Purpose The purpose of this paper is to elucidate the distressing impact of toxic leadership on the mental state of the subordinates and examine the unique coping mechanisms used by them to deal with such leaders. The paper also examined the relationship between psychological distress and coping strategy used by subordinates to deal with the toxic leader. Design/methodology/approach This study presents a validity testing of two scales. The first scale was designed to measure experienced psychological distress emanating from exposure to toxic leaders, and the second scale aims to assess the coping strategies utilized by subordinates to deal with the toxic leaders. Data were collected from 570 employees working in public as well as private organizations in India. Findings The results of this paper supported the theorized two three-dimensional tools to measure: psychological distress (loss of self-worth, withdrawal and agitated) and coping strategies to deal with toxic leaders (assertive coping, avoidance coping and adaptive coping). Reliability estimates and construct validity of both the tools were established. The results also suggest that the loss of self-worth was negatively related with assertive coping, avoidance coping and adaptive coping. However, withdrawal was positively related with assertive coping and avoidance coping. Finally, agitation was positively related with avoidance and adaptive coping. Originality/value To the authors’ knowledge, this is one of the rare studies to examine together the phenomenon of both psychological distress experienced by subordinates and the coping strategies utilized by them to deal with toxic leaders.
Purpose -There exists limited research directly highlighting the relationship between value preference and its association with people's expectations from the workplace. Studying personal value preference is important because a substantial body of research indicates that a specific pattern of value orientations predicts world views, and, hence, it may predict behavior in the workplace. Based on the above-mentioned assumptions, the present study aims to explore the impact of value preferences on the meaning of workplace, across MBA-and non-MBA graduates and Indian and non-Indian graduates. It is proposed that value preferences will have a significant impact on meaning of workplace and values preferences are likely to differ across national culture. Design/methodology/approach -The paper draws on qualitative research, a pilot study and survey research design. Data were gathered from a sample of 312 graduates, consisting of 231 management students and 81 non-management students. Of these 245 are Indians and 67 non-Indians studying in India, the USA, and the UK. Findings -Results of exploratory factor analysis helped the authors to derive ten significant factors from the meaning of workplace scale and four factors from the values scale. Results of stepwise multiple regression analysis have shown significant positive impact of value preference on the choice of preferred workplace. More specifically, higher progressive orientation has been found to positively influence the intrapreneurship factor of meaning of workplace factor. Values of personal growth, self-fulfillment, and community development have explained a large amount of variances in work-life balance and physical ambience.Research limitations/implications -The literature on workplace design and the meaning of workplace is limited and a comprehensive list of variables of psychological climate is not available. Thus, extensive future research needs to be carried out in this direction. Knowing the employer's perspective about the evaluations of the workplace attributes may provide a different perspective of the meaning of workplace. Finally, this study could be expanded by using qualitative interviews along with quantitative techniques to get more in-depth data and probe further in the factors that the graduates take into consideration while rating the extent of desirability of different environmental attributes. Originality/value -This paper is important in that knowledge about the values of potential employees can be used to make sure that the organization recruits employees whose perceptions match the psychological environment existing in the company. Furthermore, organizations can use such information to design work environments in such a way that they meet the expectations of newer generations of workers. The study reveals cross-cultural differences between perceptions and values. These are particularly important in the case of multinational corporations, which consider the impact of cultural and societal values while designing work environments and process...
Purpose – The purpose of this paper is to explore the leadership style of Chairman and Managing Director (CMD) and perceived organizational climate of an Indian public sector bank. Design/methodology/approach – For the present study data were collected using mixed-method approach including both semi-structured interview and inventories. Sample included the top, middle, and senior-middle level officials of the bank. Findings – Data were analyzed using content analysis and descriptive statistics. Findings indicated that: the perceived leadership style of CMD is a combination of transformational leadership and positive leadership; there is a positive organizational climate prevalent in the bank; and positive transformational leadership style of CMD has played a considerable role in the development of positive organizational climate in the bank. Originality/value – Present study provides valuable insights regarding contemporary leadership style in an Indian organization which is the combination of both positive and transformational leadership style and its contribution to building positive organizational climate.
The present study focuses on understanding the role of HR in achieving corporate transformation in the Indian context. Responses from 89 senior and top level HR professionals (questionnaire mode) brought out the following: HR professionals are experiencing a gap between organizational demand versus their own knowledge as well as personal competencies. HR role is changing, internal demands on HR professionals are increasing. The extent to which HR will be able to deliver and become a true strategic partner for change management will depend on the extent to which there is CEO support for HR, combined with HR professionals with high levels of expertise. Changes in HR practices are taking place, although not to the desired extent. CEO support and high HR status have been found to be essential to introduce systematic efforts to change mindsets in the company HR status has been found to be a key factor to facilitate change in mindsets, change in HR practices as well as in creating a pro-change orientation in the company.
This article reviews the organizational values, recruitment, and reward policies of Brazilian samba schools and Indian dabbawalas to illustrate how their fi t to local cultures results in greater productivity, engagement, and low turnover. American-style management has spread worldwide, yet in emerging market countries such as India and Brazil, multinationals often struggle to motivate and engage their employees. The companies' top ranks in these countries are usually dominated by English-speaking, university-educated elites who are comfortable with Western management techniques. But these managers can be, as the Comprador class was in seventeenth-century China, strangers in their own land, implementing management techniques that feel foreign and inappropriate to their employees.The result is often low productivity, absenteeism, and unhappiness. However, there are organizations in both India and Brazil that achieve staggeringly high productivity and consistently strong engagement PRACTITIONER ARTICLE
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