Prabandhan: Indian Journal of Management

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

Positive Leadership : Qualitative Leadership Research Using Deductive Pattern Matching Approach


Affiliations
1 Professor, HR-OB, University School of Management Studies, Guru Gobind Singh Indraprastha University, Sector 16C, Dwarka, New Delhi - 110 078, India
2 Associate Professor & HOD, Department of Business Administration, National Institute of Technology, Kurukshetra - 136 119, Haryana, India
3 Research Scholar, University School of Management Studies, Guru Gobind Singh Indraprastha University, Sector 16C, Dwarka, New Delhi - 110 078, India
     

   Subscribe/Renew Journal


As the business environment has become more complex, the need for a positive leader has emerged. The present research attempted to study positive leadership using review and qualitative methods. The study focused on exploring the dimensions of positive leadership through a systematic review of literature. Additionally, we employed a case study method to map Ratan Tata's leadership traits with a positive leader using deductive thematic analysis and pattern matching approach supported by word cloud and sentiment analysis. Twenty-nine interviews and speeches from 1994 to 2020 were transcribed and coded in NVivo to frame Word query. Also, sentiment analysis on tweets connected with #Ratan Tata was collected and exported using NCapture in QSR NVivo software. This study provided explicit dimensions of positive leadership and qualitatively confirmed Ratan Tata as a positive leader using a pattern-matching approach. This was supported by word cloud and sentiment analysis. The results unfolded the dimensions of positive leaders for future researchers to explore empirically. It can also provide guidelines to practitioners for designing a training module for budding entrepreneurs and leaders to navigate through challenging times.

Keywords

Positive Leadership, Systematic Literature Review, Deductive Qualitative Analysis, Pattern Matching, Case Study Research.

JEL Classification Codes : D23, M12, M10.

Paper Submission Date : August 20, 2021 ; Paper Sent Back for Revision : January 18, 2022; Paper Acceptance Date : March 10, 2022 ; Paper Published Online : April 15, 2022.

User
Subscription Login to verify subscription
Notifications
Font Size

  • Acton, B. P., Foti, R. J., Lord, R. G., & Gladfelter, J. A. (2019). Putting emergence back in leadership emergence: A dynamic, multilevel, process-oriented framework. Leadership Quarterly, 30(1), 145–164. https://doi.org/10.1016/j.leaqua.2018.07.002

  • Adams, B. G., Meyers, M. C., & Sekaja, L. (2020). Positive leadership: Relationships with employee inclusion, discrimination, and well-being. Applied Psychology, 69(4), 1145–1173. https://doi.org/10.1111/apps.12230

  • Adikaram, A. S., Priyankara, H. P., & Naotunna, N. P. (2021). Navigating the crises of COVID-19: Human resource professionals battle against the pandemic. South Asian Journal of Human Resources Management, 8(2), 192–218. https://doi.org/10.1177/23220937211018021

  • Aijaz, B. (2021, June 25). How Ratan Tata took “revenge” on ford for his “humiliation” in 1999. India Times. https://www.indiatimes.com/trending/human-interest/ratan-tata-revenge-on-ford-jaguar-land-rover-543532.html

  • Alvesson, M. (2020). Upbeat leadership: A recipe for–or against–“successful” leadership studies. The Leadership Quarterly, 31(6), 101439. https://doi.org/10.1016/j.leaqua.2020.101439

  • Alvesson, M., & Einola, K. (2019). Warning for excessive positivity : Authentic leadership and other traps in leadership studies. The Leadership Quarterly, 30(4), 383–395. https://doi.org/10.1016/j.leaqua.2019.04.001

  • Avey, J. B., Avolio, B. J., & Luthans, F. (2011). Experimentally analyzing the impact of leader positivity on follower positivity and performance. The Leadership Quarterly, 22(2), 282–294. https://doi.org/10.1016/j.leaqua.2011.02.004

  • Babu, S. (2017, November 22). Ratan Tata: The visionary. The Hindu. https://www.thehindubusinessline.com/news/variety/Ratan-Tata-The-visionary/article20545504.ece

  • Bandura, A. (1986). The explanatory and predictive scope of self-efficacy theory. Journal of Social and Clinical Psychology, 4(3), 359–373. https://doi.org/https://doi.org/10.1521/jscp.1986.4.3.359

  • Baur, J. E., Haynie, J. J., Buckley, M. R., Palar, J. M., Novicevic, M. M., & Humphreys, J. H. (2018). When things go from bad to worse : The impact of relative contextual extremity on Benjamin Montgomery's positive leadership and psychological capital. Journal of Leadership & Organizational Studies, 25(3), 323–338. https://doi.org/10.1177/1548051817753342

  • Biswas, W., & Chakraborty, D. (2019). Impact of organizational values, compassion, and well-being on industrial disputes: An empirical study. Prabandhan : Indian Journal of Management, 12(1), 36–51. https://doi.org/10.17010/pijom/2019/v12i1/141427

  • Cameron, K. (2008). Positively deviant organizational performance and the role of leadership values. The Journal of Values-Based Leadership, 1(1), Article 8.

  • Cameron, K. S. (2011). Responsible leadership as virtuous leadership. Journal of Business Ethics, 98(S1), 25–35. https://doi.org/10.1007/s10551-011-1023-6

  • Cameron, K., & Plews, E. (2012). Positive leadership in action: Applications of POS by Jim Mallozzi, CEO, Prudential Real Estate and Relocation. Organizational Dynamics, 41(2), 99–105. https://doi.org/10.1016/j.orgdyn.2012.01.003

  • Cameron, K., Quinn, R. E., & Caldwell, C. (2017). Positive leadership and adding value–A lifelong journey. International Journal of Public Leadership, 13(2), 59–63. https://doi.org/10.1108/IJPL-12-2016-0055

  • Chakraborty, D., Santra, A., & Dhara, S. K. (2019). Factors affecting the liquid workforce in different organizations and its effectiveness. Prabandhan : Indian Journal of Management, 12(4), 44–60. https://doi.org/10.17010/pijom/2019/v12i4/143348

  • Cho, I., Diaz, I., & Chiaburu, D. S. (2017). Blindsided by linearity? Curvilinear effect of leader behaviors. Leadership & Organization Development Journal, 38(2), 146–163. https://doi.org/10.1108/LODJ-04-2015-0075

  • Choudhary, M. (2017, March 4). Ratan Tata thanks staff for support during recent crisis. Hindustan Times. https://www.hindustantimes.com/ranchi/ratan-tata-thanks-staff-for-support-during-recent-crisis/story-0484T2fnSnGbmsK5UT9EJJ.html

  • Cortellazzo, L., Bruni, E., & Zampieri, R. (2019). The role of leadership in a digitalized world : A review. Frontiers in Psychology, 10, 1–21. https://doi.org/10.3389/fpsyg.2019.01938

  • Crewe, S., & Girardi, A. (2020). Nurse managers: Being deviant to make a difference. Journal of Management & Organization, 26(3), 324–339. https://doi.org/10.1017/jmo.2019.72

  • Dalal, S., & Basu, D. (2007, November 8). Those of us who head industries, ought to focus on what we can really do to make the world a safer place, 50 or 100 years from now” — Ratan Tata. MoneyLife. https://www.moneylife.in/article/those-of-us-who-head-industries-ought-to-focus-on-what-we-can-really-do-to-make-the-world-a-safer-place-50-or-100-years-from-now-ratan-tata/1825.html

  • Dasgupta, S., & Mukherjee, S. (2013, January 21). Ratan Tata's 20-year tenure: Only a few red marks. Business Standard. https://www.business-standard.com/article/companies/ratan-tata-s-20-year-tenure-only-a-few-red-marks-111120600091_1.html

  • Dawson, A., Irving, P. G., Sharma, P., Chirico, F., & Marcus, J. (2014). Behavioural outcomes of next-generation family members' commitment to their firm. European Journal of Work and Organizational Psychology, 23(4), 570–581. https://doi.org/10.1080/1359432X.2013.781155

  • Day, D. V., & Antonakik, J. (2012). Leadership: Past, present, and future. In D. V. Day & J. Antonakis (eds.), The nature of leadership (2nd ed., pp. 3–28). Sage Publications. https://doi.org/10.4135/9781506395029.n1

  • Did you know Ratan Tata wanted to be an architect as the profession motivated him? (2020, April 21). The Economic Times. https://economictimes.indiatimes.com/magazines/panache/did-you-know-ratan-tata-wanted-to-be-an-architect-as-the-profession-motivated-him/articleshow/75267060.cms?from=mdr

  • Frantz, R. (2020, July 23). Startups can be the silver lining to the pandemic: Ratan Tata at YS Leadership Talk. YourStory. https://yourstory.com/2020/07/startups-pandemic-ratan-tata-leadership-covid-19/amp

  • Gordon, J. (2017). The power of positive leadership. Wiley.

  • Hareli, S., & Hess, U. (2012). The social signal value of emotions. Cognition and Emotion, 26(3), 385–389. https://doi.org/10.1080/02699931.2012.665029

  • Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501–529. https://doi.org/10.1177/0149206316665461

  • Hyde, K. F. (2000). Recognising deductive processes in qualitative research. Qualitative Market Research: An International Journal, 3(2), 82–90. https://doi.org/10.1108/13522750010322089

  • I hope group grows and shines in coming years. (2012, December 29). Financial Express. https://www.financialexpress.com/archive/i-hope-group-grows-and-shines-in-coming-years/1051559/

  • Ilies, R., Curşeu, P. L., Dimotakis, N., & Spitzmuller, M. (2013). Leaders' emotional expressiveness and their behavioural and relational authenticity: Effects on followers. European Journal of Work and Organizational Psychology, 22(1), 4–14. https://doi.org/10.1080/1359432X.2011.626199

  • Imam, H., Naqvi, M. B., Naqvi, S. A., & Chambel, M. J. (2020). Authentic leadership: Unleashing employee creativity through empowerment and commitment to the supervisor. Leadership & Organization Development Journal, 41(6), 847–864. https://doi.org/10.1108/LODJ-05-2019-0203

  • Jaiswal, N. K., & Dhar, R. L. (2017). The influence of servant leadership, trust in leader and thriving on employee creativity. Leadership & Organization Development Journal, 38(1), 2–21. https://doi.org/10.1108/LODJ-02-2015-0017

  • James, E. H., Wooten, L. P., & Dushek, K. (2011). Crisis management: Informing a new leadership research agenda. The Academy of Management Annals, 5(1), 455–493. https://doi.org/10.1080/19416520.2011.589594

  • Kaipa, P., & Kriger, M. (2010). Empowerment, vision, and positive leadership : An interview with Alan Mulally, Former CEO, Boeing Commercial — Current CEO, Ford Motor Company. Journal of Management Inquiry, 19(2), 110–115. https://doi.org/10.1177/1056492609355749

  • Kelloway, E. K., Weigand, H., Mckee, M. C., & Das, H. (2013). Positive leadership and employee well-being. Journal of Leadership & Organizational Studies, 20(1), 107–117. https://doi.org/10.1177/1548051812465892

  • Khanna, T. (2015, April 27). Interview with Ratan Naval Tata. Baker Library Historical Collections, Harvard Business School. https://www.hbs.edu/businesshistory/Documents/emerging-markets-transcripts/Tata_Ratan_Web_Transcript.pdf

  • Kiersch, C. E., & Byrne, Z. S. (2015). Is being authentic being fair ? Multilevel examination of authentic leadership, justice, and employee outcomes. Journal of Leadership & Organizational Studies, 22(3), 292–303. https://doi.org/10.1177/1548051815570035

  • Labrague, L. J. (2020). Influence of nurse managers' toxic leadership behaviours on nurse - reported adverse events and quality of care. Journal of Nursing Management, 29(4), 855–863. https://doi.org/10.1111/jonm.13228

  • Lee, A., Willis, S., & Tian, A. W. (2017). Empowering leadership : A meta-analytic examination of incremental contribution, mediation, and moderation. Journal of Organizational Behavior, 39(3), 306–325. https://doi.org/10.1002/job.2220

  • Liu, J. U., Kwan, H. O., Lee, C., & Hui, C. (2013). Work-to-family spillover effects of workplace ostracism : The role of work-home segmentation preferences. Human Resource Management, 52(1), 75–94. https://doi.org/10.1002/hrm

  • Luthans, F., & Youssef-Morgan, C. M. (2017). Psychological capital : An evidence-based positive approach. Annual Review of Organizational Psychology and Organizational Behavior, 4(3), 39–66. https://doi.org/10.1146/annurev-orgpsych-032516-113324

  • Marmenout, K. (2011). Peer interaction in mergers: Evidence of collective rumination. Human Resource Management, 50(6), 783–808. https://doi.org/10.1002/hrm.20458

  • Menezes, R., & Pandey, S. (2017). Q&A with Ratan Tata. Stanford Social Innovation Review, 12–13. https://doi.org/10.48558/3deq-xh91

  • Meyer, M., Sison, A. J., & Ferrero, I. (2019). How positive and neo - Aristotelian leadership can contribute to ethical leadership. Canadian Journal of Administrative Sciences/Revue Canadienne Des Sciences de l'Administration, 36(3), 390–403. https://doi.org/10.1002/cjas.1511

  • Mills, M. J., Fleck, C. R., & Kozikowski, A. (2013). Positive psychology at work: A conceptual review, state-of-practice assessment, and a look ahead. The Journal of Positive Psychology, 8(2), 153–164. https://doi.org/10.1080/17439760.2013.776622

  • Moher, D., Liberati, A., Tetzlaff, J., Altman, D. G., & The PRISMA Group. (2009). Preferred reporting items for systematic reviews and meta-analyses: The PRISMA statement. PLoS Medicine, 6(7), e1000097. https://doi.org/10.1371/journal.pmed.1000097

  • Money Control. (2021, July 12). Architecture degree helped build sensitivity for business, says Ratan Tata. https://www.moneycontrol.com/news/business/architecture-degree-helped-build-sensitivity-for-business-says-ratan-tata-7155681.html

  • Murphy, S. E., & Ensher, E. A. (2008). A qualitative analysis of charismatic leadership in creative teams : The case of television directors. The Leadership Quarterly, 19(3), 335–352. https://doi.org/10.1016/j.leaqua.2008.03.006

  • Norzom, T. (2020, December 28). Unforgettable words of wisdom from industrialist, investor, and philanthropist Ratan Tata on his 83rd birthday. YourStory. https://yourstory.com/2020/12/quote-wisdom-industry-ratan-tata-magnate/amp

  • Pearse, N. (2019). An illustration of a deductive pattern matching procedure in qualitative leadership research. Electronic Journal of Business Research Methods, 17(3), 143–154. https://doi.org/10.34190/JBRM.17.3.004

  • Piccarozzi, M., Aquilani, B., & Gatti, C. (2018). Industry 4.0 in management studies : A systematic literature review. Sustainability, 10(10). https://doi.org/10.3390/su10103821

  • Prabhu, K. P., Rodrigues, L. L., & Pai, Y. (2019). Transformational leadership and workplace spirituality: A structural model of team effectiveness. Prabandhan : Indian Journal of Management, 12(4), 7–22. https://doi.org/10.17010/pijom/2019/v12i4/143344

  • Punj, V. (2021, July 10). Ratan Tata did not opt for his dream profession despite a Cornell degree. Mint. https://www.livemint.com/news/ratan-tata-did-not-opt-for-this-profession-despite-a-cornell-degree-11625931149920.html

  • Ramaprasad, B. S., Prabhu, K. P., Lakshminarayanan, S., & Pai, Y. P. (2017). Human resource management practices and organizational commitment : A comprehensive review (2001-2016). Prabandhan : Indian Journal of Management, 10(10), 7–23. https://doi.org/10.17010/pijom/2017/v10i10/118810

  • Ratan Tata misses being an architect, says it renders deeper sense of humanism. (2020, April 20). Business Today. In. https://www.businesstoday.in/latest/trends/story/ratan-tata-misses-being-an-architect-says-it-renders-deeper-sense-of-humanism-255944-2020-04-20

  • Ratan Tata's farewell letter to all Tata employees. (2012, December 28). NDTV. https://www.ndtv.com/business/ratan-tatas-farewell-letter-to-all-tata-employees-315315

  • Ratan Tata's heart-warming post on Instagram traces his Cornell days. (2019, November 20). Business Today. In. https://www.businesstoday.in/latest/trends/story/ratan-tata-heart-warming-post-instagram-traces-cornell-days-238626-2019-11-20

  • Ritzenhöfer, L., Brosi, P., Spörrle, M., & Welpe, I. M. (2019). Satisfied with the job, but not with the boss: Leaders' expressions of gratitude and pride differentially signal leader selfishness, resulting in differing levels of followers' satisfaction. Journal of Business Ethics, 158(4), 1185–1202. https://doi.org/10.1007/s10551-017-3746-5

  • Rudolph, U., & Tscharaktschiew, N. (2014). An attributional analysis of moral emotions : Naïve scientists and everyday judges. Emotion Review, 6(4), 344–352. https://doi.org/10.1177/1754073914534507

  • Sangani, P. (2007, November 30). Tata Tea's strategies for that global cup of tea. The Economic Times. https://economictimes.indiatimes.com/news/company/corporate-trends/tata-teas-strategies-for-that-global-cup-of-tea/articleshow/2585865.cms?from=mdr

  • S&P Capital IQ. (2021). Tata Sons plc financial report 1/30/2000 to 09/30/2012. https://www.capitaliq.com/

  • Schimschal, S. E., & Lomas, T. (2019). Gritty leaders: The impact of grit on positive leadership capacity. Psychological Reports, 122(4), 1449–1470. https://doi.org/10.1177/0033294118785547

  • Searle, T. P., & Barbuto, J. E. (2013). A multilevel framework: Expanding and bridging micro and macro levels of positive behavior with leadership. Journal of Leadership & Organizational Studies, 20(3), 274–286. https://doi.org/10.1177/1548051813485133

  • Seppälä, E., & Cameron, K. (2015, December). Proof that positive work cultures are more productive. Harvard Business Review. https://hbr.org/2015/12/proof-that-positive-work-cultures-are-more-productive#:~:text=As a consequence%2C a happy,positive emotions and well-being

  • Sharma, S. (2019, December 9). [YS Exclusive] Inside the home and heart of Ratan Tata, the man behind one of India's oldest business empires. YourStory. https://yourstory.com/2019/12/exclusive-ratan-tata-interview-life-dreams-equal-opportunity-india/amp

  • Smallfield, J., Hoobler, J. M., & Kluemper, D. H. (2020). How team helping influences abusive and empowering leadership: The roles of team affective tone and performance. Journal of Organizational Behavior, 41(8), 757–781. https://doi.org/10.1002/job.2450

  • Söderhjelm, T. M., Larsson, G., Sandahl, C., Björklund, C., & Palm, K. (2018). The importance of confidence in leadership role. Leadership & Organization Development Journal, 39(1), 114–129. https://doi.org/10.1108/LODJ-12-2016-0307

  • Startup Stories. (2017). Ratan Tata inspirational video. YouTube. https://www.youtube.com/watch?v=49Xn3edL2DY

  • Sukheja, B. (2021, May 25). Tata Steel to continue salaries for COVID victims' families, netizens “touched by thought.” Republic World. https://www.republicworld.com/india-news/general-news/tata-steel-to-continue-salaries-for-covid-victims-families-netizens-touched-by-thought.html

  • Swain, J., & Korenman, L. (2018). In their humble opinion : How expressions of humility affect superiors' assessments of leadership potential in the US Army. Military Psychology, 30(6), 507–527. https://doi.org/10.1080/08995605.2018.1503002

  • Tata Group. (2022). Brewing a culture of warmth and belonging. Tata.com. https://www.tata.com/newsroom/starbucks-brewing-a-culture-of-warmth-and-belonging

  • Tyagi, H. (2021, May 24). Family of Tata Steel employees, who passed away due to COVID, to get salary till 60 yrs of age of the deceased. Times Now. https://www.timesnownews.com/business-economy/companies/article/family-of-tata-steel-employees-who-passed-away-due-to-covid-to-get-salary-till-60-yrs-of-age-of-the-deceased/761169

  • Van Der Walt, L., & Coller - Peter, S. V. (2020). Coaching for development of leaders ' awareness of integrity : An evidence-based approach. South African Journal of Business Management, 51(1), 1–10. https://doi.org/10.4102/sajbm.v51i1.1943

  • Van Kleef, G. A. (2014). Understanding the positive and negative effects of emotional expressions in organizations: EASI does it. Human Relations, 67(9), 1145–1164. https://doi.org/10.1177/0018726713510329

  • Van Kleef, G. A., Homan, A. C., & Cheshin, A. (2012). Emotional influence at work : Take it EASI. Organizational Psychology Review, 2(4), 311–339. https://doi.org/10.1177/2041386612454911

  • Wallis, N. C., Yammarino, F. J., & Feyerherm, A. (2011). Individualized leadership: A qualitative study of senior executive leaders. The Leadership Quarterly, 22(1), 182–206. https://doi.org/10.1016/j.leaqua.2010.12.015

  • Walsh, B. M., Lee, J., Jensen, J. M., McGonagle, A. K., & Samnani, A. - K. (2018). Positive leader behaviors and workplace incivility: The mediating role of perceived norms for respect. Journal of Business and Psychology, 33(4), 495–508. https://doi.org/10.1007/s10869-017-9505-x

  • Wu, W. - L., & Lee, Y. - C. (2017). Empowering group leaders encourages knowledge sharing: Integrating the social exchange theory and positive organizational behavior perspective. Journal of Knowledge Management, 21(2), 474–491. https://doi.org/10.1108/JKM-08-2016-0318

  • Yadav, D. K., Yadav, J., & Malik, R. (2019). E-HRM: A paradigm shift in HR practices and its effects on perception of employees towards accepting this new technology. Prabandhan : Indian Journal of Management, 12(2), 23–39. https://doi.org/10.17010/pijom/2019/v12i2/141754

  • Yin, R. (2014). Case study research, design and methods (5th ed.). Sage.

  • Youssef-Morgan, C. M., & Luthans, F. (2013). Positive leadership : Meaning and application across cultures. Organizational Dynamics, 42(3), 198–208. https://doi.org/10.1016/j.orgdyn.2013.06.005


Abstract Views: 313

PDF Views: 0




  • Positive Leadership : Qualitative Leadership Research Using Deductive Pattern Matching Approach

Abstract Views: 313  |  PDF Views: 0

Authors

Puja Khatri
Professor, HR-OB, University School of Management Studies, Guru Gobind Singh Indraprastha University, Sector 16C, Dwarka, New Delhi - 110 078, India
Neeraj Kaushik
Associate Professor & HOD, Department of Business Administration, National Institute of Technology, Kurukshetra - 136 119, Haryana, India
Neeraj Kaushik
Associate Professor & HOD, Department of Business Administration, National Institute of Technology, Kurukshetra - 136 119, Haryana, India
Preeti Kumari
Research Scholar, University School of Management Studies, Guru Gobind Singh Indraprastha University, Sector 16C, Dwarka, New Delhi - 110 078, India
Preeti Kumari
Research Scholar, University School of Management Studies, Guru Gobind Singh Indraprastha University, Sector 16C, Dwarka, New Delhi - 110 078, India

Abstract


As the business environment has become more complex, the need for a positive leader has emerged. The present research attempted to study positive leadership using review and qualitative methods. The study focused on exploring the dimensions of positive leadership through a systematic review of literature. Additionally, we employed a case study method to map Ratan Tata's leadership traits with a positive leader using deductive thematic analysis and pattern matching approach supported by word cloud and sentiment analysis. Twenty-nine interviews and speeches from 1994 to 2020 were transcribed and coded in NVivo to frame Word query. Also, sentiment analysis on tweets connected with #Ratan Tata was collected and exported using NCapture in QSR NVivo software. This study provided explicit dimensions of positive leadership and qualitatively confirmed Ratan Tata as a positive leader using a pattern-matching approach. This was supported by word cloud and sentiment analysis. The results unfolded the dimensions of positive leaders for future researchers to explore empirically. It can also provide guidelines to practitioners for designing a training module for budding entrepreneurs and leaders to navigate through challenging times.

Keywords


Positive Leadership, Systematic Literature Review, Deductive Qualitative Analysis, Pattern Matching, Case Study Research.

JEL Classification Codes : D23, M12, M10.

Paper Submission Date : August 20, 2021 ; Paper Sent Back for Revision : January 18, 2022; Paper Acceptance Date : March 10, 2022 ; Paper Published Online : April 15, 2022.


References





DOI: https://doi.org/10.17010/pijom%2F2022%2Fv15i4%2F169247