Leadership development practice bundles and organizational performance: The mediating role of human capital and social capital

Over the past 20 years, China and India have emerged as the fastest growing economies in the world. In this context, the authors review, examine, and list the factors that have contributed to the emergence of China and India (referred to as Chindia). The authors compare the antecedents, characteristics, and consequences of their emergence in the global market. This article provides insights for the researchers and multinational enterprises from rest of the world to carry out studies on country analysis as well as foreign market entry modes. Besides, we posit theoretical and testable propositions for future research.

The Emergence of China and India in the Global Market

This paper is a critique of the dominant functionalist discourse in authentic leadership theory, which shapes the manner in which we perceive authentic leadership development. As an alternative, I ...

Between Person and Person: Dialogical Pedagogy in Authentic Leadership Development

Leadership as a research concept has been for many years – and still remains – an area of significance. The topic of leadership has been researched and debated a great deal; however, the leadership style adopted by higher education institutions within a particular context and culture has been considered very little. The primary aim of the Doctorate research study carried out herein is to examine and evaluate the relationship between leadership styles, i.e. transformational and transactional, productive organisational energy and academic and administrative staffs’ job satisfaction in public and private universities of Saudi Arabia. In fact, during the latest few decades, the leadership body of literature has expanded beyond the focus on traits and behaviours and also provided the theoretical basis for understanding the nature of each variable, which is highlighted in the research study.
The present study was based completely on the quantitative research method approach. Data for the research were collected from the academics and administrative staff of two higher educational institutions in Saudi Arabia through the use of a survey questionnaire which was sent to more than 1,400 potential respondents.
A theoretical framework was also assessed in an empirical study in Saudi Arabia, to examine the impact of leadership style on job satisfaction and the mediating role played by productive organisational energy – as observed in the relationship between leadership style and job satisfaction. The study is significant for practical purposes, as it can benefit organisations in identifying their need for a specific leadership style, in order to boost their employees’ productive energy and satisfaction. The relationship between leadership style, productive organisational energy and job satisfaction was tested theoretically and empirically.
The research determined that in the public King Abdulaziz University, transformational leadership predicted neither job satisfaction nor productive organisational energy to a significant level, though transactional leadership did so. Conversely, for the private Dar Alhekma University, transformational leadership did predict job satisfaction and productive organisational energy to a significant level, but transactional leadership did not manage to do so.
Finally, a review of some of the limitations of the research study and several areas of future research are provided on the basis of the empirical and theoretical findings.

The power of productive organisational energy in relation to leadership style and job satisfaction: the context of Saudi Arabian universities

Stewardship theory of corporate governance is a normative alternative to agency theory. This article argues that the stewardship behaviour of managers results in exemplary corporate governa...

Stewardship Theory of Corporate Governance and Value System: The Case of a Family-owned Business Group in India:

Sharing our considerable experience as teachers who have designed and conducted leadership development programmes, we discuss the challenges in the field of leadership development. We distinguish between leader development and leadership development; differentiate leadership theories from leadership development theories; discuss the goals of leadership development programmes and their implications for the design of such programmes – the knowing , being and doing gap and how the goal, cognitive understanding vs. deeper internalization vs. transformation would impact the design; the need to synthesize Western and Indian approaches to leadership development; and the importance of designing coherent leadership development programmes which combine multiple methods and approaches.

Dialogue on leadership development

Aarti Shyamsunder*, Anand S, Ankush Punj, Arvind Shatdal, B M Vyas*, Balaji Kumar*, Binu Philip*, C Manohar Reddy, Chitra Sarmma*, Gopal Mahapatra*, Govind Srikhande*, Kartikeyan V*, Manoj Kumar Jaiswal, Nandini Chawla, Prabhat Rao*, Prakash K Nair*, Prasad Kaipa*, Rajshekhar Krishnan*, Rishikesha T Krishnan, Rituraj Sar, S K Vasant*, S Ramesh Shankar, Santrupt Misra, Shabari Madappa*, Sudhakar B, Swasthika Ramamurthy*, Twisha Anand, Vasanthi Srinivasan, Vikas Rai Bhatnagar, Vishwanath P*, Vivek Subramanian* and Neharika Vohra and Deepti Bhatnagar (Coordinators)

https://journals.sagepub.com/doi/pdf/10.1177/0256090920110406

C Manohar Reddy

Papers

Dialogue on leadership development

Leadership Development in Organizations in India: The Why and How of It (Part II)