Indian Journal of Industrial Relations: Economics & Social Dev.

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Divergent Leadership Styles Practiced by Global Managers in India


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1 NIILM-Centre for Management Studies, Greater Noida, India
     

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Studies have emphasised that expatriates' leadership style plays a pivotal role. It has been considered as a prime criterion to be successful and effective in the host country. This study has examined twenty-five Japanese and Twenty-three American expats in India focusing on their leadership styles. In order to determine the leadership styles of these managers from altogether different countries the study has investigated ten leadership components. Furthermore, these results were analysed to identify the differences and similarities. Statistical tests revealed that there were significant differences on four leadership components out of ten and the remaining six leadership components had non-significant differences. The study also sheds light on the implications for expatriates, with regard to leadership effectiveness.
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  • Divergent Leadership Styles Practiced by Global Managers in India

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Authors

Vimal Babu
NIILM-Centre for Management Studies, Greater Noida, India

Abstract


Studies have emphasised that expatriates' leadership style plays a pivotal role. It has been considered as a prime criterion to be successful and effective in the host country. This study has examined twenty-five Japanese and Twenty-three American expats in India focusing on their leadership styles. In order to determine the leadership styles of these managers from altogether different countries the study has investigated ten leadership components. Furthermore, these results were analysed to identify the differences and similarities. Statistical tests revealed that there were significant differences on four leadership components out of ten and the remaining six leadership components had non-significant differences. The study also sheds light on the implications for expatriates, with regard to leadership effectiveness.

References