LEADERSHIP IN THE CONTEXT OF PLANTATION SECTOR OF SRI LANKA: AN EMPIRICAL INVESTIGATION ON THE STYLE, BEHAVIOR AND PERSPECTIVES OF ESTATE MANAGERS

Abstract

The style, behavior, perspectives of management practices and the types of management in practice in the plantation sector of Sri Lanka are considered unique from other businesses, in general, and agribusinesses, in particular. The reasons include, amongst the others, its years of exposure to various historical, geographical and cultural influences as well as the socio-economic and political dimensions to which this particular sector is linked with, but there is a paucity of literature that provides evidence to prove this phenomenon. The purpose of this study was to fill that gap in the management literature to be certain extent. The entire study was designed to complete in two phases running over eight months (April to October 2010). A qualitative review involving Focus Group Discussions and In-depth Interviews was carried out in Phase I with the senior administrators and expert stakeholders attached to the plantation sector, which led to the development of a validated structured questionnaire. This was used to gather data from the Senior Estate Managers (n = 65) with more than 10 years of experience and are attached to 8 Regional Plantation Companies (RPCs) by means of a personal interview.The outcome of analysis substantiates that most managers believed the leadership style that prevails in their organizations showing “empowering” characteristics. The results further explored that these managers, yet,preferred a more “consensual” nature of leadership and a “proactive” organizational climate, as opposed to a “reactive” leadership style. These findings raise important managerial implications for the present success and future survival of the plantation industry. The primary elucidation is that the nature of leadership is beyond those firms within the “Colombo business circles” and secondly whether the style of management/leadership will need to change in line with changes within the organizational environment so as to create and sustain a competitive advantage.

Key Words: Leadership Style, Managerial Perceptions, Organizational Behavior, Plantation Sector

For full paper: fmscresearch@sjp.ac.lk