The present article attempts to examine the relationship between learning agility and authentic leadership development. The recent rise in the cases of fraud involving leaders at various levels in the organizations, and the resulting distrust among the employees towards their leaders, points to the need to have authentic leaders, given the positive organizational outcomes associated with this leadership approach. Further, scholars have suggested that leadership development is possible through learning from one’s life experiences. The developmental definition of authentic leadership also reflects the importance of learning from past experiences. Yet, studies have largely overlooked to explore the association between learning agility and authentic leadership development. This paper further tries to analyze the moderating effects of learning goal orientation and organizational culture on this relationship. Therefore, based on the existing research, the associations among these factors have been delineated and a conceptual model has been presented along with several propositions. Implications for future research and limitations of this work have also been discussed towards the end.

Downsizing is ideally aimed at reducing manpower and increasing profitability. But if the survivors' work behaviours are ignored, the very purpose of downsizing could be defeated. Thus, the current study intends to understand the impact of downsizing on the perception of survivors and the extent of different coping strategies used by them. A sample comprising of 68 managers was taken into account for the purpose of the study. The findings revealed that managers with more work experience and higher designation differed significantly from those with less work experience and lower designation in their perception of the downsizing scenario. Keeping in mind the scenario, the former appraised communication, perception of fairness, participation in decision making, team spirit and attitude more favorably than the latter. In terms of their coping strategies, the managers with more work experience resorted to more of problem-focused coping strategies and least avoidance/resignation coping strategies. The senior level managers also differed significantly from the junior level and resorted more to help seeking coping strategy.

The government has to look beyond just maintaining rapid growth with public private partnership to making growth more inclusive by addressing imbalances in the pattern of growth and groups and people left out of the growth process. The foundation of these efforts must be empowerment, which is key to expanding the equity of opl?ortunity. To make PPP model viable and sustainable, the government will have to continue to safeguard public interest and monitor the performance of private sector generally and privatised undertakings in particular. The determination and commitment of Government will have to be matched by readiness and cooperation from the private sector.

This article intends to explore the impact of authentic leadership on employees' work-related quality of life. Previous studies have demonstrated that well-being of employees is an important aspect that needs to be focused upon by the organizations. It has also been documented that employee well-being at workplace is one of the positive outcomes associated with authentic leadership. However, there is a need for further empirical investigation to corroborate these findings. Therefore, an attempt has been made to assess the relationship between authentic leadership and employees' work-related quality of life (WRQoL) which comprises of six dimensions encompassing well-being of employees not just in professional realm but also in personal life. This study has been conducted on team leaders and their team members in several IT organizations located in Delhi-NCR. The total sample for this study includes 45 team leaders and 122 team members. Multi-level analysis of data has been done using Hierarchical Linear Modeling (HLM). Findings indicate that authentic leadership has a significant positive influence on all the dimensions of WRQoL of the employees. Implications of this study have also been discussed.

PurposeDrawing upon theories of ethical ideologies (idealism and relativism) and work locus of control, this study aims to examine how ethical ideology in job seekers influences their use of deceptive impression management (deceptive IM) behavior during job interviews.Design/methodology/approachA time-lagged study was conducted with two measurement waves to test our hypotheses. AMOS-SEM, which included bootstrapping (5,000 re-sampling) procedures to analyze the data, was used.FindingsResults indicate that a job seeker's relativistic ethical ideology influences their use of deceptive IM behavior during job interviews and work locus of control – internal [WLOC (internal)] mediates this relationship. Exploring the relationship between ethical ideologies of job seekers and their deceptive IM behavior at job interviews, this study found that relativistic individuals with WLOC (internal) were more inclined to engage in deceptive IM.Originality/valueTo the best of the authors’ knowledge, this is one of the first studies to explore the role of ethical ideology in influencing deception IM behavior during job interviews. Knowledge of the relationship between job seekers ethical ideologies and deception IM behavior at job interviews would alert HR managers to adopt additional screening processes to detect candidates who indulge in deceptive IM behavior to exaggerate their image to influence the interviewer's perception.