According to Sinha (1979), some of the most effective leaders and managers in organizations in India have been seen as much more <em>nurturing</em>, taking on a <em>parental role</em> within the company and in relation to their subordinates. Sinha states that unlike in the United States, managing Indian industries require other forms of leadership. Subordinates there prefer a more personalized relationship with their leaders. Affection and care for the subordinates are key aspects there.
