Purpose This study aims to examine the adaptive leadership of doctors during COVID-19 to understand the leadership competencies required for adaptive events. Design/methodology/approach Phenomenology-based qualitative design was used. Data were collected from six doctors from the state of Kerala, India using semi-structured interviews. Findings Five themes were identified. The first theme, core leadership shows that doctors perceive leaders as educators, learners and social beings. The second theme, adaptive challenges, describes the ambiguous pandemic-related challenges that doctors are facing including, unusual occupational demands, information overload, sociocultural issues and personal intricacies. The third theme reflects that for doctors, adaptive work during the pandemic included – new learning to address unique issues, changing perspectives and establishing and maintaining a safe and engaging workplace environment. The fourth theme describes the adaptive leadership competencies such as regulating distress, providing direction, maintaining disciplined action, fostering collaboration, empowering, understanding organizational linkages, strategic vision and communication skills. The fifth theme elucidates the lacunae in leadership training as perceived by the doctors. Research limitations/implications The findings can help in developing and enhancing competency frameworks for doctors’ adaptive leadership. Originality/value This is one of the earliest studies to systematically examine components of adaptive leadership for doctors during COVID-19 and identify associated competencies.
Indian Information Technology (IT) market is going through a dynamic state of existence with employment uncertainties, but simultaneously creating promising opportunities. Amidst such unpredictability and possibilities, Indian IT professionals have been striving hard to build a career identity, demonstrating their capabilities to withstand unforeseen and abrupt vocational shocks. In career construction, such capability comes from career adaptability, reflected through resources of concern, control, curiosity and confidence. Yet, attention towards career adaptability is sparse in Indian IT vocational literature. The present study attempts to fill that gap by examining career adaptability and its links with vocational attitudes of career satisfaction and turnover intention. For this, data were collected from 434 Indian IT professionals. Overall, career adaptability was positively related to career satisfaction while turnover intention was independent of it. At the dimensional level, independently, all resources of career adaptability were positively related to career satisfaction. Concern and confidence had relatively greater degree of positive association than curiosity and control. Further, concern led to increased turnover intention, other resources being unrelated to it. Findings may facilitate human resource management of Indian IT organizations and independent career practitioners to enhance the vocational success of their employees and clients.
Purpose This paper aims to illustrate a simple, holistic overview of contingent workforce management. Design/methodology/approach This paper’s viewpoint outlines benefits and challenges that employers and employees encounter with contingent work arrangements and highlights relevant human resource (HR) practices to effectively manage contingent workforce. Findings Benefits to employers are cost-effective hiring solutions, filling-up skill requirements, increasing numerical flexibility and diversity and broadened talent pool. Challenges include legal ramifications, hidden costs, confidentiality and security issues, low organisational commitment and productivity. For employees, benefits are working flexibility and financial gain and gaining work experience. Challenges include dependence on economy, irregular work hours, health risks and exploitation and differential treatment by employers. “Value-adding” practices of holistic hiring, onboarding, performance management, workplace training and developing resilient organisational culture can effectively manage contingent workforce. Research limitations/implications This paper provides a broader outline of benefits and challenges, both from employers’ and employees’ perspectives, linked with precarious employment. Further investigations on employers’ and employee’s perspectives based on specific types of contingent work arrangements (e.g. temporary agency workers and gig workers) can give in-depth insights. Originality/value This paper provides a simplified framework of pros and cons of contingent employment, along with practical HR remedies to manage contingent workforce.
This study conceptualises career maximisation and its consequences in the Indian Information Technology (IT) workforce, a globally significant non-Western talent pool. It examined how maximising tendency in career decision-making (MT-CD) mediated career satisfaction through two contrasting responses based on counterfactual reasoning―career regret (dysfunctional) and career adaptability (functional). The study comprised of two parts. In Study 1, scales for MT-CD and career regret were developed and initially validated using a 172 respondents’ dataset. In Study 2, data from 434 respondents were analysed for psychometric evaluation and further validation of scales along with determining hypothesised relationships. Two dimensions of MT-CD were identified―‘state of internal career ambiguity’ and ‘striving for career excellence’. Both attributes produced career regret (an aggregated measure of ‘corporate regrets’, ‘career choice regrets’ and ‘developmental regrets’ dimensions), decreasing career satisfaction. Only ‘striving for career excellence’ led to career adaptability, which subsequently increased career satisfaction. Altogether, career regret competed with career adaptability, supressing its positive indirect effect on maximising ITPs’ career satisfaction. This study expands the current empirical research on career maximisation into non-Western contexts, adding unique knowledge to the Indian IT workforce’s vocational literature.
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