps working to generate
power by planning, constructing, operating and maintaining all generation, transmission and
distributions facilities all over Nepal. NEA is operating under the government of Nepal, so its
responsibility is to recommend short-term and long-term plans and policies to the government regarding
in the power sector. The present managing director of Nepal Electricity Authority is Kul Man Ghising.
NEA also arrange training and study to produce skilled manpower for the country. According to annual
report 2017/18, the demand of electricity is higher than the supply, but the company is making huge
positive change is production and supply, which will help Nepal to export electricity to another country
within two years (NEA 2019.)

FIGURE 4. Logo of NEA (Adapted from NEA 2019.)

 18

5.1.1 Introducing the Managing Director

Mr, Kul Man Ghising is born in Ramechhap, Nepal. He has been associated for more than 22 years in
power generation, transmission, and distribution. He has completed masters in power system engineering
from Pulchowk engineering college in Kathmandu and, also an executive MBA degree holder in
management. He started his career as a division chief in NEA and proved himself as the best managing
director on Chilime Hydropower Company Limited after that he joined as a project Chief in Rahughat
Hydroelectricity Project and since 2016, he is Managing Director of Nepal Electricity Authority (VMAG
2017.)

5.1.2 Positive change made by MD in an Organization

In September 2016, the Nepal government, appointed Kulman Ghising as the NEA’s managing director.
He had given full authority to solve the power-cut issue. In 2015, Nepal had devastating earthquake and
reconstruction must be started and many electricity production houses were damaged. This had made
load-shedding as a bigger issue. Ghising, who is an electrical engineer, had been involved in NEA more
than two decades knew the inside story of blackouts. With the good skill of demand-management
competence and replacement of unsupportive employee, removal of dedicated line and intensified meter
reading. He took a few months to end excessive power cuts in the capital city and 10 other nearby
districts, due to which public support and believe NEA. (Csmonitor 2018.)

Ghising says “All I am doing is managing demand and supply with maximum efficiency and complete
honesty. Now, no one is getting electricity that belongs to someone else”. Ghising made Nepal as a load-
shedding free country within two years. NEA was in 9 billion loss now it is with a profit of 1.5 billion
(Ghising 2019). He is now as a national hero; many youths follow him as their leader. He believes that
the public will support him until he does good things. He gave inspiration rather than an instruction to
sub-employee as he is managing director in government organization. There was mismanagement of
electricity and public faced daily blackout routine. Some of the private industry got electricity for 24
hours and some got less, according to their political setting and power. After Mr. Ghising came in
position, now the situation is very well but still the few minutes there might be blackout because of
maintaining sub-station and power plant for better and sustainable supply (Mail online 2017.)
 19

5.2 Nokia

Nokia Corporation was established as a Nokia Ab in 1865 in the name of the forest industry and power
production. It was a Finnish multinational company. Nokia acquired Mobira and introduced the first car
phone in 1982. And in 1984 they came with Nokia Mobira Talkman, which was first transportable phone.
Later in 1987, when they launch the Nokia Mobira Cityman. This phone was easy to carry, which help
to boost the market of Nokia. Nokia’s sales were growing very fast worldwide. In 1991, Harri Holkeri,
PM of Finland became the first person on earth to make the first GSM call with Nokia phone. Nokia
produces different handsets in 1992, then market grows up in Europe and the USA. The sales rate was
beyond their prediction. From 2003 to 2005, Nokia was known to be the world’s leading mobile phone
producer. But after 2005, its market started to decline slowly and later it was purchased by Microsoft.
Since 2016, there is a comeback of Nokia through a licensing arrangement with HDM Global (Häikiö
2002.)

5.2.1 Introducing the CEO

Nokia is led by various CEOs and directors within the time span and need of the company. Among them,
Mr. Stephen Elop was one. He is a Canadian businessman and was the only non-Finnish CEO who
worked for Nokia. He had also worked at Microsoft before joining Nokia. As a Nokia CEO from 2010
to 2014, he could not make a good decision for the organization. He was criticized for his decisions
because of the company experience massive downfall both financially and loyalty within the customer.
Due to this, he was compelled to quit from Nokia (Kauppalehti 2010.)

5.2.2 Decisions that caused Nokia’s failure

Nokia was a milestone in the development of the mobile phone. Nokia’s initial victory was mostly the
result of good vision and management by the leader. The innovation of new technologies as digitalization
and deregulation of telecom networks makes Nokia renowned across Europe and many other countries.
However, this success could not sustain after the innovation of smartphone by other producers like
Motorola, Apple, Samsung and many more. Keeping these things in mind, Nokia could have done far
better because they had a huge opportunity through the expansion and implementation of right leadership
 20

strategies to cope effectively with that crisis. They already had good branding and publicity with huge
market sales (McCray, Gonzalez & Darling 2011.)

By 2010, Nokia had become like a sitting duck to the changing environment around the globe. There are
many reasons for the decline of Nokia’s. Management decisions, dysfunctional organizational structures,
growing bureaucracy, and internal factor. Nokia had realized as their loss and the first time in history
they gave CEO to non-Finnish: Mr. Stephen Elop, whom they believe that with his previous experience
and leadership skills, he could have done better for the organization, but Mr. Elop can’t make positive
change, Nokia even lose its sales rate. The poor strategic decisions, Nokia made a strategic partnership
with Microsoft and shifted its smartphone strategy to Microsoft’s Windows Phone. The previous
Symbian and Meego were phased out, the decision to the alliance was bad for Nokia (Doz 2017.)
 21

6 RESEARCH PROCESS

This chapter includes the definition of the research methodology along with different types. It also
remarks about the comparative analysis between two company and their information related to the
research done for the thesis and its outcomes. An interview has been conducted with MD from Nepal
for research, therefore this chapter will include his important decisions and experiences about the
leadership in an organization followed by comparison with Nokia’s CEO leadership during that period.

6.1 About Research Methods

The word research methodology is the compound word made with two different words, ‘Research’ and
‘Methodology’. Here ‘Re’ means again & again and ‘Search’ means to find out something, so research
means finding something repeatedly from different dimensions. According to C. Francies Rummel
“Research is an endeavor to discover, develop and verify knowledge. It is an intellectual process that
has developed over hundreds of years, ever-changing in purpose and form and always searching for the
truth” (Kothari 2004). Methodology is the technique of doing something in a systematic and scientific
manner. As in common, research methodology means collecting the data or information to know the
reason in a scientific and logical way, which help inappropriate decision-making.

The importance of research is to find out answers to questions through the application of scientific
methods. The main target of research is to get the truth, which has not been discovered yet. However,
each research topic has its own specific goal. Research objective can be divided like formulating,
descriptive, diagnostic, and hypothesis-testing, all these types have a different objective, but the main
motive is to get the own know fact about the specif topic (Kothari 2004, 1-2.) D. Slesinger and M.
Stephenson define research as the manipulation of things, concepts or symbols for generalizing to
extend, correct or verify knowledge, whether that knowledge aids in the construction of theory or in the
practice of an art.

There are many types of research methods, among them quantitative and qualitative research is often
used by many researchers. Quantitative deals with the quantifying and analysis of numerical data with
the help of statistical methods. This techniques answers to questions like who, how much, where, what,
when, how many, and how. This method deals with more than one respondent, where they are supposed
 22

to answers the questions by different means of communication (Apuke 2017.) It is more popular dealing
with the testing of hypothesis, acknowledge the cause and effect with prediction whereas qualitative is
more important to understand and interpret social interactions, people’s everyday life, and their
experiences.

6.2 Qualitative Research

This is a type of research that intentions to get human’s opinions and feelings than evidence that can be
shown in numerical values. It helps understanding someone’s perspective in a scientific and in a
systematic way. Qualitative research collects the evidence and gets the finding that was not determined
previously. It is more effective in acquiring information with a population or group. The power of
qualitative research is to give information related to human-like opinions, behaviours, beliefs, emotions,
and relationship. It also benefits in finding intangible factors for e.g. socioeconomic status, gender roles,
religion, and many others. This method is more flexible than quantitative (Qualitative Research Method
2019.)

The purpose of qualitative research has a wide range, as it is an umbrella term for different approaches
and methods for learning about social life. The methods like structure or unstructured interviews give
non-quantitative information, for e.g. transcripts, notes, and documents or electronic material like
photos, videos, and recordings. This non-quantitative information later changed into text form. This
method is best to find out the why and how questions of human experience and social science rather than
how often. Sometimes quantitative research is used to justify information collected through qualitative
method (Saldana 2011, 3-4.)

6.2.1 Structured Interviews

This interviews method is also known as the standardized interview. In this method, questions are
presented with the same written question in the same order. Means of communications like written paper
questions, electronic media, online chat using Facebook, Skype, etc. The collected answers from
participants can be compared between sample subgroup or different survey periods. This interviews
method is used for collecting statistical survey and questions can be open-ended or close-ended. Data
are collected by the interviewer, so he or she needs to take permission before making any kind of
 23

recording of voice or taking video. All the participants are treated equally during the interview.
Participants can put their views freely and the interviewer needs to show the notes or records made
during the period (Hair, Money, Samouel & Page 2007, 196.)

6.2.2 Unstructured Interviews

Compared to structured interviews, this is very informal and open-ended because there is no specific set
of predetermined questions. However, interviewers must be clear about the research topics in mind. So,
he or she does not miss any important questions. This kind of interviews flow like an everyday
conversation, no fixed questions and often followed by the previous question. According to James
Nathan Miller “There is no such thing as a worthless conversation, provided you know what to listen
for. And questions are the breath of life for a conversation” (Wildemuth 2017.) Unstructured interviews
are mostly famous for understanding an in-depth phenomenon of a context so-called qualitative research
method. The non-directive interview is more flexible compared to structured as the interviewer can ask
missing questions that were not included previously and need to be included in the research. This method
of the interview can be lengthy, and interview may not answer properly as the questions are open-ended
and are not predefined (Wildemuth 2017, 239-246.)

6.2.3 Semi-Structured Interviews

Another most used interview method is semi-structured and known as a combined or hybrid interview.
It is the combination of structured and unstructured interview, where interviewer asks a few questions
that were predetermined, and the rest of others are not planned beforehand. The undefined questions are
asked during the conversation that arises spontaneously. This method of research is popular in finding
the result of social sciences (Qualres 2019.) It is very helpful for the interviewer as it gives a clear set of
instruction & guideline, as a result, the findings are accurate and trustworthy. This technique is more
appropriate to practice when the interviewee is available only once or many interviewees are to be sent
to the field at once. This method is mostly used in qualitative research like household, such as a couple
of interviews. Compared with structured type, this method is less objective and legally difficult to
defend. Record of the interview can be kept as an audio file or written note so that interviewer will not
forget later (Semi-Structured Interview 2019.)
 24

TABLE 2. Similarities and differences between qualitative and quantitative research methods (Taylor
2005, 235-237.)
QUANTITATIVE QUALITATIVE

a) The sample is collected from a large a) The sample is collected from a small
group. group or individual.
b) Literature review before the study began. b) Literature review after the study end.
c) Cheaper per respondent. c) Expensive per respondent.
d) Describes casual relations. d) Describes casual relations.
e) Test theories. e) Develop theories.
f) Provide numerical data. f) Provide narrative data.
g) Structured and predetermined. g) Unstructured and no predetermined.
h) Focus on quantity (how much, numbers). h) Focus on quality (features).
i) Conclusive research methodology. i) Exploratory research methodology.

Table 2 above shows the similarities and differences between quantitative and qualitative research
method that are applied during the research process. Both methods are important depending on the
finding and context. The author in this thesis has used the qualitative research method to get the result
on a related topic.

6.3 Empirical Research

From the earliest starting point of this thesis plan, the author has determined to mention the experience
and opinions of a successful leader in an organization. In this procedure, a very loyal and honest person
who lead NEA in Nepal and made country load-shedding free Nation and still working to provide reliable
and quality energy Mr. Kul Man Ghising is interviewed. Mr. Ghising’s thoughts are included in the latter
part of this thesis. This interview had helped the questioner by giving lots of information and concepts
what ought to be done to be a successful leader.

This interview was taken as phone interview on 9th of June 2019 with Mr. Kul Man Ghising, who was
in Nepal and support the interviewer having a busy schedule. He was very supportive and positive
 25

towards my discussion and he answered all the questions in a very professional and detailed way. The
questionnaire had categories to five themes in such a method that theme 1 was entirely about his personal
and professional life. Secondly, questions were set to collect information regarding an organization
where he works. Theme 3 deals with load-shedding. On the other hand, theme 4 makes clear about his
leadership skills and decisions he made to lead the organization successfully till the date and lastly theme
5 gather his suggestions for the young generation to be a good leader. Regardless of these set
questionnaires, the interviewer also asked some supportive questions where necessary and the interview
was an achievement.

As per the planned questions, theme 1 was about personal and professional life about Mr. Kul Man
himself. He started his career as an engineer in NEA back in 1985 and now it’s about to be 3 years as a
managing director of the organization, he is leading the organization successfully. He said that I feel
happy being in this profession but starting my career as an MD the internal environment was not
supportive. The previous management team was unhappy as I took the position of MD in NEA. From
the school level, he thought, he will do something to his nation so, he decided to join government
organization. He likes to define himself as a responsible and social person, love to interact with people
and learn new things. Regarding professional life, he believes that he is doing great and get succeed. He
said to the interviewer that he has many things to do in the coming future for the Nation and himself
being in professional life. Most of his hours are spend on professional life. On the other hand, in personal
life, Mr. Ghising mentions that he interacts with people and media. As a married person, he gives his
rest of time to the family.

Theme 2 provides the researcher with detail information about the NEA and its actions and over-all
information. The major role of the organization is to generation, transmission, and distribution of
electricity in Nepal and help the government in decision making. Under the leadership of Mr. Ghising,
NEA has 12000 employees currently involved in providing services. Nepal import electricity from India
and planning to generate more power in the coming years and export to other nation. The current demand
and supply of electricity in Nepal is balanced but in dry season water level goes down and makes the
problem, though the team of him is working to solve every issue effectively. He agrees that NEA has
not given reliable and quality electricity to the people, but the short-term and long-term plan are being
made to provide a good power supply in the future. Remote billing, underground of naked wire,
providing electricity to all population of Nepal. In long-term decreasing the carbon emissions by
promoting the public to use an electric car, electric oven for cooking and many more.
 26

Mr. Ghising is known as a hero within the public for making the country load-shedding free by managing
and leading NEA in a proper way. Similar kind of questions is dealt with in theme 3 along with how Mr.
Ghising succeed on it. Nepal faces the load-shedding for 10 years continuously every day. The group of
people, who were rich used to use an inverter or solar energy and other means to fulfil the electricity
demand. Interviewer, himself face this situation back in his country three years ago. Mr. Ghising said
that it was painful for all of us to spend 6 to 18 hours of load-shedding every day. After he became a
managing director of the organization, he solves the problem of unequal distribution of electricity. On
those days, the limited industries were getting 24 hours of electricity by direct line or feeder and common
people were living without electricity for 18 hours. He did well in the techno-managerial part of
electricity on the management side. It was challenging for him to manage demand and supply of power
in a balanced way. He claims that there is no any kind of load-shedding in the country but still someplace
for a few minutes may not get electricity due to maintenance. NEA is working hard to supply energy for
every people regularly. Mr. Ghising started an awareness campaign about loss reduction after he took
the position which helps to decrease in load management and save energy. He thanks to the public and
his sub-coordinates believing on him to make this possible.

The second last theme or theme 4 of the questionnaire was especially based on leadership and action or
decision he took to reform the administrative mechanism. He added that a leader needs to be ethical,
dedicated to the organization and make-believe to the sub-ordinated about your vision and target and
take the ownership of work. To reform the organization, he made believe to his employee in an
organization, started the public awareness campaign along with the chain of command to 12000
employees in the various hierarchy. A leader needs to govern himself and know the issue properly and
give instruction properly. Motivating employee by various means of communication. He did not want
to mention specific mentor by whom he got inspired but he added, he keeps correcting himself every
time, evaluate and try to learn from his previous experience and never afraid with the challenge. Mr.
Ghising said added where there is a challenge there is an opportunity too and leader needs to tackle those
challenges. He took the decision to cut the dedicated feeder line from a few rich groups of people and
industry, which had made the unequal distribution of electricity and generate power plant in full scale.
The lower-level employee was also motivated after Mr. Ghising became head of NEA. He took the
policy to make the right person at the right place at the right time. As a government organization, he
can’t hire and fire employee he needs to go through different socio-political and legal way and managing
human resources is the challenge for him.
 27

The final theme involves the suggestions from interviewee to the young generation, his plan after
retirement and additional free opinion by himself. Working more than 26 years in NEA, Mr. Ghising
lead the organization. He said that the young generation needs to be determined about their future and
take ownership of their work. Anyone who wants to prove him or herself as a successful leader needs to
show the result from the allocated resources and without result, no one believes on you. He will be
working on the same field until he can work physically and mentally by direct and indirect means.

6.4 Comparative analysis of the Research

Based on the interview that interviewer had taken with Mr. Ghising and online resources regarding Nokia
and its former CEO Mr. Elop, the below table 3 has been constructed. The below table put forward the
comparison between the factors that influence the decision-making of two different leaders from two
different organizations from different countries. Comparisons are done based on seven bases where the
first base is the identity difference of two leaders.
 28

TABLE 3. Comparison of NEA and Nokia.

Bases Leader of NEA Leader of Nokia

Identity Mr. Kul Man Ghising, Mr. Stephen Elop, former CEO
Managing director of NEA, of Nokia, Candian.
Nepali.
Finland based company.
Nepal based company.
Experience Local based experienced Experienced in various
worked as a government positions both locally and
employee for many years. internationally.
Team support Less supportive team in the Highly supportive team in the
beginning but was able to beginning but was divided
make them co-operative later. according to principle.
Human Resource Management All rights regarding human Authorized to make decisions
resource were not granted. on the human resource factor.
Socio-political pressure High pressure from society and Less or none political and
political change. social pressure.
Infrastructures Lack of infrastructures. Availability of advanced
infrastructures.
Communication Less possibility of internal and Frequent communication
external communications. between both insiders and
outsider stakeholders.

In the above table, the second base of comparison is an experience. Mr. Elop has gathered a lot of
experience. He is a Canadian national serving in various national and international organizations and
field like Boston Chicken Inc, Juniper Networks, Microsoft, etc. Mr. Elop has more experience and
expertise in the field of leadership than that of Mr. Ghising as he has served as a high post officer in all
most all companies. While Mr. Kul Man Ghising has been serving in NEA being in various positions
within the tenure of more than 20 years which make him able to understand the situation of employees
serving in various posts that makes easier for him to make decisions regarding employees and matters.
 29

The third base of the comparison between two leaders is team support. In this part, the author has found
out that in the beginning when Mr. Ghising took charge of his position he had less support from his
colleagues and co-workers. But later due to his transparent way of carrying out the operation and
convincing capacity, he gathered votes from almost all the employees and form a strong team later. In
contrary to him Mr. Elop even if having the full support from the employees, in the beginning, cannot
make the reliable decision for the achievement in the long run which leads towards the loss of faith of
employees towards him.

The fourth and fifth bases of comparison are human resource management and socio-political pressure
respectively. In the context of Nepal and its political situation, selection of human resource and
managing it is very difficult especially in the government sector. Direct and indirect political pressure is
to be faced by the government officers while punishing and rewarding the employees who have a
political background. Mr. Ghising had gone through the same situation but luckily, he got direct support
from the Ministry of Energy and was able to win back the team belief. Mr. Elop being a CEO in a private
organization has the full right of hiring and firing of employees.

The successful operation of an organization depends on the availability of the infrastructures. Being a
developing country, Nepal has not yet been able to develop all sort of infrastructures of development.
Due to this fact, it was very hard to carry out the new project for NEA to increase the production of
electricity to meet the increasing demand. But in case of Nokia, it was very easy for the CEO to take the
decision of launching of the new product and project as Finland is one of the developed European
countries and known as the hub of information technology. So, it can easily be seen that Mr. Elop had
many opportunities and ease in performing his tasks than that of Mr. Ghising.

A proper and uninterrupted flow of communication is the most important part of an efficient team and
it is also the strength of a team leader. Mr. Elop was surrounded by all kind of means of communication
from which he can easily contact his co-workers and subordinates to discuss the matters. In comparison
to this, Mr. Ghising had inadequate means of communication and scattered subordinates making the
communication process more time consuming and hard. Even in this situation, he managed to lead this
massive team to success and prove himself as a good leader.
 30

7 CONCLUSION

The main purpose of writing this thesis was to get to know the importance of good leadership in an
organization. The word leadership made the author think twice about why some companies are
successful and some others are not, now the finding made clear that a good person with good leadership
capability makes a huge difference in any company. We are surrounded by different kind of people like
who make things happen, some just look at what is happening, and some have no idea what is happening
in the surrounding. The author gets to know that the leader is those who have the determination to do
things, lead the group of people by supporting them. Managing the human resource is the main challenge
in the current situation around the globe, each of us is with different in nature. The importance of
leadership is everywhere, not only in organization or company but also in leading the nation, society,
family, etc. The comparative analysis of two different companies provides lots of important ideas and
information to the author to be a successful leader in the future.

The motives of every business organizations are to make a profit and achieve the targeted goal for this
purpose they give responsibility to someone they believe. There are so many organizations in the world
some get success in a short period of time, some in the long run but some end up to zero. The writer in
the thesis compares two different organization. One was a successful company which later goes on the
loss while another was in a very bad situation with loss later got succeed and this happens due to the
leader who was leading the organization. A great leader utilizes scarce resources and gives optimum
result to the company and achieve a targeted goal. The leader never gets afraid with challenge rather
take those challenges as an opportunity to prove themselves.

The author went through lots of Ebook, books, and other professional sources to write detail information
on the theory part. All the resources were important from the different writer which gave information
regarding the needs and importance of the leadership in an organization. A different example of the
leader, their success story and followers, and the failure of the leadership provide the author knowledge
regarding decision making. Different types of leadership and approaches are applied in the various
organization according to the needs, importance, and behaviour of the leader. The task performed by the
leader and manager is different, a manager sets the targeted goal whereas the leader achieves those goals.
The leadership does not come by birth rather it is developed by the person who has that willingness and
eager to lead the mass of people and organization. Someone who loves to decide and always be positive
towards achieving the target goal.
 31

The empirical research and comparative analysis done in this thesis are crucial for the reader to get more
information regarding leadership in organizations. This includes the interview with a successful leader
from the government organization who is mentioned in this thesis on the successful leadership story
along with unsuccessful story of a leader where information is collected from the different e-resources
and internet. The phoning interview with the successful leader was very fruitful to the author to know
different idea in decision making and leadership technique. It creates positive vibes in the author to be a
good leader in the future. On the other part, a comparison between two leaders makes clear about the
situation of the leader and their performance capability to lead the organization.

In a nutshell, it was very interesting and informative writing this thesis to the author though challenging
too. The topic leadership is vast, the writer of this thesis got lots of material on the internet and printed
books but difficult was to make the right choice of the resources. As the leadership topic has many
subtopics which could be described and could write the whole thesis on those subtopics, so the problem
was to conclude many things in brief. However, the author has tried his best to gather right and important
information for the reader also this thesis inspire himself to be a successful leader in the future. All in
all, to be a good leader who needs to communicate properly and make-believe to the team about the
vision, plan, and target and be patient before making any kind of decisions with the appropriate action.
 32

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APPENDIX 1
INTERVIEW PLAN

THEME 1: Personal view

1. How would you introduce yourself in professional life? When and why you start your career
from NEA?

2. How long it took you to be a Managing director? How you manage personal and professional
life?

THEME 2: Company

1. What is the role of NEA in Nepal? When was this organization established?

2. How many employees are currently involved in NEA?

3. Did NEA import and export electricity from other country?

4. What is the current situation of demand and supply of electricity in Nepal?

5. What are the short and long-term plans of company to provide safe and sustainable energy?

THEME 3: Load-shedding

1. How long did Nepal face the load-shedding?

2. How many hours per day people of Nepal live without electricity?

3. What are the key facts to prove the claim of “end of load-shedding” by NEA?

4. What were the reason behind load-shedding?

5. How would you like to define those dark days?

 36

APPENDIX 2/1
THEME 4: Leadership

1. What strategies you took to reform the administrative mechanism?

2. As a successful leader, whom you put as your mentor?

3. What is the most valuable decision you made to get rid of load-shedding and make the company
in profit?

4. How you communicate your message and idea to co-worker?

5. What quality one should possess to be a successful leader?

6. What is the biggest challenge for you?

THEME 5: Bonus Information

1. What would you like suggest to young generation, who follow you as a successful leader?

2. What will you do after retirement?

3. Anything you would like to mention, which is not included above, and you like to add?

THANK YOU FOR YOUR VALUABLE TIME AND INFORMATIVE VIEWS.