Sāttvika Leadership: An Indian Model of Positive Leadership

Alok, Kumar

doi:10.1007/s10551-015-2790-2

Cited by 15 publications

(7 citation statements)

References 150 publications

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“…This implies that leaders need to pay more attention to employees’ positive emotions to improve engagement. Alok ( 2017 ) proposed a model of positive leadership in which a series of propositions were put forward including that positive leadership promotes work engagement. However, he did not probe the mechanism between positive leadership and work engagement.…”

Section: Discussionmentioning

confidence: 99%

“…The effectiveness of positive leadership in other cultural contexts remains unclear. Some scholars have suggested that cultural values, especially individualism-collectivism orientation, may influence the effectiveness of positive leadership (Alok, 2017 ; Malinga et al, 2019 ). Therefore, we focus on individualism-collectivism orientation, which refers to a person’s tendency to prioritize his/her individual goals relative to collective goals (Hofstede, 2003 ).…”

Section: Introductionmentioning

confidence: 99%

“…Studies have shown that positive leadership can increase subordinates’ psychological capital and empowerment and enhance subordinates’ trust in leaders, enabling subordinates to show higher extra- and in-role performance (Avey et al, 2011 ; Norman et al, 2010 ). Additionally, positive leadership can reduce employees’ deviant behavior and improve employees’ job satisfaction and well-being (Kelloway et al, 2013 ; Bedi et al, 2016 ; Alok, 2017 ; Cameron & Quinn, 2017 ). However, the relationship between positive leadership and employees’ other attitudes and behaviors, such as work engagement, needs to be further explored.…”

Section: Introductionmentioning

confidence: 99%

“…Engagement refers to a fulfilling, affective-motivational, and positive working state (Schaufeli & Bakker, 2004 ). Antecedents of employee engagement have been explored from four dimensions: organizational factors, job characteristics, personal characteristics, and leadership styles (Alok, 2017 ; Keating & Heslin, 2015 ; Caesens & Stinglhamber, 2014 ; Crawford et al, 2010 ; Macey & Schneider, 2008 ; Schaufeli & Bakker, 2004 ). For example, Caesens and Stinglhamber ( 2014 ) suggested that organizational support positively influences work engagement.…”

Section: Introductionmentioning

confidence: 99%

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Positive leadership and employee engagement: The roles of state positive affect and individualism-collectivism

Yan¹,

Zhang

Akhtar

et al. 2021

Curr Psychol

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Drawing upon broaden-and-build theory, this study examined the influence of positive leadership on employee engagement through the mediating role of employees’ state positive affect and the moderating effect of individualism-collectivism orientation in a Chinese cultural context. A sample of 215 valid questionnaires was obtained through a two-wave survey of 48 teams working in central China. Hypotheses were tested by a method of hierarchical linear modelling. The results indicate that positive leadership promotes employees’ state positive affect and engagement. State positive affect partially mediates the association between positive leadership and employee engagement. Moreover, a multilevel moderation analysis reveals that collectivism weakens the effect of positive leadership on employees’ state positive affect. Theoretical and managerial implications and future directions are discussed.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Positive leadership and employee engagement: The roles of state positive affect and individualism-collectivism

Yan¹,

Zhang

Akhtar

et al. 2021

Curr Psychol

View full text Add to dashboard Cite

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“…This can be traced back to the three volumes on Indian psychology by Professor Sinha (1933), which are available in many editions. This scholarship is further strengthened in the works on self and identity (Paranjpe, 1984), leadership and Indian mindset (Sinha, 1980, 2014), yoga psychology (Rao and Paranjpe, 2017), yoga and PP (Salgame, 2014), spiritual climate of business organizations (Pandey et al , 2009), spirituality in Indian psychology (Bhawuk, 2011), karma yoga and moral development (Mulla and Krishnan, 2014), emotions, perceptions, epistemology in various Indian wisdom traditions (Rao et al , 2008), and Sattvik leadership (Alok, 2017).…”

mentioning

confidence: 99%

Guest editorial: Positive organizational scholarship in South Asia

Bhawuk

Pandey²

2022

SAJBS

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Maslow coined the construct of positive psychology (PP) (1954) and visualized the creation of human-oriented organizations by people pursuing self-actualization (Maslow, 1965). However, it took others three decades to pick up the thread (Seligman, 1991(Seligman, , 1999Snyder, 1995). PP represents a paradigm focused on the strengths of people (i.e. what is right about them) rather than their weaknesses and how people can achieve optimal functioning and full potential (Seligman, 2002). Positive organizational behavior and scholarship have developed on the foundation of PP (Luthans, 2002;Cameron and Dutton, 2003). Positive organizational scholarship (POS) is found to be of great value in almost every aspect of the management of organizations (See Cameron and Spreitzer, 2012). A POS lens looks at the generative dynamics (i.e. life-building, capability-enhancing and capacity-creating) in and of organizations that influences general and developmental experience at work and the cultivation of strengths at individual, group and organizational levels. Normative (i.e. good) aspects of organizational behavior are seriously considered in POS, which in turn affect the nature of relationships between individuals and among team members (e.g. Geue, 2018), organizational performance (e.g. Kelly and Cameron, 2017), organizational strategy (e.g. Stavros and Wooten, 2012) and interaction of business and society (e.g. Mazutis and Slawinski, 2015).The second wave of PP recognizes the difficulty of categorizing phenomena as either positive or negative, and flourishing is said to be dependent upon a complex balance and harmonization of the light and dark sides of life (Lomas and Ivtzan, 2016). For example, self-esteem is a positive trait, but inflated self-esteem leads to vulnerability to depression in the face of challenging situations in life. Or, for that matter, freedom is desirable but excessive choices lead to lower satisfaction. This special issue attempts to bring the contributions from South Asia to the field of PP and positive organizational psychology. This fits well with the ongoing conversation in the second wave of PP, which emphasizes learning from indigenous psychology.South Asia has a population of 1.6 billion with much religious diversity. The traditions of Hinduism, Buddhism and Islam have profoundly shaped South Asia both historically and culturally. These three traditions have influenced the socio-cultural moorings of Bhutan,

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Individual Flourishing and Spiritual Leadership: An Approach to Ethical Leadership

Duthely

2017

J of Leadership Studies

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Unethical organizational practices persist, despite regulations to curb such practices. Individuals, organizations, and the economy are interdependent. Unethical transgressions begin with the individual, but affect all. Spiritual leadership is proposed as a leadership model that can contribute to ethical business practices. There is a social and economic benefit to fostering spiritually oriented practices and disciplines. In the current article, the role of individual ethical actions within organizations is examined, and how spiritual leadership, particularly at the individual level, contributes to ethical organizational behavior.

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Sāttvika Leadership: An Indian Model of Positive Leadership

Cited by 15 publications

References 150 publications

Positive leadership and employee engagement: The roles of state positive affect and individualism-collectivism

Positive leadership and employee engagement: The roles of state positive affect and individualism-collectivism

Guest editorial: Positive organizational scholarship in South Asia

Individual Flourishing and Spiritual Leadership: An Approach to Ethical Leadership

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