Overview
Operating in one of the fastest growing economies in the world, Indian business organizations are constantly faced with new challenges. The demands of globalization and the potential disruption of evolving technologies can make effective management difficult. Leadership theories in a business context have been developed mostly by researchers in the West, and very few attempts have been made to theoretically analyse Indian leadership practices.This book explores the idea of an India-centric leadership model, presenting an in-depth research study of strategic leadership theories and applying them to India's unique culture. Using the input of top level Indian business leaders, this book provides a much needed perspective in today's global economy. As one of the first monographs to comprehensively explore Indian leadership practices from an Indian perspective, this book will be of interest to business leaders, researchers and students alike.
Full Product Details
Author: Som Sekhar Bhattacharyya (National Institute of Industrial Engineering, India) ,
Sumi Jha (National Institute of Industrial Engineering, India)
Publisher: Emerald Publishing Limited
Imprint: Emerald Publishing Limited
Dimensions:
Width: 15.20cm
, Height: 1.70cm
, Length: 22.90cm
Weight: 0.464kg
ISBN: 9781787562608
ISBN 10: 1787562603
Pages: 246
Publication Date: 29 June 2018
Audience:
Professional and scholarly
,
Professional & Vocational
Format: Hardback
Publisher's Status: Active
Availability: In Print
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Reviews
Researchers at the National Institute of Industrial Engineering compare Western strategic leadership theories and models with Indian leadership practices and the process of strategic leadership development in India. Interviews with 26 Indian business leaders reveal a preference for mobility, innovation, technology savviness, learning, boundary-less leadership practices, participation, and inclusiveness. The authors propose two micro-foundation-based models of strategic leadership that encourage leadership-induced creativity and innovation and leadership-induced change. -- Annotation (c)2018 * (protoview.com) *
Researchers at the National Institute of Industrial Engineering compare Western strategic leadership theories and models with Indian leadership practices and the process of strategic leadership development in India. Interviews with 26 Indian business leaders reveal a preference for mobility, innovation, technology savviness, learning, boundary-less leadership practices, participation, and inclusiveness. The authors propose two micro-foundation-based models of strategic leadership that encourage leadership-induced creativity and innovation and leadership-induced change.--Annotation (c)2018 (protoview.com)
Author Information
Som Sekhar Bhattacharyya, Professor, is a member of the faculty of Strategic Management at the National Institute of Industrial Engineering (NITIE) in Mumbai, India. His research interests include Strategic Management, Strategic Leadership, Strategic Corporate Social Responsibility and Qualitative Business Research. Sumi Jha, Professor, is a member of the faculty of Organisational Behaviour and Human Resource Management at the National Institute of Industrial Engineering (NITIE), Mumbai, India. Her research interests include Strategic Leadership, Employee Empowerment, Competency Management, and Organisational Health.
