The opening up of the Indian economy through liberalisation, privatization, globalization and natural thrust towards information technology has made the task of corporate executives more demanding. The challenges get multiplied when the industry executives have to work in diverse work cultures. The workforce diversity has not only affected the emotional stability of the executives but has also come in the way of leadership behavior and effectiveness. In the present study it is found that a person’s leadership style changes with age. As and when a person is less willing to adapt to changes and bring diversity, it will lead to biasness.

The world today is undergoing a change more profound and far-reaching than experienced since the dawn of the modern age. Rapid environmental changes are causing fundamental transformations that have a dramatic impact on organizations and present new challenges for human resources management in general and leadership in particular. The transformations do represent a shift from traditional intelligence to new paradigm of emotional intelligence. It has been human nature to desire stability even in the ever-changing professional lives. The system of life—and organizations—is fluid, dynamic, and potentially self-renewing wherein today’s best leaders are learning to “go with the flow” to accept the inevitability of constant change and recognize change itself as a potential source of the energy. These profound changes cannot be cuddled and integrated without addressing to the deepest thoughts and feelings of Indian managers. This requires the manager to open up the heart and deal with the emotions, welcoming them into the workplace to ensure success in this ever-changing industrial environment. Various research studies have unravelled that the leaders with higher emotional intelligence see changes as opportunities for something better, and they do not cherish stability but ongoing development of individual workers and of the organization itself become their prime agenda. This phenomenon of paradigm shift has led many researches in the area and the present one is also an attempt in the line.

That powerful pair set of chain reactions, i.e., the leader’s mood and behavior drive the moods and behavior of everyone else in the chain is showing its strong presence in the organizational setting. An irritable and callous boss creates a deleterious organization filled with under achievers who ignore opportunities. On the contrary an inspirational and inclusive leader initiates acolytes for whom every challenge is an opportunity and that way surmountable. The observation about the overwhelming impact of leader’s emotional style, as we call it, is not a wholesale departure from any research into emotional intelligence. It does however represent a deeper analysis of our assertion that a leader’s emotional intelligence creates a certain environment or work culture. Since it is felt by thinkers of different eras that ‘human resource' is the most important asset of any organization, due care should be taken while hiring and developing them.