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Journal articles on the topic 'Indian leadership'

Author: Grafiati

Published: 4 June 2021

Last updated: 27 July 2024

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1

Suppiah, S. Maartandan A/l, Dr Mohd Khairie Ahmad, and Assoc Prof Dr Norhafezah Yusof. "Leadership Communication Conception of Malaysian Hindus and its Relevancy to Mahathir’s Leadership." Jurnal The Messenger 11, no. 1A (June 2, 2019): 94. http://dx.doi.org/10.26623/themessenger.v11i1a.827.

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<p><em>Literatures proposed that culture does influence the success of leadership communication. Mahathir was criticised to be a leader who promotes the betterment of the majority community and marginalised the Indians. Despite of that, the Indians in Malaysia showed advancement in various sectors including politics, economy and social. Therefore, this exploratory study aims to bridge the gap by investigating the attributes that link between Mahathir’s leadership communication and Indian community. Qualitative methodology was utilized and data were collected through a series of intensive interviews with 15 informants consists of Indian political, non-governmental organisation and community representatives. Based on the thematic analysis, two main attributes that strongly link to Indian culture were identified: leadership communication conception (Sattva Guna) and characteristics of good leadership communication (Sattva characteristics). This study has contributed to enhance understanding of leadership communication from multi-cultural context, specifically about the Indian’s cultural conceptions.</em></p>

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2

Ritu, Anon. "Indian Leadership Mantras." MERI-Journal of Management & IT 12, no. 2 (April 1, 2019): 55. http://dx.doi.org/10.25089//meri/2018/v12/i2/182838.

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Daruwalla, Vistasp, Gurbaag Chandok, and Wonyoung Jeong. "The Influence of Cultural Factors on Leadership Perceptions." Journal of Management World 2021, no. 4 (October 1, 2021): 171–80. http://dx.doi.org/10.53935/jomw.v2021i4.170.

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The purpose of the study was set as to explore cultural influence on leadership perceptions in South Korean organizations in India. The results indicated that South Korean leadership style is perceived as task oriented, while Indian leadership as relationship oriented. Significant factors which made Indian respondents prefer to relationship-oriented leadership were a leader's concern for subordinates, general supervision, two-way communication, delegation, which related to the leader-leaders' concern for individual growth of subordinate. The findings also imply two distinct subcultures, which are one of Indian and the other of South Korean within the South Korean organization in India, in addition to common practices between Indian and South Korean. Therefore, the present study contributes to practicing researchers, managers, professionals, and management practitioners who are concerned with business in India or business with Indians as providing the information with respect to Indian or South Korean cultures, particularly their working cultures.

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Sandefur, Gary, and Philip J. Deloria. "Indigenous Leadership." Daedalus 147, no. 2 (March 2018): 124–35. http://dx.doi.org/10.1162/daed_a_00496.

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A short contextual overview of the past and present opens up a discussion of the challenges surrounding American Indian leadership in the contemporary world and into the future. We survey some of the literature on Native American leadership and consider leadership issues in institutional settings such as academia, tribal governments, pan/inter-Indian organizations, public interest and NGO groups, and global Indigenous structures, suggesting ways in which non-Native organizations can better recognize, respect, and partner with American Indian leaders.

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Mary Jo Tippeconnic Fox, Eileen M. Luna-Firebaugh, and Caroline Williams. "American Indian Female Leadership." Wicazo Sa Review 30, no. 1 (2015): 82. http://dx.doi.org/10.5749/wicazosareview.30.1.0082.

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Alok, Kumar. "Sāttvika Leadership: An Indian Model of Positive Leadership." Journal of Business Ethics 142, no. 1 (July 31, 2015): 117–38. http://dx.doi.org/10.1007/s10551-015-2790-2.

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Muniapan, Balakrishnan, and Patrick Kim Cheng Low. "Asian Leadership Wisdom." International Journal of Asian Business and Information Management 2, no. 4 (October 2011): 10–19. http://dx.doi.org/10.4018/jabim.2011100102.

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This paper is on comparative leadership philosophy. It explores the ancient Asian wisdom for leadership development from the Kautilyan and Confucian perspectives. Every now and then, there is a need for us to look and re-look at ancient wisdoms to be applied effectively in the modern context. In this paper, the authors provide an inside-out leadership development approach. This has practical implications and lessons for contemporary leadership development from an Indian and Chinese cultural perspective. It is also becoming highly relevant due to the growth of both the Indian and Chinese economy. The reference in the Indian context is made from the Arthashastra by Kautilya, while reference in the Chinese context is made from the teachings of Confucius.

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Mahesh, Anuradha, and Gopal Mahapatra. "Rediscovering Indian Womens' Leadership Potential." NHRD Network Journal 2, no. 2 (April 2008): 99–104. http://dx.doi.org/10.1177/0974173920080223.

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Lurie, Nancy Oestreich. "Money, Semantics, and Indian Leadership." American Indian Quarterly 10, no. 1 (1986): 47. http://dx.doi.org/10.2307/1184155.

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Hill, Margo, and Mary Ann Keogh Hoss. "Reclaiming American Indian Women Leadership: Indigenous Pathway to Leadership." Open Journal of Leadership 07, no. 03 (2018): 225–36. http://dx.doi.org/10.4236/ojl.2018.73013.

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Pantula1, Prabhu Dayal. "Change and Leadership: An Indian Perspective." NHRD Network Journal 14, no. 4 (October 2021): 438–49. http://dx.doi.org/10.1177/26314541211038130.

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In this article, Prabhu examines the ‘Indian way of leading and managing change’, particularly contextualising it to the Indian IT Industry. In doing so, he brings together the cultural, sociological and philosophical streams of thought embedded in Indian reality. He asserts that: 1. One, need to examine the contextual importance of understanding ‘Indianness’ and the Indian way of dealing with change. 2. Next, to leverage a style of leadership which draws on a deep understanding of the culture and context that drives Indianness. Prabhu draws on data from a quantitative survey he carried out to examine the perceived importance versus practice of various leadership attributes during times of change in organisations as also research from elsewhere. Prabhu looks at perceived gaps in leadership practice, and ways to address these by leveraging what can be defined as Indianness in leadership and management and offers a construct that seeks to integrate. Now more than ever before, it is all the more imminent that we bring focus to how Indian leaders manage and support in times of change.

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D’Souza, Lestan. "A study on the role of leadership in sustainable business practices in India." International Journal of Multidisciplinary Research and Growth Evaluation 5, no. 2 (2024): 207–14. http://dx.doi.org/10.54660/.ijmrge.2024.5.2.207-214.

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In the context of global environmental challenges and the increasing importance of sustainable development, the role of leadership in steering organizations towards sustainable business practices has become crucial, particularly in emerging economies like India. This theoretical research paper explores the impact of leadership styles and behaviors on the adoption and implementation of sustainable business practices within Indian organizations. Drawing upon a variety of leadership theories, including transformational, ethical, and servant leadership, the paper proposes a conceptual framework that links specific leadership attributes to sustainability outcomes in the Indian business context. The paper begins by examining the unique socio-economic and cultural landscape of India, which shapes the business environment and the sustainability challenges it faces. It then reviews the literature on leadership theories and their relevance to sustainability, adapting these concepts to the Indian context. The core of the paper hypothesizes that Indian leaders who exhibit transformational and ethical behaviors are more likely to foster a culture of sustainability within their organizations. This is due to their ability to articulate a clear vision of sustainability, inspire and motivate employees towards this vision, and incorporate ethical considerations into decision-making processes. Furthermore, the paper discusses the role of Indian philosophical and spiritual principles, such as the concept of Dharma (duty/righteousness) and Karma (action), in influencing leadership approaches towards sustainability. It argues that these indigenous concepts can enrich leadership practices and enhance the commitment to sustainability by aligning business operations with broader societal and environmental goals. To support its arguments, the paper synthesizes evidence from theoretical models, case studies of Indian companies that have successfully integrated sustainability into their business strategies, and interviews with business leaders known for their sustainability initiatives. Finally, the paper outlines practical implications for leadership development and policy recommendations to encourage sustainable business practices across the Indian corporate sector. By bridging the gap between leadership theory and sustainable business practices in the Indian context, this research contributes to a deeper understanding of how effective leadership can drive the transition towards more sustainable and responsible business models in emerging economies.

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Rosenthal, Nicolas G. "Repositioning Indianness: Native American Organizations in Portland, Oregon, 1959––1975." Pacific Historical Review 71, no. 3 (August 1, 2002): 415–38. http://dx.doi.org/10.1525/phr.2002.71.3.415.

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This article examines the processes of community building among American Indians who migrated to Portland, Oregon, in the decades following World War II, contextualized within a larger movement of Indians to the cities of the United States and shifts in government relations with Indian people. It argues that, during the 1960s, working-and middle-class Indians living in Portland came together and formed groups that enabled them to cultivate "Indianness" or to "be Indian" in the city. As the decade wore on, Indian migration to Portland increased, the social problems of urban Indians became more visible, and a younger generation emerged to challenge the leadership of Portland's established Indian organizations. Influenced by both their college educations and a national Indian activist movement, these new leaders promoted a repositioning of Indianness, taking Indian identity as the starting point from which to solve urban Indian problems. By the mid-1970s, the younger generation of college-educated Indians gained a government mandate and ascended to the helm of Portland's Indian community. In winning support from local, state, and federal officials, these leaders reflected fundamental changes under way in the administration of U.S. Indian affairs not only in Portland, but also across the country.

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Varghese, Femina P., Jon N. Nolan, Elson M. Bihm, Kiran Kumar K. Salagame, Richa Khanna, and Saba Rasheed Ali. "Transformational Leadership and Asian Indian Values: Duty, Selfless Service, and Nonviolence." Counseling Psychologist 45, no. 6 (August 2017): 810–29. http://dx.doi.org/10.1177/0011000017723080.

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As reports increase of scandals and unethical behavior in Western corporations and organizations, public faith in leadership has declined, indicating the need for a reevaluation of what makes a good leader. We propose a transformational style of ethical leadership, supplemented by traditional Indian values, for leadership that focuses on duty, selfless service, and nonviolence. We address Indian cultural values of dharma, karma–yoga, and ahimsa in reference to transformational leadership, highlighting the contributions of influential Indian leaders like Mohandas K. Gandhi. We describe the consonance of these values and counseling psychology ideals, as well as their applications for leadership practice, training, and research.

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Bansal, Nidhi, Shipra Singh, and D. K. Srivastava. "Understanding Project Leadership: An Indian Context." Business Perspectives and Research 7, no. 2 (April 15, 2019): 121–31. http://dx.doi.org/10.1177/2278533719833811.

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Capelli, Peter, Harbir Singh, Jitendra V. Singh, and Michael Useem. "The DNA of Indian Business Leadership." NHRD Network Journal 2, no. 5 (April 2009): 66–71. http://dx.doi.org/10.1177/0974173920090513.

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Brinkman, John, and Tomy K. Kallarakal. "Leadership Orientation In Indian Small Businesses." Ushus - Journal of Business Management 8, no. 2 (June 10, 2009): 55–66. http://dx.doi.org/10.12725/ujbm.15.6.

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The paper considers how leadership is practiced currently in SMEs situated in the Bangalore region of India. Thus addressing the lack of research into leadership-in-practice noted by a number of authors (Stogdill, 1974; Bryman, 1992; Gronn & Ribbins, 1996; Yukl, 2005) and hence the paper makes a contribution towards understanding of leadership within the Indian SME sector. The research focuses on the leader, not followers, and considers what leaders in SMEs do and would like to do. The research project is descriptive and aims to give a snapshot of current views on leadership by Indian SME leaders. This was achieved by use of a 33-item questionnaire and semi-structured joint interviews. The questionnaire was constructed to consider leadership behaviours based on the three-dimensional taxonomy proposed by Yukl et al. (2002). Here three metacategories (Task-Oriented Behaviours, Relations-Oriented Behaviours & Change-Oriented Behaviours) are categorised in line with the behaviours identified. This multidimensional model does not attempt to classify whether a leader is more focused on one area but to 'classify specific leadership behaviours' (Yukl, 2005).

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Sathish, M., Vinayak Rajat Bhat, Satheesh Varma M., and N. L. Balasudarsun. "Leadership Lessons from Indian Knowledge System." Purushartha - A Journal of Management Ethics and Spirituality 12, no. 02 (May 25, 2019): 1–13. http://dx.doi.org/10.21844/16201912201.

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In a Volatile, Uncertain, Complex and Ambiguous (VUCA) world efficiently managing the human resources is highly challenging for this era leaders. Leadership is a powerful enabler that can leverage an organisation to any heights. But bad leadership can downside any organization which leads to destruction. To lead the organization effectively and efficiently leaders follow different types of leadership styles. So, one of the critical challenges is leading the organization and driving towards his vision. Therefore, one of the major issues and the real concern of any organization is identifying great leaders and nurturing the best qualities. Several theories were discussed and deliberated this issue from a multiple perspective. So many different qualities and styles of leadership have been discussed in modern management theories. The interesting observation is our ancient scriptures such as Bhagavad Gita, Mahabharata, Ramayana, Arthashastra and Bhoja Prabandha etc., we get different perspectives of what leadership is and what it can do to an organization. For Instance, Lord Krishna who was the avatar of Lord Vishnu who was a divine soul with a high degree of intelligence, communication skills and ability to influence others and capable of resolving any crises faced by his devotees. In the modern scenario, it can be said that Lord Krishna has acted as the greatest crises manager the world has ever produced. If we look towards Mahabharata, we can say that Krishna was the Finest Strategist. Even though many other characters in Mahabharata have responded to the great challenges at that time. Krishna was also a thoughtful and intelligent leader he adopted different leadership style according to the time; people and situation. Majorly this paper focus on how our Indian ancient scriptures such as Bhagavad Gita, Mahabharata and Ramayana had different perspectives on leadership qualities.

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Tripathi, Smita, Guru Prakash Prabhakar, and Joyce Liddle. "Leadership insights from the top: exploring leadership through the narratives of CEOs in India." International Journal of Public Leadership 11, no. 3/4 (August 10, 2015): 126–46. http://dx.doi.org/10.1108/ijpl-02-2015-0006.

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Purpose – The purpose of this paper is to highlight the corporate and non-corporate leadership practices in India, the effect of culture on such practices and how these drive management philosophies. Design/methodology/approach – Semi-structured interviews were conducted with CEOs from India. A key finding was that Indian leadership shares some aspects of global leadership traits, but factors such as culture and religion are significant influences on their leadership style and philosophy. Findings – The findings are helpful to both practitioners and policy makers seeking to understand the leadership style of Indian CEOs. Originality/value – Many qualities of a good leader, as defined by Indian CEOs were derived from the Hindu mythology (Bhagvad Gita, Mahabharata, Ramayana and the four Vedas).

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Tippeconnic, John. "Identity-based and Reputational Leadership: An American Indian Approach to Leadership." Journal of Research on Leadership Education 1, no. 1 (April 2006): 1–3. http://dx.doi.org/10.1177/194277510600100115.

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Shameerudeen, Clifmond. "A Mentoring Model: A Leadership Style for Seventh-day Adventists in Southern Asia." Journal of Adventist Mission Studies 17, no. 1 (2021): 71–88. http://dx.doi.org/10.32597/jams/vol17/iss1/7/.

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The Seventh-day Adventist Church in India has been commissioned by God to be a witness to the 1.3 billion people in India of whom 80% are from a Hindu background. After a hundred years, the Southern Asian Division has a membership of 1.5 million people. There are many reasons to celebrate the success of the Seventh-day Adventist Church in India, particularly the success of the Adventist school system and the health care provided by the health institutions. However, the organization that is responsible for leading South Asians to Jesus Christ may not be able to celebrate the same success as the schools and hospitals. An evaluation of leadership practices in the Southern Asian Division is a logical place to begin. The Seventh-day Adventist model of leadership is followed to various degrees by its entities worldwide, including India. Research shows that organizations in India struggle when trying to follow Western leadership styles because Indian society is autocratic (Mehrotra and Sinha 2017:835). Researchers are convinced from years of research that a leadership style from the West is not effective when “transplanted” to India (835). This could be one of the reasons for the failure of the typical Adventist model of leadership in India. However, researchers agree that a model of leadership from within the Indian context is a possible solution because it is part of the cultural context unlike Western models that fail to consider the Indian culture and worldview. Studies show that two styles of leadership originate from Indian culture: autocratic and mentoring. The autocratic leadership style is the most prevalent because it closely follows the Indian family system. The family leader is called the karta and is an autocratic leader who leads from a “high-power distance, hierarchical and dependency prone” culture (Mehrotra and Sinha 2017, 840). The mentoring or guru style is connected to the religious heart of India. Under this model, a master leads with the goal of preparing subordinates to replace himself, perhaps becoming even better leaders than the master (Gayen 2018). The central issue in India is that the leaders of the Southern Asian Division subscribe to the autocratic style of leadership found in the Indian karta family system. The Seventh-day Adventist Church is like an extension of the Indian family. This model of leadership is contrary to the model of leadership suggested in the Seventh-day Adventist Church Manual and the Bible. Jesus’ model of leadership is very similar to the mentoring or guru model of leadership.

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Brewster, David. "Indian Strategic Thinking About the Indian Ocean: Striving Towards Strategic Leadership." India Review 14, no. 2 (April 3, 2015): 221–37. http://dx.doi.org/10.1080/14736489.2015.1030198.

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Rawat, Preeti S., and Shiji Lyndon. "Effect of paternalistic leadership style on subordinate’s trust: an Indian study." Journal of Indian Business Research 8, no. 4 (November 21, 2016): 264–77. http://dx.doi.org/10.1108/jibr-05-2016-0045.

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Purpose The purpose of this paper is to study the effect of paternalistic leadership of the boss on the trust of the subordinate. Design/methodology/approach The present study adopted survey method to test the hypotheses. Paternalistic leadership style was measured by a 24-item scale developed by Cheng et al. (2004). Trust was measured by a four-item scale by Schoorman and Ballinger (2006). Data were collected from a sample of 253 respondents. Findings The results show that in India, paternalistic leadership style leads to subordinate trust. The result further found that though benevolent and moral leadership leads to trust, authoritarian leadership does not lead to formation of trust. Practical implications The study has important implications in areas like managing leader–member relations, leadership training and team efficacy. Originality/value Leadership researchers in Indian context have largely adopted etic approach which attempts to generalize Western leadership theory to Indian context. However, uncritical adaptation of techniques developed in Western context may not be effective in the Indian cultural environment. The concept of paternalistic leadership was developed in Chinese context, but as India scores high on paternalism, the present study uses the paternalistic leadership style to study its effect on subordinate’s trust on leader.

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Patnaik, Dr Susanta Kumar. "Sustainable Leadership: Key to Sustainable Future in Indian Organizations." Global Journal For Research Analysis 3, no. 2 (June 15, 2012): 96–97. http://dx.doi.org/10.15373/22778160/february2014/32.

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Pradhan, Rabindra Kumar, Madhusmita Panda, and Lalatendu Kesari Jena. "Transformational leadership and psychological empowerment." Journal of Enterprise Information Management 30, no. 1 (February 13, 2017): 82–95. http://dx.doi.org/10.1108/jeim-01-2016-0026.

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Purpose The purpose of this paper is to examine the role of transformational leadership in psychological empowerment in Indian retail industry. This study also tries to examine whether organizational culture plays a mediating role in the relationships between transformational leadership and psychological empowerment. Design/methodology/approach A sample of 310 respondents was randomly selected from different Indian retail organizations for the study. Data collections were carried out using a set of standardized questionnaires. Raw data were analyzed using SPSS 20.0 and process plugin of Hayes for mediation analysis. Findings The empirical investigations of the study have shown that transformational leadership is positively related to psychological empowerment. The study also found partial mediation of organizational culture between transformational leadership and psychological empowerment. Research limitations/implications First of all, the sample size of the study is relatively small (n=310). The study is limited to the employees of eastern Indian retail organizations. Second, the common method bias is presumed to influence and inflate the relationships between the variables of the study as the data on all three variables were collected at the same point of time from respondents. Practical implications The road map presented in this paper may be helpful for the retail executives to diagnose organizational culture and leadership styles prevailing in the organization and their influence on psychological empowerment. The study may be helpful for retail managers to develop a desirable culture through the practice of transformational leadership that would enhance the empowerment process. Originality/value This paper adds value to the limited body of knowledge about the association among transformational leadership, psychological empowerment, and organizational culture. The findings presented in this paper would be beneficial for Indian researchers, OD experts and organization scientists in developing a culture of empowerment by the help of transformational leadership. Unique statistical tools have been used for mediation analysis.

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Schultz, George A., and R. David Edmunds. "Tecumseh and the Quest for Indian Leadership." Journal of American History 72, no. 2 (September 1985): 399. http://dx.doi.org/10.2307/1903404.

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Aggarwal, Monika. "Female Leadership and Performance of Indian Banks." International Journal of Management Studies VI, no. 4 (June 10, 2019): 62. http://dx.doi.org/10.18843/ijms/v6si4/08.

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Metoyer, Cheryl. "Leadership in American Indian Communities: Winter Lessons." American Indian Culture and Research Journal 34, no. 4 (January 1, 2010): 1–12. http://dx.doi.org/10.17953/aicr.34.4.m78g416545510r18.

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Berthrong, Donald J., and R. David Edmunds. "Tecumseh and the Quest for Indian Leadership." American Historical Review 94, no. 5 (December 1989): 1464. http://dx.doi.org/10.2307/1906517.

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Gray, Ralph D., and R. David Edmunds. "Tecumseh and the Quest for Indian Leadership." Western Historical Quarterly 16, no. 3 (July 1985): 345. http://dx.doi.org/10.2307/969144.

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Sapre, Padmakar M., and Mridula D. Ranade. "Moral leadership in education: an Indian perspective." International Journal of Leadership in Education 4, no. 4 (October 2001): 367–81. http://dx.doi.org/10.1080/13603120110078034.

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Vogel, Virgil J., and R. David Edmunds. "Tecumseh and the Quest for Indian Leadership." American Indian Quarterly 10, no. 2 (1986): 134. http://dx.doi.org/10.2307/1183988.

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Solanki, Anjali, Surender Kashyap, and Ajai Agrawal. "Quest for Leadership in Medicine: Indian Perspective." Indian Journal of Chest Diseases and Allied Sciences 59, no. 1 (November 18, 2022): 5–7. http://dx.doi.org/10.5005/ijcdas-59-1-5.

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Saini, Damini, and Sunita Singh Sengupta. "Responsibility, ethics, and leadership: an Indian study." Asian Journal of Business Ethics 5, no. 1-2 (February 18, 2016): 97–109. http://dx.doi.org/10.1007/s13520-016-0058-2.

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Pingali, Venugopal. "Responsible leadership: learning from Indian case studies." Asian Journal of Business Ethics 5, no. 1-2 (January 27, 2016): 139–47. http://dx.doi.org/10.1007/s13520-016-0060-8.

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Afshan, Gul, Muhammad Kashif, Firdous Khanum, Mansoor Ahmed Khuhro, and Umair Akram. "High involvement work practices often lead to burnout, but thanks to humble leadership." Journal of Management Development 40, no. 6 (September 30, 2021): 503–25. http://dx.doi.org/10.1108/jmd-10-2020-0311.

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PurposeBased on the conservation of resources theory, this study aims to investigate high involvement work practices (HIWP) as an antecedent to burnout with a mediating role of perceived work–family (WF) imbalance. Moreover, this study examines whether humble leadership moderates the relationship between HIWP and WF imbalance.Design/methodology/approachUsing a time-lagged survey approach, data are collected from 200 employees working in the Indian services sector organizations.FindingsThe findings demonstrate that HIWP has a direct negative effect on burnout and an indirect effect via WF imbalance. Also, humble leadership moderates the relationship between HIWP and WF imbalance.Originality/valueBy studying the pessimistic view of HIWP in the Indian context, this study contributes to the scant studies available on its effect on burnout in collectivistic societies. Furthermore, humble leadership's moderating role in the relationship between HIWP and WF imbalance is unique to this study.

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Maheshwari, Shilpa Kabra, and Jaya Yadav. "Leadership development strategy: the missing links." Development and Learning in Organizations: An International Journal 32, no. 1 (January 2, 2018): 11–14. http://dx.doi.org/10.1108/dlo-04-2017-0038.

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Purpose Current volatile environments, business complexity, and leadership gaps are compelling organizations to deploy effective leadership development strategies. Fueled by competitive growth and people challenges, efforts continue to scale up but fail to create the desired leaders. This paper aims to address the missing links and calls for new ways of deploying leadership development strategy. Design/methodology/approach Qualitative data on experiential feedback have been collected from participants and stakeholders of leadership development programs in Indian organizations. Findings An integrated six-step approach to leadership development has been proposed for scholars and practitioners. Practical implications From the practitioner’s perspective, this study contributes to the field of leadership development by challenging the relevance of current approaches. It also adds to the scholarly literature on leadership development in the context of the organization and the individual. Originality/value Current studies in the area of leadership development in the Indian context are scarce.

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Bhandarker, Asha, and Snigdha Rai. "Positive transformational leadership: case study of an Indian public sector bank." Asia-Pacific Journal of Business Administration 7, no. 1 (April 7, 2015): 34–55. http://dx.doi.org/10.1108/apjba-03-2014-0044.

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Purpose – The purpose of this paper is to explore the leadership style of Chairman and Managing Director (CMD) and perceived organizational climate of an Indian public sector bank. Design/methodology/approach – For the present study data were collected using mixed-method approach including both semi-structured interview and inventories. Sample included the top, middle, and senior-middle level officials of the bank. Findings – Data were analyzed using content analysis and descriptive statistics. Findings indicated that: the perceived leadership style of CMD is a combination of transformational leadership and positive leadership; there is a positive organizational climate prevalent in the bank; and positive transformational leadership style of CMD has played a considerable role in the development of positive organizational climate in the bank. Originality/value – Present study provides valuable insights regarding contemporary leadership style in an Indian organization which is the combination of both positive and transformational leadership style and its contribution to building positive organizational climate.

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Kumar, Ashutosh. "Electoral Politics in Indian Punjab." South Asia Research 37, no. 1 (January 30, 2017): 37–57. http://dx.doi.org/10.1177/0262728016675528.

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The forthcoming Assembly elections in Punjab in early 2017 indicate signs of a new phase in the electoral history of this state, largely dominated earlier by various political alliances headed by the Shiromani Akali Dal (SAD) under Jat Sikh leadership. Presented within the wider Indian electoral landscape, this article offers an analytical overview of Punjab’s electoral politics as it has evolved since partition from the vantage point of SAD. It is argued that there are several good reasons why traditional SAD domination and style of leadership are presently being challenged through a combination of new political actors and, significantly, changing awareness among a very diverse electorate about what to expect from any government one elects.

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Zumoff, J. A. "The 1925 Tenants’ Strike in Panama: West Indians, the Left, and the Labor Movement." Americas 74, no. 4 (August 22, 2017): 513–46. http://dx.doi.org/10.1017/tam.2017.88.

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In September-October 1925, there occurred in Panama a tenants' strike that helped define the development of the left and workers' movement in that nation. This article presents an overview of the strike—important because no synthetic English-language account exists—and then analyzes the role of black West Indians in the event. West Indians were prominent among the ranks of workers in Panama, and among the slums of Panama City and Colón. Nonetheless, they were not central to the rent strike. This absence reflects the historic relationship between West Indian and Hispanic workers in the isthmus, the effect of the recent defeat of strikes led by West Indians in the Panama Canal Zone, and the lack of attention paid to attracting West Indian support by the Hispanic leadership of the tenants' strike. This division between the West Indian population and the broader labor movement in Panama had lasting effects in the history of the Panamanian left, reinforcing divisions between the struggle for Panamanian self-determination and the struggle against racist oppression of West Indians and their descendants in Panama.

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Karki, Lochan, Badri Rijal, Pawan Kumar Hamal, Milan Chandra Khanal, and Suzit Bhusal. "Management and Leadership Development in Healthcare Professionals." Journal of Nepal Medical Association 61, no. 259 (February 28, 2023): 294–96. http://dx.doi.org/10.31729/jnma.8100.

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In the healthcare system, leadership has never been more crucial. Initiatives to improve health care in underdeveloped nations frequently fail, not for lack of clinical and public health understanding, but rather for lack of management ability. However, there are currently few possibilities for thorough leadership development at any level of career. This short communication highlights the success of the International Public Health Management Development Program by the Nepal Medical Association in conjunction with the Indian Embassy in Nepal, financed by the Ministry of External Affairs under the Indian Technical Education Corporation.

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Sahu, Sangeeta, Avinash Pathardikar, and Anupam Kumar. "Transformational leadership and turnover." Leadership & Organization Development Journal 39, no. 1 (March 5, 2018): 82–99. http://dx.doi.org/10.1108/lodj-12-2014-0243.

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Purpose The purpose of this paper is to report the findings of a study which examines the relationship between transformational leadership and intention to leave through the mediating role of employee engagement, employer branding, and psychological attachment. Design/methodology/approach Transformational leadership, employee engagement, employer branding, and psychological attachment were assessed in an empirical study based on a sample of 405 full-time employees working in information technology (IT) organizations in India. The data which were obtained using Google doc and a printed questionnaire was analyzed through structural and measurement model. Findings The results reveal that transformational leadership style directly influences employee intention to leave. Transformational leadership and employer branding is mediated by employee engagement. The leadership relation with psychological attachment is mediated by employer branding. Practical implications The implications of the study are of utmost importance for Indian IT industries facing high voluntary turnover in recent times. Transformational leaders in teams contribute to develop employee engagement, employer branding, and psychological attachment. Imparting transformational leadership training to team leaders can help in generating psychological attachment with the employees which would go a long way. Originality/value This study explores the relationship among transformational leadership style, employee engagement, employer branding, and psychological attachment which has not been explored theoretically and tested empirically in an Indian context.

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Malik, Nishtha. "Authentic leadership – an antecedent for contextual performance of Indian nurses." Personnel Review 47, no. 6 (September 3, 2018): 1244–60. http://dx.doi.org/10.1108/pr-07-2016-0168.

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Purpose The purpose of this paper is to investigate the relationship between authentic leadership and contextual performance of nursing staff while considering the mediating effect of psychological capital and moderating effect of autonomy on this association. Design/methodology/approach Data were gathered from 41 small and medium-sized hospitals situated in the state of Uttarakhand, India. The sample for the study included 530 nurses and their 146 supervisors. Process macro (Hayes) was used to examine the influence of authentic leadership on contextual performance and the mediating effect of psychological capital and moderating role of autonomy in the relationship between authentic leadership and contextual performance. Findings Results indicate that authentic leadership is positively linked to contextual performance of nurses. Furthermore, psychological capital is found to mediate the relationship between authentic leadership and contextual performance while autonomy acts as a moderator between psychological capital and contextual performance. Practical implications Findings of this investigation would help healthcare managers to understand the importance of developing the psychological capital of healthcare workers. The paper draws attention of hospital administrators toward the need for setting up an appropriate environment wherein nurses are given a certain degree of autonomy to perform their task more effectively. This study also highlights the importance of an effective leadership style, namely authentic leadership in influencing contextual performance in service-oriented organizations such as healthcare institutions, as investigated in this study. Originality/value While extensive literature is available on authentic leadership and its impact on followers’ behavior, very little work seems to have been done to show a linkage between authentic leadership and contextual performance, especially in the context of nurses in developing country such as India. This work, therefore, may be considered original and of significant value in understanding the relationships between the various constructs in the Indian scenario.

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Kaur, Rupinder. "An Empirical Study of Transformational Leadership in Indian Banking Sector." International Journal of Scientific Research 3, no. 2 (June 1, 2012): 266–68. http://dx.doi.org/10.15373/22778179/feb2014/86.

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Kumari, Dr Patiraj, and Vijayshree Sangwan. "Effective Leadership: A Study of Universal Concepts of Indian Scriptures." International Journal of Scientific Research 1, no. 6 (June 1, 2012): 130–35. http://dx.doi.org/10.15373/22778179/nov2012/49.

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Gupta, Rajendra K. "Leadership Strategies & Business performance in top listed Indian companies." Indian Journal of Applied Research 2, no. 1 (October 1, 2011): 124–28. http://dx.doi.org/10.15373/2249555x/oct2012/44.

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Ho, Toh Boon, and Toh Boon Kwan. "The British-led 14th Army in Burma, 1942–1945: The Remarkable Recovery and Successful Transformation of a Military Organization at War." International Journal of Military History and Historiography 37, no. 1 (May 31, 2017): 35–57. http://dx.doi.org/10.1163/24683302-03701004.

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The British-led 14th Army was the Indian Army’s principal formation fighting against the Imperial Japanese Army in Burma from 1942 to 1945. Successive defeats in the Far East made the Indian Army the object of disdain, ridicule and scorn expressed by the senior political and military leadership in London. This leadership dismissed their socially inferior Indian Army counterparts as a “second xi”, commanding a second-rate organization comprising “black” troops. The Indian Army, however, had learnt from its earlier mistakes and had undergone a remarkable recovery and successful organizational transformation amidst bitter combat against their Japanese foe. Improvements in leadership, training and morale, tactical innovations, and the brilliant execution of operational strategy helped resolve London’s strategic impasse over the war against Japan. The end result was the greatest Japanese military defeat in history until it was eclipsed by the Red Army’s decisive blow against Japanese forces in Manchuria in August 1945.

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DORAL, S. "RUKMANI LAKSHMIPATHI –The First Female Prisoner of Salt Satyagraha." YMER Digital 21, no. 05 (May 8, 2022): 231–34. http://dx.doi.org/10.37896/ymer21.05/27.

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The Freedom struggle of India is not a war of rage or a progression under a single leadership with single propaganda. Though some of our national leaders followed extremism for obtaining freedom from British domination ,our country is known for obtaining freedom by following Ahimsa .Millions of Indians spilled their blood and sacrificed their lives to protect our mother country from the reign of the British crown .Under a prominent leader of our nation, Mahatma , a major population of India followed the principal of non-violence and actively participated in the Indian independence movement .Among all the Female participants of the Indian Independence struggle from Tamil Nadu , Rukmani Lakshmipathi was pioneer lady who raised from the south to hail the Freedom Spirit of the Indians

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Stewart, Daniel, Amy Klemm Verbos, Carolyn Birmingham, Stephanie L. Black, and Joseph Scott Gladstone. "Being Native American in business: Culture, identity, and authentic leadership in modern American Indian enterprises." Leadership 13, no. 5 (April 28, 2017): 549–70. http://dx.doi.org/10.1177/1742715016634182.

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Tribally owned American Indian enterprises provide a unique cross-cultural setting for emerging Native American business leaders. This article examines the manner in which American Indian leaders negotiate the boundaries between their indigenous organizations and the nonindigenous communities in which they do business. Through a series of qualitative interviews, we find that American Indian business leaders fall back on a strong sense of “self,” which allows them to maintain effective leadership across boundaries. This is highly consistent with theories of authentic leadership. Furthermore, we find that leaders define self through their collective identity, which is heavily influenced by tribal affiliation and tribal culture. We add to the literature on authentic leadership by showing the role that culture and collective identity have in creating leader authenticity within the indigenous community.

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Syed, Jawad, and Memoona Tariq. "Paradox of gender and leadership in India: a critical review of Mardaani." South Asian Journal of Business Studies 6, no. 3 (October 2, 2017): 365–79. http://dx.doi.org/10.1108/sajbs-05-2016-0047.

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Purpose The purpose of this paper is to shed light on the paradoxical and dynamic nature of gender and leadership in India through a critical review of Indian film Mardaani. Design/methodology/approach The paper offers a critical review of an Indian film and relates the analysis to the context of gender and leadership in India. Findings The review shows that masculine stereotypes of leadership are simultaneously reinforced and shattered in the Indian context, and that despite all the odds, women’s role in organisations is characterised by dynamism and change. The paper situates this review in the broader context of gender, employment and leadership in India and offers a critical analysis. Research limitations/implications The analysis has two implications. First, it indicates that women are equally capable of demonstrating worthy leadership. Second, it highlights that being a leader, or “mannish”, in the workplace does not mean that women are not responsible for the domestic and caring duties at home. In fact, female leaders in India continue to do the double shift by struggling to balance their roles in the workplace and their personal lives. Originality/value The paper offers an original analysis of a Bollywood film in the context of gender, culture and leadership.

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