N Anand Chandrasekar

Bio: N Anand Chandrasekar is an academic researcher. The author has contributed to research in topics: Human capital & Leadership development. The author has an hindex of 1, co-authored 1 publications receiving 11 citations.

Learning to lead: A comparison of developmental events and learning among managers in China, India and the United States

Abstract: In rapidly growing Asian economies, the need to recruit and train additional leadership talent is particularly problematic, as the demand for talent continues to outstrip available indigenous human capital. Yet most leadership development research to date has focused on US samples. The current study extends our knowledge about how managers develop as leaders by analyzing and comparing qualitative data on key developmental events and lessons from senior executives in China and India, and including a comparison to similar recent US data.

The Emergence of China and India in the Global Market

Abstract: 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 Rise of China: What, When, Where, and Why?

Abstract: China has emerged as the fastest-growing economy in the world. In this context, I discuss the antecedents, characteristics, and consequence of China’s rise in the world economy with reference to the “four W” framework (What, When, Where, and Why). This article provides insights into the role of exports and FDI in China’s rise. Theoretical as well as real-life factors contributing to this success are also listed. Comparative analysis with other emerging countries, such as India, is provided. In addition, directions for future research are outlined.

Where do I stand? The interaction of leader–member exchange and performance ratings

Abstract: The congruence model of leader–member exchange (LMX) quality predicts that agreement between leader and members regarding relationship quality is associated with follower performance. However, questions remain over how cultural relational norms influence congruence. This study, based on a government-linked international joint venture in Malaysia, investigates cultural relational norms in relation to leader–member agreement on relational quality and leader evaluation of member performance. Our findings revealed that LMX quality agreement was related to in-role and extra-role performance among dyadic relationships conforming to Malaysian cultural norms. This study contributes to understanding how cultural relational norms provide conditions to the congruence model of LMX.

Strategies That Male Allies Use to Advance Women in the Workplace

Abstract: The purpose of this research study was to identify and examine, from both men’s and women’s perspectives, the specific behaviors and strategies male allies use to successfully support the advanceme...