Journal of Sustainable Social Change


In this article, I present the findings of a study conducted with 115 MBA students, who also were members of the workforce, about the qualities they would prefer to see in their managers and leaders. I first address the concerns of contemporary times by drawing an analogy between the main problems in business performance and those in business education, namely, a top-down approach, immoral practices, and stakeholder dissatisfaction. Based upon the results of the study, I then present the 10 Cs for leaders and managers, discuss their interdependency, draw a linkage with the foundational studies regarding relationship and task behaviors of leaders, and suggest a new perspective to include these behaviors in contemporary work settings.