The Changing Landscape of Women’s Leadership in India and Korea From Cultural and Generational Perspectives

Chaudhuri, Sanghamitra; Park, Sunyoung; Kim, Sehoon

doi:10.1177/1534484318809753

Cited by 13 publications

(7 citation statements)

References 72 publications

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“…Through corporate and government regulations, family-friendly policies are called for so that women leaders can comfortably lead their corporate and family roles. Organization-driven social events that involve family members may also be thought through for interestingly integrating the personal and professional lives of the women leaders (Chaudhuri et al, 2019). Flexible work arrangements, stress-reducing exercises, health, wellness programmes and sports facilities may support them in performing well.…”

Section: Practical Implicationsmentioning

confidence: 99%

Factors associated with general self-efficacy of women leaders in India

Sarkar

2022

LODJ

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PurposeThe purpose of the study was to examine the impact of both work and non-work domain contextual factors (family support, workplace social support, mentoring support, networking and visible assignment) on the general self-efficacy (GSE) of women leaders in India. Also, we tried to explore whether GSE is connected to women leaders' career aspirations.Design/methodology/approachThis is a survey-based study where data was collected and analysed from 145 women leaders working in a large public sector organisation in India.FindingsResults suggest that except for workplace social support, all other factors have a significant positive impact on the GSE of women leaders. GSE is also significantly associated with women leaders' career aspirations.Originality/valueUniqueness of the article is that we have empirically tested the enablers and deterrents of women leadership in the GSE context, taking note of both work and non-work domains of women leaders. The implications of the results for women's leadership development have been detailed.

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Section: Practical Implicationsmentioning

confidence: 99%

Factors associated with general self-efficacy of women leaders in India

Sarkar

2022

LODJ

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“…A question about understanding the problem of policy coherence: How do the material and ideational dimensions of power work together across scales and levels of jurisdiction to shape the way policies work (Vel, McCarthy, & Zen, 2016) of local government authority in practice? Because generational and cultural differences are also a major challenge for leadership (Chaudhuri, Park, & Kim, 2019). In Central Sulawesi Province in recent years there has been conflict between the Regent and Deputy Regent, among them the Regent of Donggala Kasman Lassa with his deputy Vera E Laruni, Regent Morowali Atripel T and deputy Moh Ashar and Regent Tolitoli Moh.…”

Section: Resultsmentioning

confidence: 99%

Conflict of Government Policy in Tolitoli Regency, Central Sulawesi Province

Pasinringi

Darwis

Samad

2020

IJPPR

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This study aims to determine how the policy conflict between the Regent and Deputy Regent of Tolitoli Regency, Central Sulawesi Province. The basis of research is carried out with a qualitative approach, while the type of research is exploratory. This research was conducted in Tolitoli Regency with the basis of the problem being the conflict of Regent Moh. Saleh Bantilan with Deputy Regent ABD Rahman Hi. Buddin. In this study, it was found that the root causes of conflict were conflicts of political interest in policies and authority to organize the Bureaucratic Structure in the levels of the Tolitoli Regency Regional Government which occurred in the two periods 2010-2015 and 2015-2020. The data collection techniques used are; first, literature study, by searching literature and documents related to the scope of research. second, in-depth interviews with research informants who have been determined purposively. The results of the study revealed that there was a political policy conflict between the Regent, Moh. Saleh Bantilan with his representatives for two periods, in which Moh Saleh Bantilan monopolized the authority in carrying out his duties and functions as Regent whose authority is regulated in Regional Government Law Number 23 of 2014. And this Law does not explicitly and clearly regulate the powers and the obligations of regional heads and deputy regional heads. Thus, the Political Policy conflict occurred, as a result of the transactional political construction agreed upon by both parties when they were candidates for regent and deputy regent, and after being elected as Regent / Deputy Regent, there was a split between the Regent and his deputy. Regional Government bureaucracy does not work professionally.

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“…Generational differences could be country-specific; however, Indian culture is not unitary or homogeneous as it is highly diverse, which is attributable to various socio-economic and linguistic factors (Srinivasan, 2012). Some authors have attempted to define generations at the Indian workplace using a global framework (Chaudhuri et al , 2019; Erickson, 2009; Ghosh and Chaudhuri, 2009; Srinivasan et al , 2014; Srinivasan et al , 2011). Thus, because of the heterogeneous nature of Indian culture as well as the lack of any established cohorts, the current study also makes use of the age-based construct of generation and includes four age cohorts, namely, baby boomers, Generation X, Generation Y and Generation Z, based on birth years(Weeks and Schaffert, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

Exploring intergenerational differences in the virtue of appreciation at the workplace

Garg

Mahipalan

2022

SRJ

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Purpose The present study aims to explore the intergenerational differences in the virtue of appreciation. The construct of appreciation takes a broadened perspective with six dimensions of “have” focus, awe, ritual, present moment, loss/adversity and interpersonal appreciation. Four different generations are studied – baby boomers (above 55 years), pre-millennial or Generation X (41–55 years), millennial or Generation Y (23–39 years) and post-millennial or Generation Z (below 23 years). Design/methodology/approach The collected data is analyzed in two stages. First, the adaptability of the scale is examined using exploratory factor analysis, confirmatory factor analysis, reliability and validity estimates. And in the second stage, the variations in appreciation scores are explored using ANOVA and post hoc analysis. Findings The results reveal statistically significant intergenerational differences among four subscales of appreciation, i.e. “have” focus, awe, present moment and loss/adversity. Only one subscale of appreciation, i.e. ritual, does not vary significantly across respondents of different generations. Also, younger generations have lesser scores on subscales of appreciation than older generations. Thus, it seems that older generations are generally more appreciative than younger generations. Originality/value The present study, to the best of the authors’ knowledge, could be the first research that examines the variation among generations for the experience of broader construct of appreciation within the Indian context.

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The Changing Landscape of Women’s Leadership in India and Korea From Cultural and Generational Perspectives

Cited by 13 publications

References 72 publications

Factors associated with general self-efficacy of women leaders in India

Factors associated with general self-efficacy of women leaders in India

Conflict of Government Policy in Tolitoli Regency, Central Sulawesi Province

Exploring intergenerational differences in the virtue of appreciation at the workplace

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