From Contradiction to Oneness: an Indian Spiritual Worldview for Dealing with Paradoxes

Sargam, Sadhna; Pandey, Ashish

doi:10.1007/978-981-19-1025-8_2

Cited by 1 publication

(2 citation statements)

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“…We discussed the role of holistic values climate in facilitating multiple paradoxical goals. Future research may focus on the role of individual-level variables, such as paradoxical mindset, in enacting responsible behavior (Sargam and Pandey, 2022).…”

Section: Discussionmentioning

confidence: 99%

“…PD and associated challenges are common attributes of such economies (McCarthy et al, 2012), and therefore, global leaders and their organizations must adapt and prepare themselves to deal with such challenges to survive rather than exit the game. Training the workforce coming from these economies at a large scale in mindfulness practices is the economical way to deal with the challenges emanating from egocentrism (Kay and Skarlicki, 2020;Sargam and Pandey, 2022) driven by power and authority, which are an important source of behavioral biases and conflict in interpersonal relationships. Learning the behavioral strategies suggested in this paper to deal with indigenous stakeholders of such contexts is another essential way to survive the game while protecting the stakeholders' interests.…”

Section: Contributionmentioning

confidence: 99%

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Responsible leadership toward garnering legitimacy from stakeholders in India: an institutional perspective

Sargam,

Pandey

2023

CCSM

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PurposeUnderstanding societal expectations of a leader's responsibility and context-specific challenges in less-researched emerging economies has become imperative for foreign Multinational enterprises (MNEs) to survive in these contexts while developing globally responsible leaders. Identification of institutionally sanctioned characteristics, competencies and strategies that assist leaders in dealing with such challenges while achieving shared value has wider implications for academics, practitioners and the literature on responsible leadership (RL), which is the purpose of this paper.Design/methodology/approachThe authors conducted in-depth interviews of 28 senior indigenous leaders in 3 Indian Multinational corporations (MNCs) in construction sector, following a grounded theory approach.FindingsThe authors identified three vital institutionally driven challenges and four individual-level societal-driven factors, subsequently influencing leaders' strategic decisions and choices to deal with such challenges beyond passive conformance. Contrary to the previous findings, this study also briefly discusses that a mere ethical climate is insufficient; organizations must develop a holistic values climate that works as contextual factors to influence RL.Originality/valueContrary to the previous findings suggesting Indian leaders' conformance to constraining forces to RL, by adopting a multilevel approach, the authors identify the context-specific strategic behaviors that responsible leaders adopt in dealing with such forces responsibly. Thus, it is the first multilevel inductive approach conducted in a non-Western context, offering a discrete understanding of RL while addressing some of the inconsistencies in the literature and contributing to cross-cultural leadership research. Also, findings highlight the factors of RL that are more emic and etic for generalization.

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Section: Discussionmentioning

confidence: 99%