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The purpose of this paper is to study the effect of paternalistic leadership of the boss on the trust of the subordinate.

The present study adopted survey method to test the hypotheses. Paternalistic leadership style was measured by a 24-item scale developed by Cheng et al. (2004). Trust was measured by a four-item scale by Schoorman and Ballinger (2006). Data were collected from a sample of 253 respondents.

The results show that in India, paternalistic leadership style leads to subordinate trust. The result further found that though benevolent and moral leadership leads to trust, authoritarian leadership does not lead to formation of trust.

The study has important implications in areas like managing leader–member relations, leadership training and team efficacy.

Leadership researchers in Indian context have largely adopted etic approach which attempts to generalize Western leadership theory to Indian context. However, uncritical adaptation of techniques developed in Western context may not be effective in the Indian cultural environment. The concept of paternalistic leadership was developed in Chinese context, but as India scores high on paternalism, the present study uses the paternalistic leadership style to study its effect on subordinate’s trust on leader.

Shared leadership literature has primarily focused on investigating its positive impact on performance. Thus, the existing understanding of the emergence of shared leadership is limited. Also, there is a dearth of literature identifying the impact of shared leadership on affective outcomes. This study investigates the impact of transactive memory system and team mindfulness on shared leadership, and subsequently, the impact of shared leadership on team satisfaction through the mediating mechanism of thriving.

The study adopted a mixed-methods approach with sequential explanatory research design. Quantitative study was carried out with a sample of 40 teams. Data were collected at four different time points. Qualitative interviews with 10 teams were carried out to provide insights about the relationships which emerged from the quantitative study.

The study found support for the impact of transactive memory on shared leadership. However, contrary to our hypothesis, the study found that the interaction effect of transactive memory system and team mindfulness on shared leadership is such that team mindfulness has preventive impact on lack of transactive memory. The results indicate that shared leadership influences team satisfaction through the mediating mechanism of employee thriving.

The study examines under-explored antecedent and boundary condition of emergence of shared leadership, i.e. transactive memory system and team mindfulness. Also, the study makes a methodological contribution by examining the dynamics of shared leadership through both quantitative and qualitative approaches.

Entrepreneurship literature has not sufficiently explored the process of how, at different points in time, different members of the co-founding team emerge as leaders. The purpose of this paper is to deconstruct the phenomenon of shared leadership emergence process amongst co-founders in entrepreneurial teams.

The study adopted a qualitative approach. 21 co-founders from 7 entrepreneurial teams participated in the study. In-depth interviews were conducted. The data were analysed using Nvivo 11 software.

The study elaborates the process model of shared leadership emergence. The study found that shared interpersonal cognition and trust amongst the co-founders lead to claiming and granting of leadership. The findings also illustrate various strategies used by co-founders to emerge as leaders.

The findings provide key insights to entrepreneurial teams by illuminating what kind of leadership dynamics should be developed, right from the initial stages of the venture. Also, the findings would be beneficial to investors, mentors and coaches of the entrepreneurial teams and ventures, by highlighting team dynamics to be considered before making any investment or team development decisions.

The inductive approach adopted in the study helps in understanding the process of shared leadership emergence in entrepreneurial teams, which is not adequately answered by previous studies. The study extends both shared leadership and entrepreneurship literature by providing a process theory of leadership emergence.

The study aims to examine the dark side of teleworking and tests the various factors which lead to employee exhaustion while teleworking. The study examines two key variables, i.e. initiated interdependence and professional isolation, as antecedents of emotional exhaustion amongst employees who are teleworking. The study further investigates the mediating role of psychological detachment in these relationships.

Survey data were collected from 307 employees who were teleworking for more than three months. Structural equation modeling (SEM) was used to test the proposed hypothesis.

The study found that initiated interdependence and professional isolation positively impact emotional exhaustion. These findings suggest that employees whose work is designed such that others depend on them will experience high emotional exhaustion while teleworking. Also, employees who experience professional isolation because of a lack of connection while teleworking will experience emotional exhaustion. The study also revealed the mediating role of psychological detachment in these relationships.

The study has insights for policy-making concerning telework practices.

It is one of the first studies examining the impact of teleworking in a context when it is not a choice exercised by the employees but has been imposed upon them. This study is particularly relevant in the context of the decision made by some organizations to move to telework as a permanent work format.

The purpose of this paper is to unravel the underpinnings of the phenomenon of shared leadership. The study was carried out with the objective of answering questions such as what is shared in shared leadership, what are individual and team level factors which lead to sharing and what are the outcomes of shared leadership.

The study adopted a qualitative approach. Eighteen in-depth interviews were conducted. The data were analysed using Nvivo 11 software.

The study found that in entrepreneurial teams while sharing leadership, cofounders share competencies, roles, vision, stress and decision-making. The study also reveals various individual and team level factors which facilitate shared leadership and its outcomes.

The study offers critical insights regarding the characteristics of individuals and team where shared leadership would work and hence can be used to understand the factors to be considered while forming teams. The study also has important insights for the investors regarding what dynamics to look for in individuals and teams before making investment decisions.

The inductive approach adopted in the study helps in understanding some of the basic underpinnings of the phenomenon of shared leadership which were not adequately answered by previous studies.

Emotional labour is an important area of research in organizational psychology especially in the context of service industry. Past research in this area has primarily focused on the negative consequences of emotional labour. The present study is carried out to explore whether professors working in higher educational institutes experience emotional labour and how does it impact them.

The study adopted a qualitative approach. Twenty in-depth interviews were conducted.

Three broad themes emerged from the study: (1) work environment leading to emotional labour (2) factors facilitating emotional regulation and (3) consequences of emotional labour. The findings revealed that the consequences of emotional labour are context specific and in the context of educational setting, it has interesting positive outcomes.

The findings of the study provide critical insights regarding how to deal with employees who experience emotional labour at work.

The study adopts an inductive approach to explore the experiences of emotional labour of professors in higher educational institutes.

The purpose of this paper is to extend the theoretical understanding of the disclosure dilemma experienced by lesbian, gay and bisexual (LGB) employees. The study focuses on examining the factors related to self-disclosure such as co-worker support and fear of disclosure. Further, the study also aims at testing the impact of coworker support on the psychological well-being of LGB employees.

The study adopts a concurrent triangulation research design, which involves a simultaneous collection of quantitative and qualitative data. Using a survey questionnaire, data from 200 LGB employees were collected. Semi-structured interviews were carried out with 10 LGB employees. The qualitative findings were treated as complementary to the relationship tested through the quantitative method.

Quantitative results reveal that co-worker support positively impacts self-disclosure by LGB employees. And the fear of disclosure mediates the relationship between coworker support and self-disclosure. Further, self-disclosure is positively related to psychological well-being. The qualitative study brings insights from the lived experiences around these factors. This research expands knowledge about the factors associated with the disclosure of LGB employees.

The study examines the factors related to the disclosure of sexual identity and the experiences of the dilemma of LGB employees in the workplace. Most of the studies in the context of LGB have adopted a quantitative research design. The current study adopts a mixed methods approach with a concurrent triangulation research design.

The different perspectives of diversity have until recently ignored emotional diversity primarily because emotions were discounted as “irrational.” To highlight the need for a broader integrative view of emotions in the workplace, the question addressed in the study was whether inclusive leadership helped emotionally reactive employees improve their performance and whether these employees displayed potential leadership qualities for future roles.

The study was qualitative. This cross-sectional study applied qualitative methods to gather the required information. Sixteen business heads across different sectors in India were purposively chosen for in-depth interviews with respondents. The interviews were semi-structured. The approach of theoretical sampling was adopted. From the initial set of questions, the next set of questions was evolved and the itineration was continued until saturation was achieved.

The results showed that mentoring and empowerment helped emotionally reactive employees improve their performance. On the question of their potential leadership role, the results were mixed.

The follower (protégé) perception, if also taken, can validate whether the person-centered style helped in the performance improvement of the followers. The responses of the leaders were based on their memory and no reports were checked from their office records to corroborate the same.

Researchers have argued that worker behavior and productivity are directly affected by employee affect and emotional states. The study contributes significantly to creating emotionally inclusive workplaces.

The study is focused on the role of diversity of emotions in the workplace impacting productivity. Emotions are vital and affect the workplace significantly. The study focused on what organizations could do to handle emotionally reactive employees at work. The study showed that inclusive leadership through mentoring and empowerment helped in assimilating difficult employees into the mainstream work.

The purpose of this paper is to extend the theoretical understanding and conceptualization of shared leadership by examining the impact of cognitive trust as an antecedent of shared leadership. Further, the study examines the mediating effect of team learning on relationship between shared leadership and team creativity.

The study adopted a mixed method approach with sequential explanatory research strategy. Using a survey questionnaire, data from 44 teams were collected at two different time points. Semistructured interviews were carried out with 22 teams to explain the results that emerged from the quantitative study.

The study found that cognitive trust positively influences shared leadership. Further, team learning fully mediates the relationship between shared leadership and team creativity. The major themes that emerged from the qualitative study are participant's experiences of shared leadership in team, reasons to exert leadership, reasons to accept leadership and consequences of shared leadership.

Organizations can enhance team creativity by promoting shared leadership in the organization.

This study examines the mediating process of team learning between shared leadership and team creativity. Mixed method approach adopted in the study explains the shared leadership process by building on both quantitative and qualitative research.