Category: Daily Financial Times

A new phase of the joint environmental conservation initiative by the Ministry of Environment and the Clean Sri Lanka Programme was launched on October 10 in the Puttalam District, centred on the Karuwalagaswewa Tabbowa Tank.

EngEx 2025 powered by SLT-MOBITEL celebrating engineering excellence, concluded recently. EngEx 2025, the largest engineering exhibition of its kind to be held in Sri Lanka was organised in collaboration with University of Peradeniya’s Faculty of Engineering, which marked its Diamond Jubilee.

A strong crowd of over 52,000 attendees, including industry leaders, innovators and students with an interest in pursuing engineering and members of the general public visited the EngEx 2025 exhibit.

As the national information and communication technology (ICT) solutions provider, SLT-MOBITEL believes engineering innovation plays a vital role in driving national progress. Collaborating as the title partner for the exhibition, SLT-MOBITEL is reinforcing the commitment to nurture Sri Lanka’s next generation of engineers and innovators.

Health and Mass Media Minister Dr. Nalinda Jayatissa recently undertook an observational visit to the state-of-the-art sterile pharmaceutical manufacturing facility of LAUGFS Life Sciences Ltd., located within the Board of Investment (BOI) Export Processing Zone, Koggala. This visit reflects the company’s commitment to strengthening Sri Lanka’s healthcare system through world-class local manufacturing.

Marking a significant milestone for the country’s healthcare industry, LAUGFS Life Sciences is advancing sterile infusion therapy production, reducing reliance on imports, delivering economic and clinical benefits, and positioning Sri Lanka as a regional hub for quality-driven pharmaceutical manufacturing through innovation, regulatory compliance, and private-sector investment.

The Health Minister was warmly welcomed by LAUGFS Holdings Ltd., Group Chief Executive Officer Dr. Ravi Edirisinghe, LAUGFS Life Sciences Ltd., Chief Executive Officer Dr. Rajiv Perera, Head of Quality Vipin Kumar, General Manager – Operations Ranjith Reddy, and General Manager – Head of Corporate Communications Wasaam Ismail, along with senior managers, quality specialists, and engineers of the facility.

During the visit, Dr. Jayatissa observed LAUGFS Life Sciences’ advanced sterile infusion production lines. The company is preparing to introduce Large Volume Parenterals (LVPs) using Euro Multiport systems and Form-Fill-Seal (FFS) technology. Euro Multiport ensures high-safety, multi-access containers for clinical use, while FFS automates forming, filling, and sealing in a sterile environment, minimising human intervention and contamination risks. These innovations aim to transform infusion therapy in Sri Lanka by reducing import dependence, ensuring a steady supply, and offering affordable solutions for both public and private healthcare sectors.

Dr. Jayatissa said: ‘This project is a commendable step forward for Sri Lanka’s healthcare sector. By investing in advanced pharmaceutical manufacturing, LAUGFS Life Sciences directly supports the Government’s vision of enhancing local production, saving valuable foreign exchange, and providing our citizens with reliable, world-class medical solutions. Public-private partnerships of this nature are critical to building a resilient healthcare system and ensuring patient safety and continuity of treatment.’

Dr. Edirisinghe said: ‘At LAUGFS, we believe in creating industries that bring long-term value to Sri Lanka. Through LAUGFS Life Sciences, we are making strategic investments in sterile pharmaceutical technologies that will not only benefit the local healthcare sector but also strengthen our position as a regional hub for pharmaceutical manufacturing.’

Dr. Perera said: ‘We are committed to ensuring that Sri Lanka has access to globally benchmarked infusion therapies through our advanced LVP production lines. With the integration of Euro Multiport and FFS technologies, we are setting new standards in quality, safety, and efficiency that will directly benefit both patients and healthcare providers.’

The Science College Rugby Support Group (SCRSG), the governing body responsible for rugby at

Science College, Mount Lavinia has decried poaching of its players by other schools via deceptive scholarships.

It has also called for fair play and responsibility urging stakeholders including schools, administrators and policymakers to act with integrity.

Following is the statement issued by the Support Group.

With a proud legacy spanning over 40 years, Science College has made a remarkable contribution to Sri Lankan rugby – producing national captains, numerous players at both national and club level, and shaping the country’s rugby landscape with distinction and recognition.

The recently concluded Elite Under-16 Tournament, in which Science College finished as Cup Runners-up, once again demonstrated the immense talent within our school and the strength of our rugby culture. However, this success has also reignited a familiar and deeply concerning issue: player poaching – often disguised as ‘scholarships’ – by more affluent schools.

As a school that has repeatedly found itself at the receiving end of this orchestrated practice, we feel compelled to highlight the reality we face. A closer look at our performance across age groups reveals a consistent winning rate of over 85% at junior levels – an extraordinary achievement by any standard. Yet, this success is not reflected at senior level. Our 1st XV team, despite its talent, has struggled to remain competitive, often surviving in the top division by winning just a few games against weaker sides and failing to make a significant impact in recent years.

This stark disparity can be traced back to two interconnected issues: 1. Significant financial disparities in school rugby programs. 2. Systematic poaching of our skilled players by a handful of wealthier schools.

Proponents of these so-called scholarship programs argue that they provide players from less affluent schools a ‘better platform’ to excel. We strongly reject this argument. The facts speak for themselves – in recent Sri Lanka national test squads, four to five players were former Science College students. This clearly shows that Science provides the platform and environment for excellence. The ‘scholarship’ narrative is nothing more than a convenient justification for importing talent to win trophies.

This practice exploits loopholes in the school system, which often fails to recognise the broader educational value of sports – an integral component of holistic education. The damage to Science College goes far beyond losing talented players. Since this poaching occurs within the same playing division, it is arguably the most damaging form of talent drain in school rugby.

We also question the effectiveness of these well-funded systems, which – despite their vast resources – fail to develop talent from their own large student populations, while relying instead on recruiting from a school of just 1,600 students.

The massive financial investments in school rugby should rightly be a matter for education and sports authorities to regulate. However, in the meantime, we make a sincere request: Leave our players to grow and compete for Science College.

For our school, rugby is far more than a sport – it is a binding force that unites a diverse social fabric and provides purpose, pride, and opportunity. Supporting Science College rugby is about more than winning matches; it is about protecting social inclusiveness, empowering underprivileged youth, and preserving the true spirit of sport.

We call upon all stakeholders – schools, administrators, and policymakers – to act with integrity, fairness, and respect for the values that make rugby a game worth playing.

Sri Lanka’s apparel sector continues to establish itself as a global benchmark for sustainability, with leading manufacturers Brandix, Teejay Lanka, Hirdaramani, Hayleys Fabric and MAS Holdings publishing their latest reports that showcase progress across climate action, circularity, ethical practices, and community empowerment.

Climate action and net zero leadership

From Net Zero certified factories to science-based targets, Sri Lanka’s manufacturers are at the forefront of climate ambition. Brandix has cut emissions by 84% and achieved Net Zero certification across five facilities, while Hirdaramani became the country’s first company to secure SBTi approval for Net Zero targets. MAS Holdings reported a 24.04% reduction in Scope 1 and 2 emissions from a 2019 baseline and that 39% of the company’s energy came from renewable sources, while Teejay Lanka has steadily expanded its renewable energy footprint to 14% of total consumption. As Hayleys Fabric PLC notes in it’s the GreenCatalyst – ESG Roadmap 2030, ‘Our journey is not just about mitigating impact, but about becoming a catalyst for positive change across the value chain. ‘Brandix aim to become Net Zero across all its global locations by 2030, and is the first Sri Lankan apparel manufacturer to declare such a target.

Circular economy and resource efficiency

Collectively, the four companies are redefining how apparel production can minimise environmental impact. MAS diverted 99% of its waste from landfills, Teejay reused or recycled 3,900 tonnes of material, and Brandix has reached a 90% recycling and recovery rate. Hirdaramani’s is investing in the future of sustainable textiles through ‘Mihila Tex’ a state-of-the-art sustainable textile mill. Together, these initiatives point towards a future where apparel production is rooted in circularity and efficiency.

Teejay Lanka PLC has appointed as the patron company for the Sustainable Supply Chain Working Group organised by the UN Global Compact (UNGC) Sri Lanka, to promote material circularity.

Empowering people and communities

Beyond the factory floor, the industry’s social impact continues to scale. Brandix awarded over 1,000 scholarships, while its employees donated 47,000 pints of blood and supported 140 eye camps. MAS created 2.1 million opportunities through community initiatives in 2024 and increased women’s participation in management positions to 26%. Hirdaramani celebrated 10 years of its Wonders of Well-being (WOW) program that is integrated into its culture to make a difference its 55,000+ global workforce. It has gained global recognition for its success and case studies from Harvard University’s T. H, Chan School of Public Health. Teejay also grew its workforce to 3,465 while investing heavily in training and CSR initiatives.

Transparency and governance

All four groups reported strong governance practices, underpinned by independent assurance and adherence to global standards. Teejay’s integrated reporting follows GRI and IFRS S1 and S2, uses a double materiality approach with SSROs, SASB, and TCFD reports. Scope 1-3 emissions disclosed under ISO 14064-1:2018, and ensures chemical compliance through ZDHC and Bluesign standards.

MAS has also aligned its impact reporting to GRI standards, while also reporting on the Carbon Disclosure Project and aligning to global standards set by SBTi, ZDHC, Bluesign, and other global accreditations and certifications. Brandix reaffirmed its zero-tolerance policy on corruption and wage violations. Hirdaramani has obtained independent assurance with both Scope 1 and Scope 2 emissions verified in accordance with ISO 14064-1.

Innovation and global recognition

Sustainability is not only about compliance but also innovation. Teejay approved 410 new products in FY 2024/25, focusing on sustainable fabrics. MAS saw 40% of revenue from sustainable products, while Hirdaramani secured a Silver Award in the ‘New Business Models for Green and Sustainable Chemistry’ category at the Global Chemical Leasing Award 2024 – organised by UNIDO, the Austrian Federal Ministry for Climate Action (BMK) in recognition for its innovation of a natural detergent using soapberries. Each company was recognised nationally and internationally for their sustainability achievements, strengthening Sri Lanka’s reputation as a responsible sourcing destination.

Unified industry voice

Together, these milestones illustrate how Sri Lanka’s apparel industry is shaping a future where fashion and responsibility go hand in hand.

‘Sustainability is not an option, it is our shared responsibility. As Sri Lankan apparel manufacturers, we are committed to leading by example – proving that world-class apparel can be made in ways that protect the planet, empower people, and create long-term value for all,’ the companies said in a joint statement.

The much looked forward Access Monthly Medal will take place at the Royal Colombo Golf Club with the tee off today at 6.45 a.m.

More than 280 golfers will participate with the awards taking place in the evening at the RCGC Club House from 7 p.m. onwards.

Since launching his rap journey in 2017, Jude Da Dude has been steadily rising as one of the most promising names in Sri Lanka’s hip-hop scene. Known for his gritty lyrics, raw storytelling, and dedication to authentic Sinhala rap, Jude has recently taken his artistry to the next level by stepping into the world of music production – a move that marks a significant new chapter in his creative evolution.

His latest project, the EP album ‘Golakara Loke’, is a milestone in that journey. Entirely self-produced by Jude himself and mixed and mastered by Aki Vish, the project captures his unique blend of hip-hop, trap, and drill while staying deeply rooted in Sinhala language and culture. The album reflects not only his growth as an artist but also his determination to push local rap beyond boundaries and into the mainstream.

Before releasing the album, Jude collaborated with several well-known names in the industry – including Chinthy, Manasick, Big Doggy, and Rap Zilla – and worked with respected producers such as Dilshan L. Silva, GOA, Yasas Madagedara, and Aki Vish, experiences that helped sharpen his craft and shape his sound.

With his YouTube channel recently surpassing 10,000 subscribers, Jude’s fanbase is growing rapidly. His talent was first recognised when he won the Special Song of the Night award at the 2019 Gully Boy Challenge in Dubai, a moment that fuelled his ambition to keep building.

Looking ahead, Jude Da Dude plans to collaborate with more artists and producers, continuing his mission to elevate Sinhala rap and bring a bold, fresh voice to Sri Lanka’s music landscape.

Tamil National Alliance (TNA) Parliamentarian Shanakiyan Rasamanickam yesterday urged the Government to focus on developing the Northern and Eastern Provinces.

Speaking in Parliament the MP warned the Government about its growing dependence on Chinese loans, while rejecting Indian grants, raising questions about priorities and transparency in economic decision-making.

‘We welcome the development of the Rathnapura District and the Kandy expressway, but we would like to urge the Government to develop the North and East as well,’ he said.

He criticised the National People’s Power (NPP) administration for following the same pattern of alleged cronyism seen under past regimes in dealings with Chinese firms.

Referring to the recently discussed $ 500 million loan from China to develop the Central Expressway, Rasamanickam noted that the interest is said to be 2.5%, which could go up to 3.5%, and warned that such borrowing raises both financial and political concerns.

‘In the past, there were allegations of fraud in projects linked to Chinese companies. This President has even said it, but now there are questions about the terms of this loan as well,’ he said.

Rasamanickam contrasted this with India’s $ 63 million grant for the Kankesanthurai (KKS) harbour, saying the Government’s rejection of similar assistance was deeply troubling. ‘The Government rejected a development grant, there is no repayment and no interest.’

China is not welcome in the North and East because they do not have the interest of the Tamil people in their agenda,’ he said, recalling Beijing’s opposition at the UN Human Rights Council to resolutions supporting Tamil rights. ‘That is why we say the Chinese are trouble in this country.’

The TNA MP called on the Government to prioritise developing key infrastructure in the North and East, including the Trincomalee harbour, Batticaloa airport, Jaffna’s Palaly airport, and the KKS harbour, noting that better connectivity would unlock regional potential.

‘If these airports and harbours are developed, we can generate funds and attract grants to develop the North and East, but only if the Government of the day allows it,’ he said.

We continue our discussion of the much debated issue of whether Sri Lanka ever truly benefitted from the ‘strongman’ model of political leadership, as was assumed in the past for a plethora of reasons – not least among these the propaganda machines of charlatans posing as saviours.

In today’s column, we survey the extant literature on political leadership styles, in an ongoing attempt to discern if there is an ideal model – one that would lead Sri Lanka away from the myths, misuses and misadventures of so-called political saviours and their putative national messiahship.

Overview

Leadership is a topic that has been much discussed but little agreed upon in terms of definitions, its essence versus its attributes, and especially its praxis. The truth be told – there are ‘many diverse ways of thinking about leadership’ (W. E. Allen, 2018).

Yet, although most scholars agree that ‘creating a logical and consistent picture of the state of leadership theory is a difficult task’ (Hernandez, Eberly, Avolio and Johnson, 2011), it is increasingly evident in a world suffering from a so-called ‘leadership deficit’ that defining, developing, and applying meaningful, relevant, and sustainable models and theories of leadership is the need of the hour worldwide.

‘Leadership deficit’ was a term coined in relation to nonprofit organisations (T. J. Tierney, 2006). But now, it is being increasingly applied to politics, civics, and governance as well. A slew of scholarly papers (R. D. Perkins, 2009), (N. Harter, 2012), (Martin and Allen, 2016) and (Paxton and Van Stralen, 2016) have already identified this need. And some in particular argue for ‘a new point of view [that] encourages discussion with the hope for a more efficacious understanding of leadership theory in any part of the world’ (Allen, 2018).

Based on the past and current thinking on political leadership, we will now explore in brief here the extant literature on the subject under the following subheadings: definitions, theories, styles, values, processes, and impacts, as well as frameworks. Ultimately, this is with a view to developing our own framework for a new, holistic, Sri Lankan political leadership model that builds on existing knowledge and yet develops a unique and appropriate ethos.

Of note is that all of what follows in this article is in a milieu where ‘political leadership has scarcely been mentioned in the generic leadership literature’ (J. Hartley, 2010) and also in a context in which ‘political leadership is woefully under-researched’ (Morrell and Hartley, 2006).

Definitions

Asking and answering the question ‘What is political leadership?’ – one academic suggests that ‘there is in reality no generally accepted definition of the concept, a characteristic that seems to apply also to leadership in general’ (Blondel, 1987).

The same thinker adds that while recent works [and by ‘recent works’, that academic means the thinking prevalent in the mid-1980s] in political science provide no clear guidance, ‘no single definition of political leadership is given in the writings of Paige, Burns or Kellerman’ (Blondel, 1987).

But over a decade before that, it was evident that ‘many definitions given by social scientists fall within nine different groups, some of which . partly overlap’ (Giese and Stodgill, 1974). And these authors add that those definitions range from personality to structure, and from roles to forms of effectiveness (Giese and Stodgill, 1974).

Arguing, some ten years later, that ‘it is manifestly and essentially a phenomenon of power’, an academic claims that ‘it is power because it consists of the ability of the one or few who are at the top to make others do a number of things (positively or negatively) that they would not or at least might not have done’ (J. Blondel, 1987).

Writing in the same decade, a classical thinker on political leadership asserts: ‘Leadership is an art, something to be learned over time, not simply by reading books; leadership is more tribal than scientific; more weaving of relationships than amassing of information’ (M. DuPree, 1989).

Theories

The main theories to develop and be applied in the 20th century include ‘Great Man Theory’, ‘Trait Theory’, ‘Process Leadership Theory’, ‘Style and Behavioural Theory’, ‘Transactional Theory’, ‘Transformational Theory,’ and ‘Laissez-faire Theory’ (Khan, Nawaz and Khan, 2016).

While the ‘Great Man Theory’ is self-explanatory, the others require brief exposition if a holistic new framework for political leadership is to emerge from historical precedents.

Pioneering work was done by ‘Contingency’ (situational) theories wherein it was said ‘no leadership style is definitive or can stand alone as exemplary to be modelled as it is reliant on the varying qualities of leadership, situations of the followers and other factors’ (R. K. Greenleaf, 1977).

This was challenged firstly by the ‘Transactional Theory’, which ‘diverged from the specific context of the leader, followers and leadership situation to practices that focused on the exchanges between leaders and followers’ (Khan, Nawaz and Khan, 2016).

Then, there was the thinking that ‘leader-follower associations were based on leader-follower agreements’ (House and Shamir, 1993).

And finally, there was movement towards ‘the integration of transformational, charismatic, and visionary theories’ (Chemers and Ayman, 1993).

In the ‘Transformational Theory’ there is an ‘alignment to a greater good,’ a ‘personal investment of followers in activities and processes,’ and ‘the end result is superior organizational and social dividends’ (Khan, Nawaz and Khan, 2016).

In addition, transformational leaders ‘raise the motivation and morality of both the follower and the leader’ (House and Shamir, 1993).

Fundamentally, in the ‘Style and Behaviour Theory’, ‘each leader has a different style and there are diverse styles’ (Khan, Nawaz and Khan, 2016).

Further to this, in the ‘Process Leadership Theory’, there are additional leadership sub-theories with a process focus and that which include ‘servant leadership’, ‘learning organizations’, ‘principle-centred leadership’ and ‘charismatic leadership’ (Khan, Nawaz and Khan, 2016).

Five decades ago, a thinker introduced the concept of ‘servant leadership’ in the 1970s (Greenleaf, 1977) and there was a resurgence of the discussion of that model in the mid-1990s (Greenleaf, 1996).

Interestingly, the emphasis of political leadership shifted to ‘interaction among group members with an emphasis on personal, moral and organizational improvements’ in the late 1990s (F. J. Yammarino, 1999).

In all of this and asking the question ‘What type of leader do we want?’, one trend was to assert that ‘we should not necessarily go back to the attractiveness of the great man theories or the idolisation of charismatic leaders’ (L. Turnbull, 2010).

Another review of leadership theories can trace their evolution over the past 100 plus years from the ‘Great Man’ concept of heroic leaders, through trait theories, behaviourist theories, situational leadership, contingency theory and so on, to transactional and transformational leadership (Ahmad, Jan and Irem, 2017).

An approach such as the latter relies on the fact that these evolving theories offer insights into the qualities of successful leaders over the century and more under study while recognizing that ‘there has been a shift in focus from the generic characteristics and behaviours of the individual to recognition of the importance of responding to different situations and contexts and the leader’s role in relation to followers’ (Ahmad, Jan and Irem, 2017).

This has given rise to a mixed bag of results, including highlighting ‘the paradox between the high interest in leadership and the analytical inhibition and confusion that characterize its study’ (M. Foley, 2013).

Styles

In a world where there are many models of leadership, it may seem restrictive to assert that in terms of political leadership ‘there are three different styles – autocratic, democratic, laissez-faire’ (G. Yukl, 1989).

But of one mind with this trinitarian way of thinking is a similar assertion: ‘There are three kinds of political leadership . the creative type, the administrative type, and the symbolic type’ (K. Ishii, 2010).

Two academics widen the scope by positing ‘two additional leadership styles based on ‘consideration’ (concern for people and relationship behaviours) and ‘commencing structure’ (concern for productivity and task behaviours)’ (Fiedler and House, 1988).

Most early thinkers considered the ‘Great Man’ style of leadership as the dominant mode. These commentators rely heavily on Thomas Carlyle’s 1847 assertion that ‘universal history, the history of what man has accomplished in this world, is at the bottom of the history of great men who have worked here’ (Khan, Nawaz and Khan, 2016).

There is a wealth of more recent thinking that exposits in particular the transactional and transformational styles, often in contradistinction to each other.

On the one hand, previously, ‘transactional leadership is a type of contingency-reward/recognition between leaders and followers with active and positive exchanges entailing reward or recognition of achieving agreed upon objectives’ (Bass and Avolio, 1994), with leaders continuously monitoring performance and attempting to intervene proactively (Avolio and Bass, 1997).

On the other, more recently, transformational leaders ‘identify the need for change, gain the agreement and commitment of others, create a vision that drives the change, and work to effect the transformation’ (D. M. McGregor, 2003), and comprise the visionaries who successfully appeal to their followers’ better natures.

These two styles of leadership are important developments because ‘a moment’s reflection suggests that none of the great ‘heroes’ were without their bad – indeed, very dark – sides’ (Blondel, 1987). And we know enough about the leaders of more recent periods of history such as Cromwell, Napoleon, Bismarck, Lenin or Mao to be more cynical (Blondel, 1987). Need we rehearse the painful lessons provided by dynastic leaders since Sri Lanka’s own independence, or look to learn from the emergent cautionary tales of hero-worshipping military-minded messiahs?

This nuance is even despite the concession that ‘while Washington, Lincoln, Franklin D. Roosevelt or Churchill cannot be faulted on the same scale, they too made their mistakes and had their limitations’ (Blondel, 1987). And while comparisons are odious, is it not painfully true that we islanders have also placed our sacred cows on pedestals from which it took the celebrated people’s movement driven by popular sovereignty to topple them after a struggle (‘aragalaya’)?

As per Bass also (Bass and Avolio, 1994), the transformational leader ‘attempts to induce followers to re-order their needs by transcending self-interests and strives for higher order needs’ (Khan, Nawaz and Khan, 2016), which most thinkers on the topic agree conforms with Maslow’s hierarchy (A. Maslow, 1954).

And such an open-ended style contrasts with the ‘Trait Theory’ where ‘born leaders are endowed with certain physical traits and personality characteristics which distinguish them from non-leaders’ (Khan, Nawaz and Khan, 2016).

Jenkins identifies ’emergent traits’ such as height, intelligence, attractiveness, and self-confidence (Khan, Nawaz and Khan, 2016), which are contrasted by ‘effectiveness traits’ that are based on learning and experience, including charisma as a fundamental component of leadership (Ekvall and Arvonen, 1991).

Despite an early leaning towards such charisma as a significant component in political leadership, later ‘evidence seems to be that large numbers of presidents and prime ministers or other heads of states or governments are not the heroes we think they should be’ (Blondel, 1987). Perhaps we’ve yet to learn this lesson in full ourselves, if we continue to venerate our elected representatives – who, contrary to the claims of their champions, have feet of clay?

There is also an emerging literature about the leadership qualities and styles of particular roles of elected politicians (Hartley, 2010), and a growing understanding that ‘the style of leadership should vary depending on the maturity of the subjects’ (Bass and Avolio, 1997). This has led to the conventional wisdom that ‘different leadership styles are needed in different contexts’ (Turnbull, 2010). It is a truism that could or should help our own polity to move discerningly away from seeking ‘great’ men – or women – to save us…

Roles

Closely related to styles are the roles of political leadership. A role reflects ‘a leader’s ability in guiding effective decision-making’ (D. Lelièvre-Finch, 2010). This is important when seeking to promote and implement innovation.

In terms of roles played, ‘a leader can also help to create the conditions for success through modelling the partnership values, by taking personal responsibility for actions . and by ensuring that they are actively held to account by their partners’ (Goss and Tarplett, 2010).

These academics note a key leadership role as being building all relationships within leader-follower partnerships to help plans become practical action (Goss and Tarplett, 2010). In addition, ‘strong relationships are characterised by mutual trust [and] good leaders create an environment within which relationships and trust can safely be built’ (Goss and Tarplett, 2010).

Every such environment ‘constructs its own image of a leader, an image clearly formed in the case of either bureaucratic or market governance’ (J. Newman, 2005). In hierarchical regimes, the role played by the leaders is the traditional administrator, ‘based on the bureaucratic principle of the separation of office from personal preference, the ethos being associated with neutrality, accountability upwards and professional autonomy’ (Lelièvre-Finch, 2010).

In market regimes by contrast, the role played by leaders is ‘portrayed as an entrepreneur [who is] embodied by vision, charisma and clearly displayed values’ (Lelièvre-Finch, 2010).

Talbot suggests that there are ‘four leadership roles strongly influenced by institutional and organisational contexts’, and a fifth ‘meta role’ which is about balancing the other four; elaborating that the first four roles are ‘counselor, chief executive, conservator, collaborator’ (C. Talbot, 2010): a model of leadership roles that has been applied with mixed results to the British Civil Service (Brookes and Grint, 2010).

Despite clearly and often sharply defined roles in academia, there is ‘ambivalence surrounding the role of leadership within a liberal democracy’ (Foley, 2013). Food for thought, and continued reflection in future columns.

Police in India have arrested the owner of a pharmaceutical company that manufactured a cough syrup connected to the deaths of at least 17 children in the country.

The owner of Tamil Nadu based Sresan Pharmaceuticals was arrested and faces having its license revoked pending a decision by the federal health ministry.

Initial tests by authorities in India say that the test samples of Coldrif contained diethylene glycol (DEG) – a highly toxic industrial solvent and that the Tamil Nadu Drugs Control Department shows that cough syrup was manufactured in unhygienic factory conditions.

Although there are no exports of the medicine in question, there is a need for Sri Lanka to be alert for medicines that come, not only from India but other countries with regulatory issues, so as to avoid any such tragedy.

According to foreign media reports the World Health Organization has confirmed from India that three contaminated syrups had been identified, and none had been exported and the country had a ‘regulatory gap’ in screening locally-sold syrup medicines.

As far back as 2023, the WHO cautioned against the use of cough syrup particularly for children after cases were reported from several countries involving incidents of over-the-counter cough syrups for children with confirmed or suspected contamination with high levels of diethylene glycol (DEG) and ethylene glycol (EG).

Despite many attempts to regulate the overuse of prescription medicines, there continues in Sri Lanka the ability to buy most medicines over the counter. From strong painkillers to antibiotics to statins, most medicines can be bought over the counter without a proper prescription.

While Sri Lanka has escaped any major tragedies of the sort that happened in India, there are few studies to show how the abuse and overuse of prescription medicines are affecting people and leading to other medical conditions including liver and kidney diseases.

This is not the only worrying tread. There is almost an addiction to skin lightening products in the country with many being freely advertised with no warnings of the side effects they can have in the long term. While advertising on television and newspapers is not allowed, there is plenty of advertising on social media driving the craze to lighten skins with teenagers among those who have fallen prey to such advertising.

The Consumer Affairs Authority has warned against use of skin care products that contain mercury. In May this year, it released the names of 49 hazardous skin products containing mercury but it’s likely these items are still on the market disguised with new names.

Given the limited resources in checking these products as well as the lack of public education on the harm of long term use of such products, the health authorities may have to face new challenges for treating those impacted by the use of these products.

The CAA needs more funding to strengthen its awareness building programs so that there is adequate warning to consumers who may buy such products. Otherwise, lured by the promise of miraculous results, many will use them and may have to suffer in the long run.

The incidents in India is not only a wakeup call to Sri Lanka and other countries but also bring to light the bigger issue of the free availability of unregulated products. Health authorities should concentrate on making the public aware of the danger they face by the haphazard use of prescription medicines as well as unregulated beauty products.