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Srivastava, Manjari
- Task Characteristics & Group Effectiveness in Indian Organizations
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1 NMIMS University, Mumbai, IN
2 Deptt. of Humanities and Social Sciences, Indian Intitute of Techonoly, Kanpur, IN
1 NMIMS University, Mumbai, IN
2 Deptt. of Humanities and Social Sciences, Indian Intitute of Techonoly, Kanpur, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 46, No 4 (2011), Pagination: 699-712Abstract
This study explores the relationship between certain task characteristics and group effectiveness variables. The task characteristic variables were autonomy, skill variety, task structure, task identity, problem demands in terms of time, task difficulty, work schedule, quality assurance, performance rating and task significance. Group effectiveness was conceptualized in terms of group cohesiveness, group goal accomplishment, group growth level and special recognition. Factor analysis and canonical correlations were sought to answer the research questions. Factor-analysis results revealed the underlying dimensions of the variables under study. Canonical correlations revealed that a positive significant relationship existed between the two sets of variables.
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- Empowering Leadership:A Study of Team Leaders & Team Members
Abstract Views :188 |
PDF Views:0
Authors
Affiliations
1 School of Business Management, NMIMS University, Mumbai, IN
2 Mumbai, IN
1 School of Business Management, NMIMS University, Mumbai, IN
2 Mumbai, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 50, No 4 (2015), Pagination: 696-712Abstract
This study attempts to explore some of the antecedents of empowering behavior of team leaders both from leaders' and their subordinates' perspectives. Data were collected from 240 respondents working in professionally run organizations of Indian origin as well as multi-national companies. The study employing multivariate data analysis revealed that leaders' organization based self esteem and global self esteem impact their empowering behavior towards subordinates and this relationship is further moderated by organization culture. The relation between task characteristics and members' readiness was not moderated by culture. The finding from this research may be utilized to develop leaders who empower their teams such that they act as leaders themselves and become stimulants for the growth of organizations.- Engaging Virtual Teams: Do Leadership & Trust Matter?
Abstract Views :109 |
PDF Views:0
Authors
Affiliations
1 PhD scholar with School of Business Management, Narsee Monjee Institute of Management Studies, Mumbai., IN
2 Professor & Associate Dean with the same School of Business Management, Navi Mumbai Campus
1 PhD scholar with School of Business Management, Narsee Monjee Institute of Management Studies, Mumbai., IN
2 Professor & Associate Dean with the same School of Business Management, Navi Mumbai Campus
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 56, No 4 (2021), Pagination: 732-747Abstract
Based on the theoretical framework on transformational leadership style, this study examined the impact of leadership on engaging employees working in virtual teams. It has also investigated trust as a mediator between leadership and engagement . The sample involved 305 participants working in a virtual team across eight industrial sectors. Data was collected using a questionnaire and was analyzed using Partial Least Squares Structural Equation Modelling (PLSSEM). The result s confi rmed that leaderships idealized influence impacts employee engagement in virtual teams; however, leadership’s inspirational motivation does not directly impact employee engagement. The results also confirmed that trust partially mediates the relationship between leadership influence and employee engagement and fully mediates relationship between leadership motivation and employee engagement.References
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