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Journal articles on the topic 'Leadership India'

Author: Grafiati

Published: 2 June 2025

Last updated: 31 July 2025

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1

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

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Singh, Pratishtha, Veena Sriram, Sonali Vaid, Sharmishtha Nanda, and Vikash R. Keshri. "Examining representation of women in leadership of professional medical associations in India." PLOS Global Public Health 4, no. 8 (2024): e0003587. http://dx.doi.org/10.1371/journal.pgph.0003587.

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Women constitute 70% of the global health workforce but are significantly underrepresented in leadership positions. In India, professional medical associations (PMAs) play a crucial role in shaping policy agenda in the health sector, but very little is known about gender diversity in their leadership. Therefore, we analysed the gender representation of current and past leaderships of Indian PMAs. Data of the current and past national leadership and leadership committees of 46 leading PMAs representing general, specialities, and super-specialities were extracted from their official websites. Ge

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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 (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 lead

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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 (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

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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 (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

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Singh, Niti, and Venkat R. Krishnan. "Transformational Leadership in India." International Journal of Cross Cultural Management 7, no. 2 (2007): 219–36. http://dx.doi.org/10.1177/1470595807079861.

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Bhargava, P. M. "India Lacks Scientific Leadership." Science 335, no. 6075 (2012): 1440. http://dx.doi.org/10.1126/science.335.6075.1440-a.

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Dr, Sushama Sharma. "The Effectiveness of Leadership Styles in Managing Organizational Change in India." INTERNATIONAL JOURNAL OF INNOVATIVE RESEARCH AND CREATIVE TECHNOLOGY 1, no. 3 (2015): 1–8. https://doi.org/10.5281/zenodo.15279623.

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This paper explores the effectiveness of various leadership styles in managing organizational change within Indian organizations. Focusing on transformational, transactional, participative, and situational leadership, the study examines how these styles influence organizational performance, employee engagement, and the successful implementation of change initiatives. By analyzing empirical data and case studies from leading Indian corporations, the research highlights the significant impact of transformational and participative leadership in fostering innovation, reducing resistance to change,

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Biswas, Dipanwita, Seema Singh, and Sunil K. Verma. "Cultural and Religious Heritage of Servant Leadership in India." Colombo Business Journal 16, no. 1 (2025): 160–78. https://doi.org/10.4038/cbj.v16i1.208.

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Servant Leadership is a contemporary philosophy of leadership suggesting that the most effective leaders serve those around them. It is a philosophy emphasising the prioritisation of serving others over oneself and is particularly aligned with non-Western traditions, especially in India. Servant leadership is interpreted and practised variably in Western and non-Western contexts, mirroring the cultural values and philosophical traditions inherent to these countries. This paper aims to illustrate the presence of a non-Western perspective of servant leadership within the religious doctrines and

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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 (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

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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 th

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SHARMA, DR BRAHMMANAND. "“A LEADERSHIP APPROACH AND ITS EFFICACY ON EMPLOYEES”." International Scientific Journal of Engineering and Management 04, no. 05 (2025): 1–9. https://doi.org/10.55041/isjem03697.

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ABSTRACT: Leadership is a fundamental aspect of organizational success, influencing employee performance, motivation, and workplace culture. In India, where organizations operate in diverse and dynamic environments, leadership approaches vary significantly. This study examines different leadership styles and their impact on employee engagement, productivity, and overall job satisfaction. The key leadership approaches analyzed in this research include transformational leadership, transactional leadership, democratic leadership, autocratic leadership, and servant leadership. Transformational lea

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Daash, Annjaan. "Branding Leadership: Mastering Competencies from Outside India." International Journal of Psychosocial Rehabilitation 24, no. 5 (2020): 3918–29. http://dx.doi.org/10.37200/ijpr/v24i5/pr2020100.

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Das, Suchismita, and Satanik Pal. "The Popularity of Donald Trump in India – Explained." Comparative Sociology 24, no. 2 (2025): 159–84. https://doi.org/10.1163/15691330-bja10136.

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Abstract This article examines the curious popularity of Donald Trump in India by investigating pivotal events of Indian socio-political history and the embedded yet imperceptible tenets of Indian culture. The central question of this article is thus, what are the cultural, economic, and socio-political factors that explain the peculiar popularity of Trump among specific sections of the Indian nationalist populace? The article also reveals the processes that have nurtured affinity for populist leadership in India since the country’s independence. It documents why Hindu nationalists have a posi

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Goparaj, Hemanth. "Organizational leadership practices in India." South Asian Journal of Marketing & Management Research 8, no. 2 (2018): 24. http://dx.doi.org/10.5958/2249-877x.2018.00007.3.

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Spary, Carole. "Female Political Leadership in India." Commonwealth & Comparative Politics 45, no. 3 (2007): 253–77. http://dx.doi.org/10.1080/14662040701516821.

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Rao, C. N. R. "Response--India Lacks Scientific Leadership." Science 335, no. 6075 (2012): 1440–41. http://dx.doi.org/10.1126/science.335.6075.1440-b.

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Agnihotri, Alka, and Shikha Kapoor. "Measuring and Exploring Factors of Shared Leadership in the Context of Indian IT Sector." Journal of Cases on Information Technology 21, no. 2 (2019): 21–38. http://dx.doi.org/10.4018/jcit.2019040102.

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This research article explores the factors of shared leadership in IT sector in India. A reliable and a valid scale for the measurement of shared leadership (Scale for Measuring Shared Leadership, SMSL) is therefore developed as the previous researches brought to light the requirement of such scales which relate to the Indian IT sector. An attempt is made to reduce large number of variables, studied in relation to the shared leadership from various books and research journals, to a few workable factors and analyse how the factors derived explain the latent construct of shared leadership in the

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Mr., Shrikant Dinkarao Tandale. "Indira Gandhi's Family Political Legacy: The Dynastic Influence on Indian Governance." International Journal of Advance and Applied Research 12, no. 1 (2024): 336–42. https://doi.org/10.5281/zenodo.14965078.

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<em>Indira Gandhi’s political legacy is deeply intertwined with the Nehru-Gandhi family’s dynastic influence on Indian governance. As the daughter of Jawaharlal Nehru, India’s first Prime Minister, Indira Gandhi inherited a political tradition that shaped her leadership and decision-making. Her tenure as Prime Minister (1966–1977, 1980–1984) reinforced the centralization of power, a strong executive, and the institutionalization of dynastic politics in India.</em> <em>This study examines how Indira Gandhi’s leadership contributed to the strengthening of the

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Agarwal, Himanshu, and Nitin Rastogi. "Management Leadership and Bhagwat Gita." Contemporary social Sciences 30, no. 3 (2021): 141–50. https://doi.org/10.5281/zenodo.5816498.

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Management Leadership is concerned to initiate innovation and to administer risk in Business. But management leadership is lacking the proper pattern of leadership. Basically, actions dictate outcome while in present scenario outcome is dictating actions. The management leadership is also lacking an effective understanding of emotions and vision. Understanding of other’s emotions and vision is highly necessary to achieve success. If it is not done, a contradiction between matter and mind will arise. Indian organizations have well followed and adopt the

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Shah, Shalaka Sharad, and Sairaj Milind Patki. "Getting traditionally rooted Indian leadership to embrace digital leadership: challenges and way forward with reference to LMX." Leadership, Education, Personality: An Interdisciplinary Journal 2, no. 1 (2020): 29–40. http://dx.doi.org/10.1365/s42681-020-00013-2.

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Abstract Leadership has been a topic of great interest for researchers, business people, educators, and government officials alike over the years. Leadership as a theoretical construct has undergone a great deal of changes as a result of changes such as modernization, globalization and most recently digitalization. Taking into account the various changes that the internet and cloud computing has introduced in the organizational systems and processes across the globe, it is prudent to understand the relationship between leadership and digitalization to foresee how leaders should prepare themsel

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CHAUHAN, SWETA. "EMOTIONAL INTELLIGENCE AND LEADERSHIP IN INDIA." Turkish Journal of Computer and Mathematics Education 09, no. 03 (2018): 819–28. http://dx.doi.org/10.36893/tercomat.2018.v09i03.819-828.

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This paper makes the case that the leadership process is heavily influenced by feelings (moods and emotions). More precisely, it is suggested that emotional intelligence, or the capacity to comprehend and control one's own and others' moods and emotions, plays a role in effective leadership in organisations. There are four main components of emotional intelligence: understanding and expressing emotions, using emotions to improve thinking and decision-making, knowledge of emotions, and managing emotions. Additionally, how emotional intelligence contributes to effective leadership by focusing on

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Shaheed Khan, Freeda Maria Swarna M, and R. Kannan. "Airlines in India, the era of Sustainable Leadership through new ‘Business Combinations’ in reshaping the tourism and hospitality Industry." international journal of engineering technology and management sciences 7, no. 4 (2023): 214–34. http://dx.doi.org/10.46647/ijetms.2023.v07i04.031.

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India was one of the earliest to have an Airline of its own when the Tata Group started an Airline in 1932. Post-Independence, Tata Airline which was rechristened as Air India was taken over by the Government in 1953. Then it was the tumultuous growth, development, and unfortunate fall of Air India/Indian Airlines. By 1991 the 1953 Law of Airlines (Air Corporation Act) was repealed and Private Airlines came into the picture. After which Indian skies underwent a phenomenal change. The research paper will focus on the way private sector has provided for Leadership on the Airline Segment through

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Mr., Shrikant Dinkarao Tandale. "Indira Gandhi: Pioneering Leadership and the Evolution of Women in Indian Politics." International Journal of Advance and Applied Research 11, no. 2 (2023): 357–62. https://doi.org/10.5281/zenodo.14965044.

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<em>Indira Gandhi, India’s first and only female Prime Minister, played a transformative role in shaping the nation’s political landscape while breaking gender barriers in leadership. This paper explores her pioneering leadership, focusing on her rise to power, governance style, and the impact of her tenure on the evolution of women in Indian politics. As a leader, she demonstrated political acumen, decisiveness, and resilience, navigating challenges such as the Green Revolution, the Emergency (1975–77), and foreign policy crises.</em> <em>Her tenure redefined women’s p

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Ratnakar, B. M. "Political Leadership and Area Development in Indian State: A study of Karnataka State." RESEARCH REVIEW International Journal of Multidisciplinary 10, no. 3 (2025): 133–38. https://doi.org/10.31305/rrijm.2025.v10.n3.016.

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Political leadership plays a crucial role in shaping the developmental trajectory of any nation, and India is no exception. Given its vast geographical expanse, demographic diversity, and complex socio-economic challenges, the role of political leadership in fostering area development in Indian states is both critical and multifaceted. Effective political leadership can significantly influence how regions develop, the allocation of resources, and the achievement of social and economic progress.

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Saifuddin, Samina. "Unveiling Women’s Leadership: Identity and Meaning of Leadership in India." Equality, Diversity and Inclusion: An International Journal 36, no. 3 (2017): 283–86. http://dx.doi.org/10.1108/edi-01-2017-0001.

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Mohapatra, Archisman, Jaspreet Kaur, Ritika Mukherjee, et al. "An Exploratory-Descriptive Analysis of Training Programs for Leadership in Health Research and Services in India." Indian Journal of Public Health 68, no. 2 (2024): 243–50. http://dx.doi.org/10.4103/ijph.ijph_762_23.

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Background: There are several leadership training programs for health researchers in India. However, there is a need to develop context-tailored leadership and mentoring approaches. Objective: The objective of the study is to critically analyze the available leadership training programs in India for health researchers and service providers, for the leadership domains incorporated and overall training approaches. Materials and Methods: We used an exploratory-descriptive design to identify and review leadership training programs for health researchers and service providers/managers that had been

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Schmitt, Tobias. "Impact of Transformational Leadership on Employee Performance in the Tech Industry: A Comparative Study between India and Germany." International Journal of Leadership and Governance 5, no. 3 (2025): 60–71. https://doi.org/10.47604/ijlg.3410.

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Purpose: To aim of the study was to analyze the impact of transformational leadership on employee performance in the tech industry: a comparative study between India and Germany. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: The stu

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Mahapatra, Gopal P., and Tanvika Kalra. "Leadership in Crisis: Lessons from India." NHRD Network Journal 14, no. 4 (2021): 399–405. http://dx.doi.org/10.1177/26314541211043051.

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Society is going through transformation and disruption from time immemorial. Globalisation, liberalisation of the economies and technological disruptions have created unprecedented eventualities in the political, economic, social and industrial domains. The recent COVID-19 pandemic has added enhanced complexities to these domains. The role of leaders, thus, becomes an integral part of addressing these complexities. The authors argue that the leadership role in the business world appears to have transformed from top-down autocratic leadership to inclusive leadership; with each of the stakeholde

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Rai, SanjayK, Shreya Jha, and Puneet Misra. "Empowering public health leadership in India." Indian Journal of Public Health 64, no. 3 (2020): 207. http://dx.doi.org/10.4103/ijph.ijph_1108_20.

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Wilson, Meena Surie, and Emily Hoole. "Developing Leadership: India at the Crossroads." Vikalpa: The Journal for Decision Makers 36, no. 3 (2011): 1–8. http://dx.doi.org/10.1177/0256090920110301.

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Nath G, *Kailas. "Partnership as a Pillar ofIndia's Regional Strategy." Journal of Research in Humanities and Social Science 13, no. 3 (2025): 218–22. https://doi.org/10.35629/9467-1303218222.

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The Shangri-la statement painted a picture of India's global and regional priorities. It involved partnerships and collaboration with countries in the region and the globe. The statement served as a message to smaller countries to cooperate without taking sides, thus pulling them into the Sino-India or US rivalry. In a way, India portrayed to the smaller and middle powers that it could take up leadership to stabilise the region through cooperation and partnerships. India's association with the QUAD countries and treating them as natural partners for the Indo-Pacific partnerships shows its reso

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Dr., Jaikumar G. Kshirsagar. "Women In Sports: Sports Leadership And Challenges." International Journal of Advance and Applied Research 4, no. 2 (2023): 100–102. https://doi.org/10.5281/zenodo.7546147.

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The Women in Sport movement is becoming an international phenomenon; and that's right, girls make up 1/2 of the world's population. However, changes were slow and long-standing traditions were kept in abundance. However, we believe that there may be qualitative capability at the system level that can be used to challenge the status quo through disruption and expansion. Given the recognized benefits of physical activity, exercise and play for individual fitness, and particularly the protective benefits against cardiovascular disease (CVD), such a suspension could have a significant impa

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Kainth, Jyoti, and Tanmay Mathur. "Hyundai Motors India Limited: positioning towards market leadership." Emerald Emerging Markets Case Studies 6, no. 1 (2015): 1–49. http://dx.doi.org/10.1108/eemcs-05-2014-0130.

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Subject area: Marketing Management, Product Management, Marketing Strategy. Study level/applicability Bachelor of Business Studies, MBA, Executive MBA. Case overview The case throws light on the intensely competitive Indian passenger car market and its unique challenges faced by Hyundai Motors India Limited (HMIL). It tries to capture the evolution of this dynamic industry, which is characterized by regular product launches and re-positioning efforts. The students are expected to assess the performance of HMIL and the success of its positioning efforts through multiple quantitative and qualita

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Jyoti Singh. "A Study on Leadership Challenges and Its Impact on Organizational Effectiveness with Special Reference to the Higher Education Sector of Uttar Pradesh." European Economic Letters (EEL) 15, no. 2 (2025): 4777–91. https://doi.org/10.52783/eel.v15i2.3328.

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This study examines leadership challenges and their implications for the effective functioning of higher education institutions (HEIs) in Uttar Pradesh, India. It investigates the relationship between leadership practices and organizational efficiency within the context of a rapidly evolving higher education landscape. Employing a mixed-methods approach, the research integrates quantitative surveys and qualitative interviews with academic heads and key stakeholders to identify critical leadership issues and assess their impact on institutional performance. The findings reveal significant corre

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Jayashree, S., and S. Sadri. "Managerial Leadership in the Twenty-First Century." Vision: The Journal of Business Perspective 2, no. 1 (1998): 19–26. http://dx.doi.org/10.1177/09722629x98002001004.

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This paper is based on research conducted in Universities of India between 1993 and 1997. It critically examines the kind of leadership required to lead Indian Industry into the 21st Century. The approach though based on data, is theoretical. The study suggests that a combination of ethics and novel ideas is the mix of skills which the new leadership will per force have to possess if it is to blaze a trail and lead from the front.

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Cartwright, Jan. "India's Regional and International Support for Democracy: Rhetoric or Reality?" Asian Survey 49, no. 3 (2009): 403–28. http://dx.doi.org/10.1525/as.2009.49.3.403.

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Abstract In recent years, Indian leaders have elevated the prominence of democratic rhetoric in their regional and international political discourse. This paper examines India's record of democracy promotion. It argues that India has much to gain by selectively supporting democracy in neighboring countries. Furthermore, participating in multinational efforts at democracy promotion offers India a potential vehicle for global leadership.

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Sokolova, Ju I. "SOVIET-INDIAN CULTURAL EXCHANGE IN 1954-1960 ON THE EXAMPLE OF VARIETY." Vestnik Bryanskogo gosudarstvennogo universiteta 06, no. 02 (2022): 132–39. http://dx.doi.org/10.22281/2413-9912-2022-06-02-132-139.

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Cultural exchange in 1954 - 1960 played an important role in the formation of Soviet-Indian cooperation. Adhering to the principles of "pancha shila", the Soviet leadership used the strategy of "soft power" to expand its own influence in Asian countries. The exchange of creative teams and individual performers laid the foundation for building cultural relations between the USSR and India in the future. Closer contacts in the period under review were established between circus, theatrical art and dance ensembles. Spectators from both countries had the opportunity to get to know the intangible c

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Louis, Prakash. "Authority and Leadership in the Emerging Indian Scenario." Jnanadeepa: Pune Journal of Religious Studies July-Dec 2001, Vol 4/2 (2001): 35–52. https://doi.org/10.5281/zenodo.4289468.

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The Indian sub-continent has witnessed two powerful tremors within a short span of two months. The new millennium seems to be opening up with tremors of various nature for India. The first one was the earthquake that shook Gujarat beyond any reparable measures. The second tremor was the ‘Tehelka Scam’ which has turned topsy-turvy the entire edifice of Indian political scenario for the present. Tremors are not anything strange to the Indian social, cultural, political, economic and ecological landscape. But since these tremors have uncapped a can of worms as well as caused a chain o

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Babu M, Dinesh, and Bijay Prasad Kushwaha. "Does Transformational Leadership Influence Employees' Innovativeness and Mediate the Role of Organisational Culture? Empirical Evidence." International Research Journal of Multidisciplinary Scope 05, no. 01 (2024): 428–40. http://dx.doi.org/10.47857/irjms.2024.v05i01.0244.

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This research endeavours to analyze the correlation between transformational leadership and innovative performance within the IT industry in India. It aims to explore whether the prevailing organizational culture influences this correlation. The data for this study was obtained through a comprehensive survey conducted in the Indian IT sector. The participants for the survey were employees working in the IT sector in Tamil Nadu state of India. The findings of this study illustrate that transformational leadership has a positive influence on the innovative performance of individuals. Moreover, t

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Senthamizh Sankar, S., K. S. Anandh, S. Rajendran, and K. N. Sen. "The impact of various safety leadership styles on construction safety climate: A case of South India." IOP Conference Series: Earth and Environmental Science 1101, no. 4 (2022): 042005. http://dx.doi.org/10.1088/1755-1315/1101/4/042005.

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Abstract The Indian construction industry is the second-largest job-providing sector in the country, which comprises many investments. According to the International Labour Organization (ILO) report, India is a significant contributor to construction site accidents and fatalities among world nations. The poor Safety Leadership (SL) style and the diminished leader’s commitment to quality safety outcomes have caused misfortunes in construction sites. This paper aims to identify the impact of various safety leadership styles on the Organisational Safety Climate (OSC) predictors and propose a conc

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G., Dr Anupama. "Reflections of Servant Leadership from Great Epics of India." International Journal of Psychosocial Rehabilitation 24, no. 5 (2020): 3695–704. http://dx.doi.org/10.37200/ijpr/v24i5/pr202078.

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Dr. J. H. Vyas, Dr J. H. Vyas, and S. N. Singh S. N. Singh. "Leadership across the Organizationsin Public Sector Units in India." Indian Journal of Applied Research 4, no. 6 (2011): 283–89. http://dx.doi.org/10.15373/2249555x/june2014/90.

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Nafees, Lubna, Mokhalles Mohammad Mehdi, and Shivani Kapoor. "Bachpan Bachao Andolon: saving childhood!" Emerald Emerging Markets Case Studies 14, no. 3 (2024): 1–23. http://dx.doi.org/10.1108/eemcs-07-2023-0247.

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Learning outcomes The case study aims to provide students with an understanding of child labour in India and how the Bachpan Bachao Andolan (BBA) movement is facilitating the eradication of child labour in India. The key objectives are to understand the challenges of eradicating child labour in India, assess the approaches to rescue and rehabilitation for the protection of a child in India, analyse the personality traits of a leader and evaluate the charismatic leadership of a leader. Case overview/synopsis The case study discussed child labour and the movement started by Kailash Satyarthi to

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Naik, Shruti D. "Leadership Styles in India- An empirical Study of Indian Entrepreneurs/Leaders." Ushus - Journal of Business Management 14, no. 2 (2015): 37–52. http://dx.doi.org/10.12725/ujbm.31.3.

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The word Leader simply means a person who leads. A leader should necessarily possess the characteristics of organizing, staffing, training, motivating, recognizing the special capabilities and talents, setting standards, correcting deviations, achieving objectives etc. or by guiding his subordinates and showing the way to be followed in order to reach the organizational goal. Each and every person has to either lead or follow. This is decided on the basis of aptitude, potential and determination.Very few are daring and courageous enough to risk unpopularity by depending from the herd. The abil

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Sahu, Sangeeta, Avinash Pathardikar, and Anupam Kumar. "Transformational leadership and turnover." Leadership & Organization Development Journal 39, no. 1 (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 question

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Dr, Rajesh Choudhary. "The Influence of Gandhian Thought on Contemporary Indian Politics." INTERNATIONAL JOURNAL OF INNOVATIVE RESEARCH AND CREATIVE TECHNOLOGY 3, no. 1 (2017): 1–8. https://doi.org/10.5281/zenodo.15279609.

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This paper explores the profound influence of Gandhian thought on contemporary Indian politics, focusing on its enduring relevance in shaping political ideals, leadership, and societal movements post-independence. It delves into key Gandhian principles such as non-violence (ahimsa), truth (satya), self-reliance (swadeshi), and ethical governance, examining their impact on India’s democratic evolution, political leadership, and social reforms. The paper traces the influence of Gandhi’s values on Indian political leaders, from Nehru and Shastri to contemporary figures, illustrating h

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D, Vinod Kumar, and Rustam Bora. "Role of Communication Skills in Facilitating Transformational Leadership in the Indian Workplace." Journal of Advances and Scholarly Researches in Allied Education 21, no. 7 (2024): 164–74. https://doi.org/10.29070/ww88c656.

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The role of communication skills in facilitating transformational leadership in the Indian workplace is a critical area of study, given the unique cultural, economic, and social dynamics of India. Transformational leadership, characterized by the ability to inspire, motivate, and foster innovation among employees, relies heavily on effective communication. This abstract explores how communication skills contribute to the success of transformational leaders in the Indian context. In the Indian workplace, which is marked by diverse languages, hierarchical structures, and a collectivist culture,

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Hoskote, Pallavi, and Satish Ramaiah. "Leadership in Psychiatry – Enhancing Practice in the Indian Context." Journal of Psychiatry Spectrum 4, no. 2 (2025): 171–75. https://doi.org/10.4103/jopsys.jopsys_6_24.

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Leadership skills are essential in healthcare, especially in the field of psychiatry. India, being a middle-income nation, has seen major transformations both in the private and public health care sectors. Specifically, mental health is witnessing a phenomenal change with the advent of new technological advancements, growing public awareness, implementation of new Mental Healthcare Act (2017) and increasing investments into setting up world class services. This article represents our viewpoint with current existing challenges for psychiatrists and the field of psychiatric practice in the India

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Gulati, Kamal, Angel Rajan Singh, Sachin Kumar, Vivek Verma, Shakti Kumar Gupta, and Chitra Sarkar. "Impact of a leadership development programme for physicians in India." Leadership in Health Services 33, no. 1 (2019): 73–84. http://dx.doi.org/10.1108/lhs-05-2019-0027.

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Purpose The purpose of this study was to evaluate the impact of leadership development programme on enhancing leadership competencies of physicians in India. Assessment of leadership competencies of physicians is critical for designing suitable leadership development programmes. The previous studies of authors have revealed significant gaps in leadership competencies among physicians in India. Hence, authors have designed a programme incorporating various facets of health-care leadership and evaluated its impact on improvement of leadership competencies of top- and mid-career level professiona

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