Leadership style of Indian managers: a comparative analysis

Version of RecordThis study focuses on the comparative analysis of Indian and American style of management in the context of Hofstede’s framework, the GLOBE Project, Level 5 Leadership, and a creativity dimension. Geert Hofstede pioneered a study of cross cultural management using data from IBM employees; his research has set a new paradigm and a model for cross cultural research. In our study, we test Hofstede’s attributes with the new data that we have collected from Indian business people.Schragle-Law, S., Samii, M., & Sharma, N. (2007, October). Leadership style of Indian managers: a comparative analysis. Presented at the Academy of International Business U.S. Northeast Chapter Regional Meeting, Portsmouth, New Hampshire. Retrieved from http://academicarchive.snhu.ed

A cultural analysis of management styles : the United States with a new generation of managers in India and China

Author's OriginalIn this study, the outcome of our research represented an interesting difference with both Hofstede’s and GLOBE’s results. Our focus is on well educated, highly trained managers from the US, India and China. The participants were upwardly mobile, some MBA educated, many trained in the Western style of management - essentially a new generation of managers. Questionnaires were given to managers working in multinationals in each of these countries and/or individuals with advanced education. This study extends the findings of Hofstede, the GLOBE and Level 5 Leadership by focusing on the management styles of the modern sector of emerging economies. The research suggests that there are significant and rapid changes on how to manage and how to compete in the new global economy.Samii, M., Schragle-Law, S., & Yang, C. (2008). A cultural analysis of management styles: The United States with a new generation of managers in India and China. Journal of Current Research in Global Business, 2(16)

Information technology project teams and their leaders : interaction expectations

Author's OriginalInformation Technology projects, such as developing new information systems, or transforming existing systems, are expensive and risky. The cost of failure is high. These projects are usually accomplished through the efforts of teams. The success of these teams is vital, in order to mitigate the risks. This paper addresses the dynamics between team leaders and teams, and how this may affect project success. We develop a model (T/LEM) that uses the expectations that teams have about their leaders, and the expectations that leaders have about their teams, to predict team and project success. We include as parts of our model the concepts of transformational leadership, and how this affects team success.Collins, J. S. & Schragle-Law, S. (March, 2010). IT Project Teams and Their Leaders: Interaction Expectations. Leadership and Organizational Management, 2010, 1