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Please use this identifier to cite or link to this item: http://repository.iitr.ac.in/handle/123456789/9284
Title: Association between leadership style and decision making style in Indian organisations
Authors: Verma N.
Bhat A.B.
Rangnekar, Santosh N.
Barua, Mukesh Kumar
Published in: Journal of Management Development
Abstract: Purpose – The purpose of this paper is to study the leadership style (LS) and decision-making style (DMS) of Indian manufacturing executives, and to explore the association between the LS and DMS. Design/methodology/approach – For this study the sample was drawn from Indian manufacturing organisations’ executives from both public and private sectors. The respondents were lower, middle and senior levels executives involved in leadership and decision-making functions. Correlation, regression and ANOVA were used to pursue the research questions. Findings – Indian manufacturing executives have shown highest rational and least avoidant in their DMSs. Transformational (TFM) leaders are found rational, while the transactional (TSL) leaders are observed to be rational and dependent. Laissez faire style has correlation with avoidant decision making and interactive dependent and avoidant styles. Research limitations/implications – The study is a cross sectional research with limitations of self-serving bias and common method variance. However, this limitation has been dealt with a statistical test. Practical implications – The study bears significant implications for Indian executives who are working on LSs and decision making. It also provides the details of decision-making behaviours of the manufacturing executives thereby suggesting the associated benefits and drawbacks of particular styles. Originality/value – This paper contributes to leadership and decision-making literature. In the recent times, no such study in Indian manufacturing context have been reported. Moreover there are few contrasting and contributing findings in this research. © Emerald Group Publishing Limited.
Citation: Journal of Management Development (2015), 34(3): 246-269
URI: https://doi.org/10.1108/JMD-03-2012-0038
http://repository.iitr.ac.in/handle/123456789/9284
Issue Date: 2015
Publisher: Emerald Group Publishing Ltd.
Keywords: Decision-making style
Dependent
Leadership style
Rational
Transactional
Transformational
ISSN: 2621711
Author Scopus IDs: 55388048200
55388212200
35424395500
36611317400
Author Affiliations: Verma, N., Department of Management Studies, Indian Institute of Technology, Rourkee, India
Bhat, A.B., Department of Management Studies, Indian Institute of Technology, Rourkee, India
Rangnekar, S., Department of Management Studies, Indian Institute of Technology, Rourkee, India
Barua, M.K., Department of Management Studies, Indian Institute of Technology, Rourkee, India
Corresponding Author: Verma, N.; Department of Management Studies, Indian Institute of TechnologyIndia; email: neha.verma.1801@gmail.com
Appears in Collections:Journal Publications [MS]

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