IAHRW International Journal of Social Sciences Review

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

A Qualitative Inquiry of the Behavioural Attributes of Effective Leaders in IT and ITES Sectors


Affiliations
1 Department of Psychology, St. Mira's College for Girls, Pune, Maharashtra, India
     

   Subscribe/Renew Journal


Leadership is critical for organizational success. In order to facilitate successful performance, it is important to understand and accurately measure the behavioural attributes of a leader (Robins, Judge, & Sanghi, 2009). An effective leader should be able to handle strategy, manage resources, foresee change and still be humane. Although there are numerous studies depicting the traits of effective leaders, there aren't enough studies emphasizing their behavioural attributes. There has been very little research on leadership using the qualitative approach in the Indian context. The current study aims to explore the behavioural attributes of effective leaders. Participants of the study were 60 leaders of various organizations of ITand ITES sectors. Unstructured interview and focus group discussion method was used to elicit the dominant behavioural attributes. Thematic analysis was done using Grounded Theory. The common themes highlighted the factors of Strategic, Change, Operational, Performance and Entrepreneur (SCOPE) leadership. The research highlights cultural and gender differences in conceptualization of the themes of leadership in Indian and western context. The results obtained will be useful to recruit and promote candidates to leadership positions by using this framework of the SCOPE model. The present study will contribute to designing a psychometric tool for gauging effective leadership behaviours.

Keywords

behavioural attributes, grounded theory, effective leadership model, IT and ITES sector
User
Subscription Login to verify subscription
Notifications
Font Size

  • Argyris, C., & Schon, D. (1978). Organizational learning: A theory of actionperspective. MA: Addison-Wesley.

  • Bal, V., & Quinn, L. (2014). The missing link: Organizational culture and leadership development. http://www.ccl.org/leadership/pdf/publications/lia/lia2104link.pdf.

  • Behling, O., & Mcfillen, J. (1996). A syncretical model charismatic or transformational leadership. Group and Organisation Management, 21(2), 120-160.

  • Bertrand, M. (2011). New perspectives on gender. In O. Ashenfelter and D. Card (Eds.), Handbook of labor economics(Volume 4B, pp. 1545-1592). Amsterdam Elsevier.

  • Bhatnagar, J., Budhwar, P., Srivastava, P., & Saini, D. (2010). Organizational change and development in India: A case of strategic organizational change and transformation. Journal of Organizational Change Management, 23, 485-499. 10.1 108/09534811011071243.

  • Bhattacharya, S. (2003). Management effectiveness. New Delhi: Oxford and IBH Publishing Co.

  • Brindusa, M. (2012). The relationship between leadership effectiveness and organizational performance. Journal of Defence Resources Management, 3(1), 123 - 126.

  • Casio, W., & Herman, A. (2005). Applied psychology in human resource management (6th Ed.). United States: Pearson Education.

  • Charlton, G. (2000). Human habits of highly effective organizations. SA Journal of Industrial Psychology, 27, 68. Hatfielf, SA: Van Schaik Publishers.

  • Chawla, R. (2009). Excerpts from an interview in women special issue of hospitality. Retrieved from http://www.hospitalitybizindia.com.

  • Day, D., & Lord, R. (1988). Executive leadership and organizational performance: Suggestions for a new theory and methodology. Journal of Management-Journal MANAGE, 14, 453-464. 10.1177/014920638801400308.

  • Gupta, M. (2018). Developing strategic leadership in the Indian context: Leadership. In N. Sharma, V.K. Singh, and S. Patha (2018). Management techniques for a diverse and cross-cultural workforce (pp. 224-235). USA: IGI Publishers.

  • Gupta, S., Parameswar, N., & Dhir, S. (2019). Organizational change and development in India: A case of strategic organizational change and transformation. Journal of Organizational Change Management, 23(5), 485-499. Doi:10.1108/0953481101 1071243

  • John, S., & Chattopadhyay, P. (2015). Factors impacting leadership effectiveness: A literature review. Arabian Journal of Business Management Review, 5, 156.

  • Karim, M.D., Bin, L.W., & Choudhury, M. (2019). The art of developing entrepreneurial leadership. October 2019.

  • Kaiser, R., Hogan, R., & Craig, B. (2008). Leadership and the fate of organizations. The American Psychologist, 63, 96-110. Doi:10.1037/0003-066X.63.2.96.

  • Mahar, S., & Pirzada, Z. (2020). Measuring the impact of transformational and transactional leadership style on employees performance. International Journal of Computer Science and Network Security (IJCSNS), 20(1), 1-8.

  • McDonald, M., & Westphal, J.D. (2003). Getting by with the advice of their friends: CEOs' advice networks and firms' strategic responses to poor performance. Administrative Science Quarterly, 48, 1-32.

  • Miller, D. (1988). Relating porter's business strategies to environment and structure: Analysis and performance implications. Academy of Management Journal, 31, 280 - 308.

  • Milliken, F. J. (1990). Perceiving and interpreting environmental change: An examination of college administrators' interpretation of changing demographics. Academy of Management Journal, 33(1), 42-63. http://dx.doi.org/10.2307/256351

  • Nair, S.S., & Thomas, K.A. (2020). Relationship between leadership support and operational excellence in health care sector: A study of Indian health care managers. Journal of Healthcare Quality Research, 35(2), 117-122. Doi.org/10.1016/j.jhq r.2020.02.002.

  • Nijkamp, Y., Kraaijenbrink, J., & Ehrenhard, M. (2016). Leadership styles and strategy process research: A study of Dutch small and medium-sized enterprises. Master's Dissertation. University of Twente. Netherlands

  • Palrecha, R., Spangler, W. D., & Yammarino, F. J. (2012). A comparative study of three leadership approaches in India. The Leadership Quarterly, 23(1), 146-162. doi.org/10.1016/j.leaqua.2011.11.012

  • Radu, C., Deaconu, A., & Frăsineanu, C. (2017). Leadership and gender differences are men and women leading in the same way? Contemporary leadership challenges. IntechOpen. https://doi.org/10.5772/65774

  • Rajagopalan, N., & Spreitzer, G. (1997). Toward a theory of strategic change: A multilens perspective and integrative framework. The Academy of Management Review, 22(1), 48-79. doi:10.2307/259224

  • Redmond, J. (2015). Strategy and the importance of strategic leadership. CPA. Ireland.

  • Richard, J.W., & Trovas, S.A. (2014). Leading with impact how functional leaders face challenges, focus development, and boost performance. Centre for creative leadership. USA.

  • Robins, S., Judge, T., & Sanghi, S. (2009). Organizational behaviour (4th Ed.). United States: Pearson Education.

  • Saini, D. (2005). Organizational change, the Indian context, and the change champion's field guide: An introduction. In book: Change Champion’s Field Guide: Strategies and Tools for Leading Change in the New Era (South-Asian Edition) (pp.1-28.) Edition: South Asian Edition Chapter: Organizational Change, the Indian Context, and the Change Champion’s Field Guide: An Introduction Publisher: New Delhi:

  • Excel Books Editors: Dave Ulrich, Louis Carter, Marshall Goldsmith, Debi Saini.

  • Shamir, B. (1999) Leadership in boundaryless organizations: Disposable or indispensable? European Journal of Work and Organizational Psychology, 8(1), 49- 71. doi: 10.1080/135943299398438

  • Sharma, V., Jat, Kumar, T., & Jain, T. K. (2017). Leadership practices in India and the USA. Journal of Advanced Research in Economics and Advanced Management, 53(3), 488-503. New Delhi: ADR Publications

  • Sharma, S., & Sharma, A. (2010). Examining the relationship between organisational culture and leadership styles. Journal of the Indian Academy of Applied Psychology, 36(1), 97-105.

  • Silva, E. A. de, & Jonah, O. N. G. (2012). Leadership in crisis: A case study on leadership during the economic crisis in Britain (dissertation). Retrieved from http://urn.kb.se/resolve?urn=urn:nbn:se:bth-3021

  • Singh, S., & Gupta, V. (2016). Organizational performance research in India: A review and future research agenda. In G. Misra (Ed.), The sixth Indian council for social science research (ICSSR) survey of psychology in India. New Delhi: Oxford Publishing

  • Warner, J. (2012). Leadership development. Switzerland: Mitchell Leadership Consulting. ISSN: 1419654527.

  • Zaccaro, S., Rittman, A.L., & Marks, M.A. (2001). Team leadership. The Leadership Quarterly, 12(4), 451-483. Pergamon: USA.


Abstract Views: 228

PDF Views: 0




  • A Qualitative Inquiry of the Behavioural Attributes of Effective Leaders in IT and ITES Sectors

Abstract Views: 228  |  PDF Views: 0

Authors

Sharmin Palsetia
Department of Psychology, St. Mira's College for Girls, Pune, Maharashtra, India
Jaya Rajagopalan
Department of Psychology, St. Mira's College for Girls, Pune, Maharashtra, India

Abstract


Leadership is critical for organizational success. In order to facilitate successful performance, it is important to understand and accurately measure the behavioural attributes of a leader (Robins, Judge, & Sanghi, 2009). An effective leader should be able to handle strategy, manage resources, foresee change and still be humane. Although there are numerous studies depicting the traits of effective leaders, there aren't enough studies emphasizing their behavioural attributes. There has been very little research on leadership using the qualitative approach in the Indian context. The current study aims to explore the behavioural attributes of effective leaders. Participants of the study were 60 leaders of various organizations of ITand ITES sectors. Unstructured interview and focus group discussion method was used to elicit the dominant behavioural attributes. Thematic analysis was done using Grounded Theory. The common themes highlighted the factors of Strategic, Change, Operational, Performance and Entrepreneur (SCOPE) leadership. The research highlights cultural and gender differences in conceptualization of the themes of leadership in Indian and western context. The results obtained will be useful to recruit and promote candidates to leadership positions by using this framework of the SCOPE model. The present study will contribute to designing a psychometric tool for gauging effective leadership behaviours.

Keywords


behavioural attributes, grounded theory, effective leadership model, IT and ITES sector

References