Rise of the Indian Firm: Understanding Leadership in Indian Organizations

Selvarajah, Christopher; Meyer, Denny; Sukunesan, Suku; Venkatapathy, R.

doi:10.1057/9781137407719_5

Cited by 6 publications

(10 citation statements)

References 44 publications

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“…These five constructs are universally applicable in the sense that their relationships are critical for understanding ILTs across countries, societies, sectors, industries or organisations. This is demonstrated in much of the EIL research in Asia (see Selvarajah and Meyer 2008a;2008b;Selvarajah, Meyer and Davuth, 2012;Selvarajah, et al, 2013b;Selvarajah, et al, 2014;, South Africa (Shrivastava, et al, 2014) and the Netherlands (De Waal, et al, 2011). Thus, the EIL model's leadership perceptions are influenced by national and societal culture.…”

Section: The Eil Modelmentioning

confidence: 93%

“…'be socially and environmentally responsible', 'identify social trends which may have an impact on the work', 'respect the self-esteem of others', 'return favours', and 'accept that others will make mistakes') found to be significant in other studies (e.g. Selvarajah and Meyer, 2006, 2008a, 2008bSelvarajah et al, 2012Selvarajah et al, , 2013aSelvarajah et al, , 2013bSelvarajah, Meyer, Vinen and Trung, 2010;Selvarajah et al, 2014) were used to create the five EIL constructs. The fifth measure is an overall measure for leadership excellence based on those items that the Q-Sort considered to be the epitome of leadership in any organisational context.…”

Section: Relating Work Orientation To Managerial Behavioursmentioning

confidence: 99%

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Dutch Managerial Leadership Strategies: Managing Uncertainty Avoidance, Feminine-Related Social Roles, Organisation Prosperity Focus, and Work Orientation within A Polder Framework

Selvarajah

Meyer

Waal

et al. 2018

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This paper extends Schama's (1988) notion of moral geography where there is a determinacy link between an ecology and those managing organisations within it. We emphasise that the link is framed by its historical legacy of social ideals. This paper hypothesises that the egalitarian influence of the polder philosophy leads Dutch managers to value cooperative partnership based on consensus decision-making, in a symbiotic relationship between the manager and the community. Structural equation modelling of the data obtained from surveying 808 managers across occupational industry sectors in the Netherlands support this hypothesis. Results reveal that in the Netherlands (1) the external environment has an unique influence, through its impact Contemporary Management Research 88 on managerial behaviour; (2) the external environment has a profound influence on managers' personal qualities underpinned by their feminine-value-oriented social roles; and (3) organisational prosperity and work orientations are driven by environmental uncertainty avoidance and managers' feminine-valued social roles.

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Section: The Eil Modelmentioning

confidence: 93%

Section: Relating Work Orientation To Managerial Behavioursmentioning

confidence: 99%

Dutch Managerial Leadership Strategies: Managing Uncertainty Avoidance, Feminine-Related Social Roles, Organisation Prosperity Focus, and Work Orientation within A Polder Framework

Selvarajah

Meyer

Waal

et al. 2018

CMR

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“…Previous implementations of the APEL model have found 37 to 60 different behaviors describing dimensions within the five behavioral categories, in a wide range of Asian countries [78][79][80][81][82][83][84][85][86], in Europe [87], and in Africa [88]. In this study, the APEL framework was extended to include ethical values as highlighted in Figure 4 to examine the relationship between leadership practices and ethical values of managers from the Central European Visegrád nations.…”

Section: Conceptual Model and Hypothesesmentioning

confidence: 99%

Exploring Ethical Business in Central Europe: Leaders’ Values and Perspectives on Good Practices

et al. 2020

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Weaknesses in the institutional environment of Central Europe challenge the sustainability of economic development. Institutional theory stipulates that institutions drive economic development, and institutions are configured by individual values and practices. The World Governance Indicators, the Corruption Perception Index, and the Doing Business Indicators indicate weaknesses in the institutional environments of the Visegrád countries. This paper explores the micro level perspective of institutions, focusing on values and practices, in terms of leadership and ethics. A survey of 868 private and public sector managers from Czech Republic, Hungary, Poland, and Slovakia provides evidence that leadership practices and ethical values are congruent, suggesting a positive influence on the institutional environment. The results also provide evidence for the presence of the gap, spanning between the micro and the macro level factors affecting sustainable economic development. These results imply that a bottom-up view of sustainable economic development is more suitable to the Central European context, and promotion of sustainable economic development needs to focus on the micro level factors.

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“…Selvarajah et al (1995) developed their EIL model in order to theorise leadership excellence in Asia and identified four behavioural dimensions of an excellent leader: personal qualities, environmental qualities, organisational demands, and managerial behaviours. With the inclusion of excellent leadership, the five-construct model has been applied to describe managerial leaders in Asia including Cambodia (Selvarajah, Meyer, & Davuth, 2012), China (Selvarajah & Meyer, 2008b), Indonesia , Malaysia (Selvarajah & Meyer, 2006;2008a), Singapore (Selvarajah, Meyer, Jeyakumar, & Donovan, 2013a), India (Selvarajah et al, 2014), and Thailand (Selvarajah, Meyer, & Donovan, 2013b). The five constructs, which are central to the EIL framework, are defined below (excerpted from Selvarajah, Meyer, & Donovan, 2013a: 359):…”

Section: The Theoretical Framework For Excellent Leadershipmentioning

confidence: 99%

Organisational Leadership in Bangladesh: An Investigation of Managerial Response to A Change Environment

Selvarajah

Meyer

Bose

2018

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This paper examines links between the cultural embeddedness and current managerial response to leadership excellence in a change environment in the context of Bangladesh. The study was performed for the years of 2009 and 2014. To explore the link between culture and managerial response, factor analysis, regression and structural modelling using SPSS V22 and AMOS V22 are employed to explain what constitutes managerial leadership excellence in Bangladesh. The results, based on the perceptions of 660 Bangladesh managers, suggest that managers are receptive to behavioural changes demanded by the environment. In particular, empathy has a negative relationship with the Excellent Leader response in 2014 compared to 2009, thus suggesting environmental changes influencing managerial behaviours. Future research should explore further the time and etic influences on leadership.

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Rise of the Indian Firm: Understanding Leadership in Indian Organizations

Cited by 6 publications

References 44 publications

Dutch Managerial Leadership Strategies: Managing Uncertainty Avoidance, Feminine-Related Social Roles, Organisation Prosperity Focus, and Work Orientation within A Polder Framework

Dutch Managerial Leadership Strategies: Managing Uncertainty Avoidance, Feminine-Related Social Roles, Organisation Prosperity Focus, and Work Orientation within A Polder Framework

Exploring Ethical Business in Central Europe: Leaders’ Values and Perspectives on Good Practices

Organisational Leadership in Bangladesh: An Investigation of Managerial Response to A Change Environment

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