Iituational Leadership and Personal Effectiveness: Managers in Indian Development Organizations

Abstract

The paper attempts to gauge the perceptions of the respondents on their preferred leadership style, style range and leadership effectiveness in Development Organizations in India. Leader Adaptability and Style Inventory (LASI) by Hersey and Blanchard (1981) is used for collecting data on leadership. In addition, the paper uses the personal effectiveness (PE) scale by Pareek (2002) based on the concept of personal effectiveness drawn from Johari Window Theory. The scale is used to assess personal effectiveness based on three dimensions namely Self-Disclosure, Openness to Feedback and Perceptiveness. Analysis of the data collected indicates a high preference for 52 style and a negligible preference to S4 style. The paper also attempts to explain the findings and highlight the cultural context as the reason for preference to S2 style. It also discusses the implications of the findings on the Managerial training in the Indian Development Organizations. (PsycINFO Database Record (c) 2016 APA, all rights reserved)