A comparative study of three leadership approaches in India

On becoming a leader in Asia and America: Empirical evidence from women managers

“…The inductive analysis of the interview data followed a multiple-step sequence ranging from descriptive summaries to the development of higher-order categories that required comparative analysis, synthesis, and interpretation across the interviews and across countries (see also Carsten, Uhl-Bien, West, Patera, & McGregor, 2010;Faris & Parry, 2011;Kramer & Crespy, 2011;Ospina & Foldy, 2010;Palrecha, et al, 2012, for examples of this procedure):…”

“…India has also received a lot of attention in management research lately (e.g., Palrecha, et al, 2012); still, there is a scarcity of empirical examinations of emerging patterns of Human Resource Management in the new Indian economic environment (Budhwar & Varma, 2010), including the role of women leaders. While women increasingly acquire professional training and play professional roles, -the salience of women's commitment to family roles-so often emphasized in the Indian culture as being central to their very beingremains undiminished‖ (Bhatnagar & Rajadhyaksha, 2001, p. 561).…”

“…Nurturant leadership is characterized by leaders' care for their subordinates' wellbeing and individual growth. Palrecha, et al (2012) compared this leadership style with transformational leadership and the company's local leadership model in an Indian corporate context and found that the company's local leadership model was the best predictor of subordinates' job performance, followed by nurturant-task leadership; transformational leadership did not explain variance in the performance outcome over and above the other two leadership approaches. Adaptations of transformational leadership measures to India revealed a six-factor model with unique cultural dimensions such as personal touch (e.g., Singh & Krishnan, 2007).…”

“…Concordantly, in building a frame of reference for the analysis of women's leadership styles in Asia and the U.S., we conceptualize our findings not based on single leadership constructs--Western-developed ones such as transformational, transactional (Bass & Avolio, 1994), or ethical leadership (Brown & Treviño, 2006), nor Asian-developed ones such as paternalistic leadership (Pellegrini & Scandura, 2008) and nurturant-task leadership (Palrecha, et al, 2012;Sinha, 1984)--but rather to integrate them. Following DeRue, Nahrgang, Wellman, and Humphrey (2011) we distinguish between relational-oriented and task-oriented leader behaviors, with relational-oriented behaviors encompassing consideration, empowerment, participative, or nurturing leadership and task-oriented behaviors comprising initiating structure, directive, or task leadership.…”

The Influence of Transformational Leadership Behaviours on Oman Public Employees’ Work Performance

“…Transformational leadership is a familiar topic and it is the most outstanding issue in recent research and theories of leadership (Davidson, 2014;Palrecha et al, 2012;Taylor, 2014). Transformational leadership is the most frequently leadership research since the1970s (Bass, 1985;Bass et al, 1990) for increasing motivation (Charbonneau et al, 2001), performance (Barling et al, 2002), identification and high innovation (Bass et al, 2003;Scott, 2003) and managing organizations change (Bass and Riggio, 2006).…”