How leaders impact employee creativity a study of Indian R&D laboratories-Indian.pdf

Finally a comparatively small number of female

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Finally, a comparatively small number of female scientists were interviewed in this study. The workforce participation of women in organized sector jobs in India is about 20 per cent (Government of India, 2011). The sample interviewed in this study (consisting of 11 women scientists and 41 male scientists) is, therefore, representative of the overall working population in India Moreover, our inclusion of gender as a factor helps us see the difference in gender perspective of leadership styles.
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My Learning There is a difference in the workplace in India as compared to western nations, where our nation is strongly woven together by our culture and its individualistic and socialistic values The main characteristics of R&D employees are that they have extensive experience in their work and hence would mostly behave individually rather than as a subordinate The above two points create two facets of the work environment namely, individualistic and teamwork. A good leader’s responsibility is to help the employees strike a balance between these two Instead of task-oriented leadership style, a relation-oriented behaviour is most expected from a leader Leading by example and providing motivation at an informal level and maintaining an informal relation among the employees are the key factors for motivating employees towards creativity
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References 1.Amabile, T.M. (1996), Creativity in Context, Westview Press, Boulder, CO. [Google Scholar] 2.Amabile, T.M. and Khaire, M. (2008 ), “ Creativity and the role of the leader ”, Harvard Business Review, Vol. 86 No. 10, pp. 100 9. [Google Scholar] [Infotrieve] 3.Amabile, T.M., Schatzel, E.A., Moneta, G.B. and Kramer, S.J. (2004 ), “ Leader behaviours and the work environment for creativity: perceived leader support ”, Leadership Quarterly, Vol. 15, pp. 5 32. [Crossref], [Google Scholar] 4.Ángel, P.O. and Sánchez, L.S. (2009 ), “ R&D managers' adaptation of firms' HRM practices ”, R&D Management, Vol. 39, pp. 271 90. [Crossref], [Google Scholar] 5.Arnold, J.A., Arad, S., Rhoades, J.A. and Drasgow, F. (2000 ), “ The empowering leadership questionnaire: the construction and validation of a new scale for measuring leader behaviours ”, Journal of Organizational Behaviour, Vol. 21, pp. 249 69. [Crossref], [Google Scholar] 6.Aycan, Z., Kanungo, R.N., Mendonca, M., Yu, K., Deller, J., Stahl, G. and Kurshid, A. (2000 ), “ Impact of culture on human resource management practices: a 10‐country comparison ”, Applied Psychology: An International Review, Vol. 49, pp. 192 221. [Crossref], [Google Scholar] 7.Badawy, M.K. (2004 ), “ Why managers fail ”, in Katz, R. (Ed.), The Human Side of Managing Technological Innovation, Oxford University Press, New York, NY, pp. 86 93. [Google Scholar] 8.Bass, B.M. (1985), Leadership and Performance Beyond Expectations, The Free Press, New York, NY. [Google Scholar] 9.Bass, B.M. and Avolio, B.J. (1990), Multifactor Leadership Questionnaire, Consulting Psychologists Press, Palo Alto, CA. [Google Scholar] 10.Bass, B.M., Avolio, B.J. and Atwater, L. (1996 ), “ The transformational and transactional leadership of men and women ”, Applied Psychology: An International Review, Vol. 45, pp. 5 34. [Crossref], [Google Scholar] 11.Basu, R. and Green, S.G. (1997
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