PurposeIn order to achieve sustained competitive advantage through developing human capital, organizations, apart from human resource management practices, concentrate on developing transformational leaders and implementing knowledge management (KM). To take part in their efforts, this paper intends to explore leadership and KM literatures to examine the interrelationship between transformational leadership, KM, and employee‐perceived human capital creation or benefits.Design/methodology/approachA systematic literature review is carried out of traditional and contemporary theoretical and empirical research studies to support the nexus of interrelationship between transformational leadership, KM, and human capital. This review is mainly integrated using a model and propositions that relate transformational leadership and KM with human capital benefits.FindingsTransformational leaders have potential to affect their employees' perceptions of human capital benefits. They also have the greatest potential to augment these benefits through involving them in the KM process, establishing organizational culture, and encouraging communication among employees.Research limitations/implicationsThis model suggests that human resource managers should provide training to managers with regard to developing transformational leadership behavior, since this behavior contributes to human capital creation by which an organization achieves competitive advantage. Furthermore, this study mainly focuses on leaders as transformational leaders, since these leaders are highly capable of stimulating their followers' creativity. Therefore, this study only considered the components described by Bass and Avolio.Originality/valueThis paper contributes to leadership literature by adding the notion of transformational leadership as an antecedent of human capital creation.

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Purpose -Improving work engagement can have significant implications for performance at individual, team and organisational level. The purpose of this paper is to investigate the effects of occupational self efficacy and human resource development (HRD) climate on work engagement among business executives of select business organisations in India. In addition, it aims to attempt to examine the mediating effect of HRD climate on self efficacy and work engagement relationship. Design/methodology/approach -The sample consisted of 150 business executives from both public and private sector manufacturing and service organisations in India. Data were collected through both personal visits and online questionnaires. Correlation and regression analyses were used to test the research hypotheses. Specifically, Baron and Kenny's method was used for testing the hypotheses of mediation. Findings -A significant relationship was found between all variables in the study. All the study hypotheses were supported. HRD climate was found to partially mediate the relationship between occupational self-efficacy and work engagement. Interestingly, both HRD climate and self-efficacy affect work engagement both directly and indirectly through influencing the other. Practical implications -Work engagement requires the workforce that is endorsed with self-efficacy as dispositional trait. In addition, improving the HRD climate can have significant implications for enhancing the work engagement among Indian business executives. Originality/value -By investigating the relationship between self-efficacy, HRD climate and work engagement the present study made an effort to fulfil the gap in academic literature where there is a significant dearth of academic literature on work engagement from developing economies.

Purpose -Research on organizational climate has shown a significant upward trend in the recent past. The purpose of the present study is to propose a conceptual model that empirically examines the relationship of dimensions of organizational climate with managerial effectiveness in Indian organizations. Design/methodology/approach -A data set of 245 managers/executives was collected from Indian organizations through a survey instrument. The collected responses were subsequently tested by using structural equation modeling (SEM). Further, the hypothesized model was tested by employing five stages of hierarchical multiple regressions. Findings -The findings suggest that organizational climate dimensions, i.e. organizational process, altruistic behaviour, role clarity and communication, results-rewards orientation and certain aspects of interpersonal relationships play a significant role in increasing managerial effectiveness.Research limitations/implications -The results indicate ways in which organizations might develop supportive climates in order to reinforce effectiveness of the organizational members. Originality/value -The role of organizational climate in employee effectiveness is currently under-researched in the Indian context. The present study is an earnest effort in this direction to analyse the link between organizational climate and managerial effectiveness.

Due to increasing motorization, construction of flyovers and growth in transport network, the noise level has exceeded the prescribed limits in many Indian cities. The health implications of high noise levels are being identified as hypertension, sleeplessness, mental stress, etc. Due to this adverse effect of noise level, it is essential to assess the impact of traffic noise on residents and road users. This research is an effort to quantify and analyze the traffic noise emissions along bus rapid transit corridor in Delhi. Field measurements were carried out to understand and assess various aspects of the impact of bus rapid transit system corridor on land use and social lives of residents and road users. The present analysis presents the comparison between observed and predicted noise level at selected corridors and also describes the mitigatory measures to overcome such type of traffic noise pollution through design of noise barrier along the road and motivate people towards the use of public transport system.