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Business, Management and Accounting >
Organizational Behavior and Human Resource Management
International Journal of Leadership
Publisher:Publishing India Group
Editor in chief:K. Vasanthi Kumari
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Browse by Volumes
Understanding The Effective Leadership Development In Today'S Environment
Author:Siva Ramakrishnan, Christina Febiula
Volume: 1 | Issue no: 2-2013 | Pagination: 61-63
Our sense of the need for leadership is much stronger in times of change, increased competition, conflict or uncertainty about the future. But the need itself is perennial and indispensable. Today, not least because our awareness of change is so strong, many organisations are embarked upon the journey of trying to transform their managers into business leaders, while others are contemplating doing so and wondering what is the best way to go about it. In these turbulent times when the very foundations of organisations are being shaken, leaders need to move beyond the pessimistic predictions, the trendy facts, and the simplistic solutions. They need to turn to what's real and what's proven, to understand what the evidence tells us about how exemplary leaders get extraordinary things done. This paper enlightens a clear idea of understanding the leadership development and presents an idea of how individuals grow naturally as leaders in the present day atmosphere.
Emergence Of Destructive Leader: Proposed Definition And Formulation Of Model
Author:Vedantam Leela, Pranjal Mehta, Sonam Jambhulkar
Volume: 1 | Issue no: 2-2013 | Pagination: 45-59
Destructive leader behaviour is instrumental in creation of toxic workplace environment. With limited literature available, we propose to provide a comprehensive definition encompassing the phenomenon of destructive behaviour which has not been defined so far. In this paper, we have highlighted the emergence of destructive leaders primarily on account of three factors, namely: (i) conducive internal workplace environment (for destructive leader to operate), (ii) destructive leader's characteristics and traits, and (iii) the vulnerable followers. Research in previous decade reflected the researchers? belief on factors that foster destructive leaders. The conclusions of the previous research lack coherence and are disjointed, and as yet, no comprehensive model has been presented to systematically examine these factors. Therefore, the purpose of this article is to present an integrative model of destructive leader behaviour. In our proposed model, we have outlined the confluence of the three factors leading to toxic environment which further contributes to the organisational degradation. The model may provide an opportunity for future research in the field of emerging leadership on mistreatment, destructive behaviour, and non-performing organisations.
A Study Of The Relationship Between Instructional Methods And Learning Styles In Learning Leadership Skills
Volume: 1 | Issue no: 2-2013 | Pagination: 32-45
In the present dynamic and interwoven workplace, leaders have an important role in steering the organisations towards higher performance and yielding competitive edge. Besides being the backbone of an organisation, leaders support effective forward momentum in organisations. At times when it is implicit that leadership is something that can be learnt or at least be improved by learning, leadership training is significant. Leadership training is one of the most important training for building a strong workplace and organisational success. In order to excel at workplace, today managers are generally provided leadership skills, especially communication skills to manage the diversity in an organisation. A case study approach was adopted to explore the relationship between instructional methods and learning style on learning performance in leadership skills training. Results of a 4 × 3 ANOVA revealed significant main effects for instructional methods and learning styles. However, the interaction effect was found to be insignificant. Implications of the findings of the study have been discussed in detail.
Organisational Commitment And Ingratiatory Behaviour As Predictors Of Leader-Member Exchange Among Software Professionals
Author:Gunavathy J. S, Jacquline Marie Longina D.
Volume: 1 | Issue no: 2-2013 | Pagination: 19-31
This study reports about the influence of organisational commitment and ingratiatory behaviour on leader-member exchange. Data were collected randomly from 150 software professionals in Chennai city. Among others, the key findings indicate that select dimensions of organisational commitment (namely, normative commitment and continuance commitment) and one dimension of ingratiatory behaviour (namely, other enhancement) served to significantly predict leader-member exchange.
Charismatic Leadership: Blessing Or Curse
Volume: 1 | Issue no: 2-2013 | Pagination: 12-18
Charismatic leadership has become a popular topic in organisational research in the last few decades. This paper discusses the qualities of great charismatic leaders, and specifically examines the characteristics of such leaders. There are various leadership styles, which may be dictated by the management culture as well as the needs of the organisation or venture .The purpose of this article is to consider the concepts of charisma and leadership, and explain the charismatic leadership process and the attributes that a charismatic leader possesses. This review paper also tries to find out various effects of charismatic leadership on the organisation. The paper also aims to look at the implications of the "dark side" of charismatic leadership, that is, a "villain" charismatic leader concept rather than focusing only on the "heroic" capabilities often studied in leadership research.
Transformational Leadership-An Indispensable Tool For Developing Unrelenting And Unparalleled Success For Organisation
Volume: 1 | Issue no: 2-2013 | Pagination: 1-10
The role of leadership in bringing desired results either through influence or through exemplifying the desired behaviour is quite universal and is globally accepted. The concept of transformational leadership aids in bringing an overall development and change in culture and in bringing fruitful results in organisation. The present study conceptually focuses on role transformation leaders play in building a positive and purposeful attitude of followers and work at macro level by making them more aware emotionally, socially thus transforming their followers into real and effective leaders. The study identifies certain traits of transformational leaders and different ways to evaluate transformational leadership. It also focuses on different strategies by which they bring change in organisation. Few instances which exemplify the role of these leaders in present and in history are also discussed like learning from Bhagvad Gita. Thus this study conceptually focuses on multi-facet role of transformational leaders in making organisation collaborative learning organisation and how the learning helps in building a sustainable advantage for organisation.
Women Leadership In Higher Educational Management
Author:Mamata Mahapatra, Sonu V Gupta
Volume: 1 | Issue no: 1-2013 | Pagination: 31-39
The role of women worldwide is undergoing a dramatic change. Women today share the podium with men in almost all the fields, be it in the kitchen or in the armed services. Working women are no longer a rarity and are now accepted as an integral part of the working force. Indian organizations and educational institutions have also experienced a steady increase in the number of women at managerial position and this pattern is bound to continue in the future as well. Women in educational management are finally coming of age. The transformation of the Indian woman from an enigmatic figure covered in meters of fabric, to today's educated, successful and accomplished professional has not been without great personal sacrifices. This image is as real and alive as the arduous path she has traveled to arrive at her current destination. These are women who have broken shackles thousands of years old, who have walked a previously non traversed path, who have had the courage to make new beginnings and pay the price for the choices they have made. With reference to the above, the authors attempt to carry out interviews of ten successful women in higher educational management in Gandhinagar, Ahmedabad and Mehsana city of Gujarat state. This paper covers in-depth interviews of the so called women leaders who have contributed immense success in the higher education management area. The paper attempts to unearth major barriers, both external and internal, imperative characteristics and suggestions on the basis of practical interviews and well supported research data from India and abroad. It also focuses on various managerial qualities required to be successful administrators in the field of higher education in particular. It also discusses several challenges to women educational managers in their path of success. Qualitative research analysis has been considered for the purpose of data analysis. Last but not least, this study attempts to establish valuable and expensive suggestions for future women educational mangers in India in comparison to the scenario abroad. The paper also analyzes the initiatives taken by government and management in this regard. The approach of this study is conceptual based on a descriptive type. Over and above all this, extensive current literary evidences will give an immense support for the present research paper.
Performance Appraisal Systems In Facility Services Sector: A Case Study
Volume: 1 | Issue no: 1-2013 | Pagination: 26-29
One of the responsibilities of manager is to ensure that an organization functions effectively and efficiently. In order to achieve these goals, a manager must be able to determine and assess performance levels of both an organization and its individual employees. Effective appraisals must focus on proper performance criteria and standards. The purpose of this study is to enquire into the opinions of employees towards the effectiveness of their performance appraisal system in the Private Services Sector in Coimbatore. For the purpose, 120 respondents were selected using random sampling, including managers and executives. A structured questionnaire was administered to the respondents and primary data was collected. Secondary data was collected through various sources like magazines, journals, company records etc. Based on the analysis made, suggestions will be offered.
Leadership Challenges: Role Of Exemplary Leaders
Volume: 1 | Issue no: 1-2013 | Pagination: 21-24
The success or failure of any organization can largely be attributed to its leadership. Thus, to have the appropriate kind of leadership that makes the organization sail through good and bad times is highly crucial. Leadership is all about safeguarding the interest of the organization and its people, and making a positive difference wherever they are. The test of leadership is the ability to deal with ambiguity, uncertainty and complexities. So, in today's competitive world, one needs to identify what differentiates an average leader from a great one or a great leader from an exemplary leader. This paper tries to find out the leadership challenges of today and the growing importance of exemplary leaders in the divergent sphere of the business world.
Strategic Leadership: A Need Of Today'S A Competitive Era
Author:Snehal Sachin Didolkar And Sachin Bansidhar Didolkar
Volume: 1 | Issue no: 1-2013 | Pagination: 14-19
Strategic leadership is the leader's ability to anticipate, envision and maintain flexibility and to empower others to create strategic changes as necessary. This paper is focused on the aspects of strategic leadership like: planning and organizing, problem solving, clarifying, informing, monitoring, motivating, consulting, recognizing, supporting, managing conflict and team building, networking, delegating, developing and mentoring, and rewarding. Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among your colleagues, and taking effective action to realize your own leadership potential. Leadership is considered far more superior and necessary for an organization's success than management. The main function of a strategic leader is forming a vision and a mission, balancing the organizational control, establishing effective organizational culture, and emphasizing on ethical practices. Any strategic leader will not follow one style of leadership. It is always a mix of different styles of leadership. Depending on the goal, the styles of leadership are: autocratic style, participative, transactional, transformational and charismatic leadership.
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