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Situational Leadership And Personal Effectiveness: Managers In Indian Development Organizations
The paper attempts to gauge the perceptions of the respondents on their preferred leadership style, style range and leadership effectiveness in Development Organizations in India. Leader Adaptability and Style Inventory (LASI) by Hersey and Blanchard (1981) is used for collecting data on leadership....
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| Formato: | Journal Article |
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Abhigyan
2012
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| Summary: | The paper attempts to gauge the perceptions of the respondents on their preferred
leadership style, style range and leadership effectiveness
in Development
Organizations in India. Leader Adaptability and Style Inventory (LASI) by Hersey and
Blanchard (1981) is used for collecting data on leadership. In addition, the paper uses
the personal effectiveness (PE) scale by Pareek (2002) based on the concept of personal
effectiveness drawn from Johari Window Theory. The scale is used to assess personal
effectiveness
based on three dimensions namely Self-Disclosure, Openness to
Feedback and Perceptiveness. Analysis of the data collected indicates a high preference
for S2 style and a negligible preference to S4 style. The paper also attempts to explain the
findings and highlight the cultural context as the reason for preference to S2 style. It
also discusses the implications of the findings on the Managerial training in the Indian
Development Organizations |
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| Descrición Física: | Vol 30. No. 1 (April - June2012) |