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

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:

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.

https://link.springer.com/content/pdf/10.1057%2Fabm.2013.9.pdf

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

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

Rituraj Sar

Papers

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