[This article belongs to Volume - 56, Issue - 01, 2024]
Gongcheng Kexue Yu Jishu/Advanced Engineering Science
Journal ID : AES-30-04-2024-44

Amit Kumar, Dr. Vijay Agrawal , Dr. Kumar Gaurav , Dr. Vivek Srivastava, Dr Pranjal Kumar

Abstract :

Public Sectors are under quagmire of political restructuring mayhem subsequent to pro market reforms. Presently, they are prone to highly competitive Global environment posing threat on their sustainability. Under such circumstances a sense of insecurity has prevailed amongst the vast majority of employees who are skeptic with fear of job loss, which is higher than their counterparts elsewhere, either due to complete closure or proposed disinvestment. Behavioral scientists are inquisitive to understand obliteration of leadership, in general, and motivational schemes, in particular, from various perspectives as many theories of leadership that were earlier found suitable to motivate the employees of PSUs are under question and call for revisit. Even though the Indian Public sector attracted the best human resource in brains, talents and skills, the problem of poor performance, lack of competitiveness and low productivity are entirely due to management control structure characterized by multiple principles and multiple goals which oriented PSUs towards a bureaucratic model rather than commercial model of operation and behaviour characteristics which lacks autonomy and accountability. The paper attempts to highlight an overview of leadership challenges prevailing in PSUs pari passu their sustainability post disinvestment policy.