Sarma,
I managed people for over 30 years. I managed by the top-down command and control approach for my first 12 years and was considered to be superior to the vast majority of my peers.
But at the same time, I knew that the very best performers were far more productive, innovative and creative than the majority and wondered how I could cause the majority to close that gap.
I decided to start listening to my employees, to their complaints, suggestions and questions. I found that their complaints had at least some merit so I went about fixing them. Almost in lockstep, their performance improved. The more I responded respectfully to their complaints, suggestions and questions, the more they improved. Their performance as a group at least doubled as compared to when I was strictly a top-down intimidator. I learned that authority is not the problem, but misuse of it in the top-down model was the problem. By listening to my people, they eventually told me what it was that they were following and thus I came to understand leadership by a boss.
I eventually achieved a second doubling of their performance by converting followers into non-followers.
To better understand read the article
Leadership, Good or Bad <link updated to site home> ( Search On Cite | Search On Google )
To learn how I escaped top-down read an interview of me
Extensor - Intervew – Ben Simonton speaks to Alistair Schofield
Best regards, Ben
Author "Leading People to be Highly Motivated and Committed"