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Sayeed, Omer Bin
- Role of Transformational Leaders as Change Agents: Leveraging Effects on Organizational Climate
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Authors
Affiliations
1 OB & HR, Dept. of Management., SNDT Women’s University, Mumbai, IN
2 Organizational Behaviour/HR, Institute of Management Technology, Hyderabad, IN
1 OB & HR, Dept. of Management., SNDT Women’s University, Mumbai, IN
2 Organizational Behaviour/HR, Institute of Management Technology, Hyderabad, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 47, No 3 (2012), Pagination: 470-484Abstract
The present study examines the transformational role of leaders that impacts organizational climate with a view to draw on the deeper influences it carries on the culture of the organization. One hundred and thirty-nine participants took part in the study, answering Transformational Leadership Style and Organizational Climate Questionnaires. Leadership Style data earlier subjected to Principal Axis Factoring Technique with varimax rotation procedure yielding 6 factors were related to 5 organizational climate factors obtained in the present study. The findings revealed unequivocal influence of transformational leadership styles over organizational climate dimensions suggesting theoretically a manoeuvring capability of organizational climate with its backward influence over transformational leadership behaviour. Perhaps a more sophisticated design of research is needed to confirm latter's backward influence over organizational leaders' transformational role.
References
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Abstract Views :235 |
PDF Views:2
Authors
Affiliations
1 National Institute of Industrial Engineering, Mumbai 400087, IN
2 Department of Applied Psychology, Mumbai University, Mumbai-400098, IN
1 National Institute of Industrial Engineering, Mumbai 400087, IN
2 Department of Applied Psychology, Mumbai University, Mumbai-400098, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 46, No 2 (2010), Pagination: 287-299Abstract
An empirical study of work attitude, role efficacy and stress experienced in a high reliability professional group was undertaken using a sample of 52 Indian Air Traffic Controllers (ATC) working in the Mumbai Airport. Results showed that ATCs experienced role stress with regard to inter- role distance, role isolation, resource inadequacy, role erosion and role stagnation. ATCs maintained high confrontation or problem solving skills in their role followed by helping relationship, perceived integration with the job and managing well their inter-role linkages. Results further showed significant relationships between work attitude and role efficacy dimensions. Regression analysis within respective canonical variable sets revealed role stress being a significant predictor of attitude towards supervisors and management, while role efficacy dimensions (role making, role centering and role linking) showed significant explanatory power equally strongly with respect to attitude towards work, working conditions, co-workers, supervisors, and management.References
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Abstract Views :276 |
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Authors
Affiliations
1 National Institute of Industrial Engineering, Vihar Lake, Mumbai 400087, IN
1 National Institute of Industrial Engineering, Vihar Lake, Mumbai 400087, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 45, No 3 (2010), Pagination: 446-458Abstract
Present study explored relationships between interpersonal needs and leadership styles in superiorsubordinate context. Interpersonal behaviour defined by inclusion and affection dimensions of FIRO-B related more strongly to participative and nurturant dimensions than task behaviour dimension of leaders, while control expressed behaviour failed to show any relationship with task-orientation. Extroversion based on total scores of expressed components of FIRO-B demonstrated significant influence on task orientation, participative and nurturant leadership dimensions. However, inclusion and affection continued to sustain similar trend of relationship with the participative and nurturant dimensions, whereas control expressed behaviour partly confirmed relationship with task orientation being a fragment of nurturancetask dimension.References
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- Organizational Commitment : Some Linkages with Emotional Intelligence
Abstract Views :182 |
PDF Views:1
Authors
Affiliations
1 Dept. of Management Studies, SNDT Women’s University, Mumbai 400048, IN
2 ICFAI Business School, Hyderabad, IN
1 Dept. of Management Studies, SNDT Women’s University, Mumbai 400048, IN
2 ICFAI Business School, Hyderabad, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 51, No 2 (2015), Pagination: 312-326Abstract
There is dearth of empirical research substantiating the efficacy of emotional intelligence (EI) in relation to organizational commitment (OC). The EI data when subjected to principal axis factoring technique with varimax rotation procedure yielded 9 factors such as emotionality and impulsiveness, self-awareness, depression, managing anxieties, problem solving focus, assertiveness, empathy, self-confidence and managing others. With respect to OC affective and continuance commitment emerged representing dedication to and continued membership with the organization. EI factors such as self awareness, problem solving focus, assertiveness, empathy, self-confidence and managing others strongly predicted affective commitment while emotionality, depression and managing others showed greater impact on the continuance commitment dimension.- Cognitive Styles of Entrepreneurs, Knowledge Workers & Managers:Adaptive or Innovative?
Abstract Views :194 |
PDF Views:0
Authors
Affiliations
1 Icfai Business School (IBS), Hyderabad, IN
1 Icfai Business School (IBS), Hyderabad, IN