Search results

The purpose of this paper is to argue for theoretical integration as a major step in consolidation of the vast leadership literature. It is an attempt to lay out a basic canvas that could be further used for building an integrated theory of leadership.

The concept matrix framework (Webster and Watson, 2002) has been used for analytical abstraction to organize the published research on leadership and distill certain commonalities. The paper finally proposes certain pivots for theoretical integration of the leadership literature.

A thorough analysis of the leadership literature and the identification of commonalities within the various theories help the authors to identify the change and collective filter, outcomes of leadership, organizational outcomes, leadership role, sources of leadership, processes within the larger leadership process and the context as the pivots for building an integrated theory of leadership.

While the paper is not a detailed literature review and lacks predictive power, it is a synthesis of the published literature. The paper proposes a descriptive model meant to provide a sound foundation for an integrated theory of leadership.

The paper provides a framework to reduce the complexity and ambiguity of leadership research literature and could be utilized as a starting platform for an integrated theory of leadership. It is hoped that this shall also provide leaders and leadership training providers with a more holistic approach for leadership assessment and development.

Based on a survey of literature, the explanation of the leadership process, suggestions for evaluation of quality of leadership and pivots for theoretical integration are the main contributions.

The study aims to examine whether management education can successfully cultivate the competency of empathy that is needed in future corporate leaders to promote sustainability initiatives catering to diverse stakeholders.

The research highlights the impact of management education on cognitive and affective empathy by analysing the interpersonal reflectivity scores of entering students enrolled in a two-year, full-time MBA programme and the scores of the same students at graduation.

The findings show that management education has a positive impact on cognitive empathy, while it reduces affective empathy and general empathy. Further, findings show that the management curriculum brings cognitive and affective empathy to an equilibrium level that is needed for a competitive business environment.

The research focussed only on the change in empathy of the participants (students) during management education and not during actual corporate work.

The research infers that current management education creates future executives with higher cognitive empathy. It argues that they would care more about the sustainability of the business in terms of profit or access to capital rather than care and concern for all the stakeholders, society and the environment. A new paradigm in management education also needs to be focussed around inculcating how to empathise affectively.

The study presents an empirical analysis suggesting that management education is opening the mind but not the heart. It raises a significant concern that higher management curriculum is not developing future executives who can lead the sustainability initiatives.

The purpose of this paper is to extend the job demands-resources (JD-R) model by including the factor of “personal demands” and conceptualise experience on personal and job dimensions separately as personal thrust and job thrust. Further, different psychological work states that individuals experience through intra-dimensional balance across personal and job dimensions are proposed.

The paper explains various possible psychological work states experienced by a job incumbent by conceptually developing intra-dimensional fluctuations within the person and job dimensions, respectively, as the new concepts of person and job thrust.

Personal thrust and job thrust have been identified as the two dimensions which impact the work state. Complete engagement and complete disengagement have been identified as two ends of a continuum. Complete work engagement is defined as the balance across these two dimensions. Various combinations of balances and imbalances across these two dimensions results in four different states of disengagement identified as work exhaustion, work boredom, work search and work neutrality.

This paper suggests a novel approach to using personal demand to look at work states which would significantly impact existing research in the JD-R model. This paper tries to bridge the gap between work engagement as a construct and the psychological work states as a phenomenon. Further, it is contended that the psychological work states are manifestations of the interactions between the two dimensions identified as personal and job thrust, which could further be developed into various work-related attitudes and behaviours.

Instead of only relying on the engagement/disengagement dichotomy to plan interventions, managers can plan the appropriate interventions depending on the specific disengagement state analysed through personal and job thrust.

The newly developed model of work states explains the fluctuation of an individual across different work states and links the personal and job-related demand–resource balance at the workplace with distal work-related outcomes, thereby significantly extending the JD-R model.

This study examines various aspects of green energy management operations in India and reports the current state, potential avenues and barriers for green energy management.

This study performs an extensive literature review and covers the several aspects of green energy management operations.

The findings report the current state of various aspects of green energy management operations such as: procurement, manufacturing and distribution and provides the viable business models. It further explains the various facilitators and barriers of green energy management and reports the opportunities and challenges that exist in developing and managing green energy supply chain.

The study is pioneer in providing a comprehensive view of developing and managing green energy operations in India. The study is useful to various organisations on drafting strategies to effectively adopt and manage green energy. The study is also useful in policy formulation for promoting green energy use. This article also set as a base for future researchers working in the area of green energy.

The case deals with an Urban Cooperative Bank situated in Ahmedabad, known as Ahmedabad Peoples Urban Cooperative Bank (APUCB). The bank had come under the scanner of Reserve Bank of India (RBI) during 2009 because of mismanagement. It had failed to resolve its liquidity crisis even after the Reserve Bank of India imposed restrictions. The Government then appointed an external administrator, Hemant J. Rindani, to resolve APUCB's liquidity crisis. The bank had started paying claims but had lost people's trust. The last option for Rindani was to liquidate the bank. Rindani was however contemplating on various other options to come out with amicable solutions like, merge with other branches or pump in fresh capital and restart the business.