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On the basis of an exploratory research, the purpose of this paper is to identify the criteria used by new entrants to the workforce (specifically premium millennial talent) while making job choices.

Using signal theory, the study attempts to explore what drives prospective millennial candidates to apply to a particular job role by identifying the components that form the initial anticipatory psychological contract (iAPC) of millennial talent from a tier-1 technological school in India and the factors that drive their job application intent. It is an exploratory study which uses survey data from 335 respondents.

The study identifies the critical components of the iAPC of this set of talent. It highlights the transactional approach of this cohort to evaluate prospective job roles.

This research is based on an exploratory study which was carried out in a single school in India and may be used as a concept for designing and implementing more generalized studies using standardized tools of measurement in the future. The study highlights the fact that this cohort attends to the transactional components of the signals sent out by recruiters to a larger extent than to other kinds of signals which may be communicated by employers. HR communication strategies for connecting with this set may emphasize the unique employment proposition to potential recruits using the findings from this study to better engage with this cohort.

The current research gives indications on the components of the iAPC for this cohort and would help HR form appropriate strategies to attract this set of talent.

This research takes a fresh line of reasoning to explain what parameters would drive fresher millennial talent to apply for a job at an organization. It views the group through a generational theory paradigm and signaling theory forms the backdrop for this study. Further, since the study is based on an Indian sample, it contributes to literature from a non-western context.

The concept of distributed leadership (DL) has been widely advocated within higher education (HE). Yet, there have been few empirical investigations and little theory development outside Western contexts to date. This study presents a unique conceptualisation of DL and tests it empirically in India.

This study tests a moderated-mediation model by exploring the antecedents and consequences of DL in HE. Standardised questionnaires were drawn from literature and completed by a sample of 269 respondents from six top-ranked (elite) Indian higher education institutions (HEIs). Structural equation modelling (SEM) and multi-group analysis techniques were used to analyse the data.

Results demonstrated that empowering power structure (EPS) is positively related to DL, whilst participation in decision-making (PDM) strengthened this relationship. Further, it is also noted that DL mediates the relationship between EPS and behavioural outcomes of employee voice and silence.

The findings suggest that a DL approach can be effective at enhancing employee voice and reducing employee silence within HEIs in (and perhaps beyond) India. The research also suggests that where institutions implement EPS alongside opportunities for PDM, this can help foster and sustain DL.

By exploring antecedents (EPS and PDM) and consequences (voice and silence), this paper presents a novel approach to studying DL. The focus on Indian HE offers a more nuanced empirical understanding of DL in a non-Western context.