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The Effective Executive
ISSN: 0972-5172
A ‘peer reviewed’ journal distributed by EBSCO and Proquest Database


Previous Issues

Effective Executive, a management digest, published every quarter by IUP is designed to provide emerging ideas and issues in the management area, and delivers articles, interviews, debates, case studies, and corporate reports.

Privileged access to Online edition for Subscribers.
Editorial Board
Focus Areas
  • General Management
  • Strategic Management
  • Knowledge Management
  • Leadership
  • Marketing
  • Operations Management
  • HRD
  • Information Technology
  • Governance and Ethics
  • Effective Executive is a management magazine designed for busy executives to help them keep themselves abreast of emerging ideas and issues in the Management area.
  • Contents include articles, interviews, debates, case studies, and corporate reports on the most contemporary issues in management.
  • Contains executive summaries of articles appearing in leading international magazines and reviews of latest management books.
  • Articles are carefully screened and selected to cover a wide range of issues in management.
  • A must read for executives, managers, consultants, and students who are interested in developing cutting edge knowledge and skills in management.
Regular Features
  • Case Study
  • Viewpoint
  • Book Review
The Necessary Traits of Exemplary Leadership
Organizational Leadership for Challenging and Changing Times
Stress and Self-Care of SMME Owners in South Africa
The Problem with Guilt
What Is Authentic Leadership? Answering the Eight Leadership Questions
Get Serious About Parameters
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(Sept 2018)

The Necessary Traits of Exemplary Leadership

-- John Tropman and James A Blackburn

This paper focuses on four traits that are frequently mentioned as the essential requisites for exemplary executive leadership: integrity, empathy, genuineness and humility. When all are present together in one person (but perhaps to varying degrees), the organization has a “wise” leader. Each is discussed with some examples and the ways in which one can work to make those traits robust in oneself. Wisdom, frequently conceptualized as the confluence of contradictory elements in decisions involving the contradictions between and among these elements, both undergirds these traits and produces them. Integrity is defined as “doing what is the right thing to do, not what you have the right to do”. Empathy is defined as the ability to sense the subtleties of others’ feelings, and place yourselves in their shoes. Genuineness is being authentic (as Stephen Covey opines, “seeking first to understand; then be understood”). Humility is understanding that your success always stands on the shoulders of others. Wisdom involves the application of these four traits and their continual cultivation.

Article Price : Rs.50

Organizational Leadership for Challenging and Changing Times

-- Colin Coulson-Thomas

Multiple developments, including disruptive technologies and new business models, are leading to uncertainty and change. They also open up new possibilities for adaptation, innovation, reinvention and entrepreneurship. They are challenging organizational leaders. Coping with them may require review, refresh or reinvention and a transition from individual leadership to the collective leadership of a competent board. Directors and boards need to ask a variety of questions in a range of areas to ensure that creativity, innovation and entrepreneurship are helped rather than hindered and that they are focused, relevant and sustainable. There are contextual, performance, governance, stakeholder, sustainability, social responsibility and people and organizational factors to consider. Many directors may also need to change how they operate and raise their aspirations and expectations.

Article Price : Rs.50

Stress and Self-Care of SMME Owners in South Africa

-- Kurt April and Garth Pillay

Leaders are increasingly facing personal challenges in the demanding world of business, and this is true also for entrepreneurs and business owners as they are closer, some may argue, to the vested interests of the economic sustainability of their businesses (as opposed to hired senior managers and leaders in corporate organizations). Small business owners, in particular, feel personally responsible for the success in their roles and when things go wrong. The result sometimes expresses itself in many forms in much of work-life, whether through debilitating health effects such as depression (on the scale from being clinically depressed to just mild versions thereof), anxiety and anxiety attacks, high-blood pressure, mild strokes, low testosterone levels, and many more, to factors affecting work such as low productivity, disengagement, lack of physical and emotional energy, resilience impairment, and many others. Entrepreneurs and small business owners, mostly fueled by their passion and internal need to succeed, are often blind through ignorance or busyness to the need to monitor the negative effects on their own bodies, their psychologies, their need for greater self-care, their ability to lead, and subsequently the impact on those around them.

Article Price : Rs.50

The Problem with Guilt

-- Bob Murray

Every human society has a system of laws and moral codes which order the way people can live together, work together, collaborate with each other or do business together. When people “intentionally” break these laws and codes, we call them “guilty” and punish them accordingly. It has always been settled that we have the capacity to decide whether to commit a crime or break a moral code and therefore the concept of guilt made sense. However, modern researchers in a number of fields, including the author’s fields of behavioral neurogenetics and clinical psychology, have cast doubt on this most fundamental of all human concepts. Perhaps we do not have the control over our actions that we thought. Maybe all of our decisions are based on genetics, habit and experience-drivers largely beyond both our control and our understanding. The paper looks in detail at some of these drivers and how we might look at the idea of guilt and innocence in a new and perhaps more productive light.

Article Price : Rs.50

What Is Authentic Leadership? Answering the Eight Leadership Questions

-- Stephanie Jones and Dixon Block

Leadership skills are critical in every kind of business as well as, generally speaking, in life. But what does this mean for leaders exactly? Will investing in more seminars and workshops be enough for individuals and corporations to develop their leaders? Eight leadership questions exist pertaining to good leadership, and these questions refer to leadership on scales as great as war heroes or famous politicians; anyone, in fact, can be a leader. This paper examines the personal reflections of various MBA students with mixed personal and professional backgrounds as well as varying degrees of formal and informal leadership experiences. Using these reflections, the argument that anyone, in fact, can be a leader if they wish to be, is made. One of the most important qualities of a good leader, however, is authenticity, and this is addressed through many examples throughout the paper.

Article Price : Rs.50

Get Serious About Parameters

-- Dan Coughlin.

Article Price : Rs.50




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Automated Teller Machines (ATMs): The Changing Face of Banking in India

Bank Management
Information and communication technology has changed the way in which banks provide services to its customers. These days the customers are able to perform their routine banking transactions without even entering the bank premises. ATM is one such development in recent years, which provides remote banking services all over the world, including India. This paper analyzes the development of this self-service banking in India based on the secondary data.

The Information and Communication Technology (ICT) is playing a very important role in the progress and advancement in almost all walks of life. The deregulated environment has provided an opportunity to restructure the means and methods of delivery of services in many areas, including the banking sector. The ICT has been a focused issue in the past two decades in Indian banking. In fact, ICTs are enabling the banks to change the way in which they are functioning. Improved customer service has become very important for the very survival and growth of banking sector in the reforms era. The technological advancements, deregulations, and intense competition due to the entry of private sector and foreign banks have altered the face of banking from one of mere intermediation to one of provider of quick, efficient and customer-friendly services. With the introduction and adoption of ICT in the banking sector, the customers are fast moving away from the traditional branch banking system to the convenient and comfort of virtual banking. The most important virtual banking services are phone banking, mobile banking, Internet banking and ATM banking. These electronic channels have enhanced the delivery of banking services accurately and efficiently to the customers. The ATMs are an important part of a bank’s alternative channel to reach the customers, to showcase products and services and to create brand awareness. This is reflected in the increase in the number of ATMs all over the world. ATM is one of the most widely used remote banking services all over the world, including India. This paper analyzes the growth of ATMs of different bank groups in India.
International Scenario

If ATMs are largely available over geographically dispersed areas, the benefit from using an ATM will increase as customers will be able to access their bank accounts from any geographic location. This would imply that the value of an ATM network increases with the number of available ATM locations, and the value of a bank network to a customer will be determined in part by the final network size of the banking system. The statistical information on the growth of branches and ATM network in select countries.

Indian Scenario

The financial services industry in India has witnessed a phenomenal growth, diversification and specialization since the initiation of financial sector reforms in 1991. Greater customer orientation is the only way to retain customer loyalty and withstand competition in the liberalized world. In a market-driven strategy of development, customer preference is of paramount importance in any economy. Gone are the days when customers used to come to the doorsteps of banks. Now the banks are required to chase the customers; only those banks which are customercentric and extremely focused on the needs of their clients can succeed in their business today.