Index

Citation

Bhattacharyya, S.S. and Jha, S. (2018), "Index", Strategic Leadership Models and Theories: Indian Perspectives, Emerald Publishing Limited, Leeds, pp. 225-229. https://doi.org/10.1108/978-1-78756-259-220181011

Publisher

:

Emerald Publishing Limited

Copyright © 2018 Emerald Publishing Limited

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INDEX

Absorptive capacity

, 24–25

Adaptive leadership

, 16

Adjusted Goodness-of-Fit Index (AGFI)

, 199

Aesthetic leadership approach

, 13

Age

, 114

Analysis of Moment Structure (AMOS)

, 199

Authentic leadership

, 164–165

Bartlett’s Test of Sphericity

, 198, 198t

Behavioural approaches

, 102

Behavioural theories

, 99t–101t

Behaviour pattern

, 8–9

Bhagwat Gita

, 164

Business environment

, 16–17

Business leaders

, 15

Business-level leadership quality

, 136t

Business value

, 131

Change

management initiatives

, 165–166

strategic leadership

, 153f

theme

, 122, 123t

Charisma

, 24–25

Charismatic leadership

, 1007

Chi-square/degree of freedom (CMIN/DF) ratio

, 199

Cognitive complexity

, 24

Cognitive resonance theory

, 10

Complexity leadership theory

, 15–16

Confirmatory Factor Analysis (CFA)

, 198

Contexts

, 4–5

Contextual/complexity/system perspectives

, 116, 120t–121t, 122

Contingency theory

, 20–21, 102, 103t–105t

Creative organizational culture

, 161

Creativity

, 122, 123t

Cross-cultural relationships

, 113t, 114

Cross-functional interactions

, 150

Cultural adaptability

, 2

CxO-level employees

, 14

Decision-making

, 168

Decision-making society

, 11

Delegation/empowerment

, 102

Destructive/abuse leadership

, 124t

Dharma

, 164

Digital orientation

, 199

Dispositional (trait) theories

, 98t

Diverse relationships

, 113t, 114

East India Company, formation

, 3–4

E-leadership

, 124t

Emotions

, 124t

Employees

, 9

Entrepreneurial leadership

, 124t

Entrepreneurs

, 173

Ethical/moral leadership theories

, 117t

concept

, 116

Expectations

, 24

Exploratory Factor Analysis (EFA)

, 198

Follower-centric theories

, 107, 112t

Functional leadership

, 4

Globalization

, 13

GLOBE

, 114

Goodness-of-Fit Index (GFI)

, 199

Handbook of Leadership

, 7

Harmonious relationships

, 171

Human existence

, 165

Identity-based perspectives

, 116, 119t

Ideological leadership

, 107

Incremental Fit Index (IFI)

, 199

India

business

, 2–3

culture

, 164

data analysis

, 156–157

economic growth

, 165–166

integrated strategic leadership model

, 155f

leaders

paradoxes

, 174–175

performance

, 166

responses

, 97, 102, 107, 114, 116, 122, 126

technology

, 102

leadership

, 148t–149t

practice

, 33

leaders

, 172–173

organizations

, 174

perspectives

, 25–27, 159

strategic leadership

, 147

models

, 127

technology

, 148t–149t

leadership

, 25

India Way

, 25

Individualized leadership

, 102, 107

Industry-level leadership

, 131

quality

, 136t

Information

asymmetry

, 171

information-driven society

, 11

orientation

, 199

processing

, 107, 108t

Information technology (IT) platforms

, 161–162

Innovation

innovation-driven culture

, 161

practices

, 161

strategic leadership

, 151f

theme

, 122, 123t

Innovativeness

, 147

Inspirational leadership

, 107

Institutional voids

, 171

Inter-business development

, 131

Interfunctional professional development

, 130–131

Internalization

, 13

Interorganizational interactions

, 150

Interview

protocol

, 31–32

questions

, 181–183, 185–187

research questionnaire

, 179

I-pillars

, 132f

KMO

, 198, 198t

Knowledge

knowledge-driven society

, 11

power

, 164

workers

, 167

Leader member exchange (LMX) theory

, 11, 102, 107

Leaders

absorptive capacity

, 24

behaviour

, 157

actions

, 17

decision making

, 127–128

development web of belief, model

, 23

leader-follower interactions

, 15, 30–31, 163

leader-stakeholder interactions

, 30–31

self-actualized leaders

, 17–18

web of belief

, 138t–139t

Leadership

, 107, 128–131

authentic leadership, expression

, 164–165

behavioural theories

, 9, 102

contextual/complexity/system perspectives

, 116, 120t–121t, 122

contextual/complexity theory

, 172

contingency theory

, 9–10

creativity

, 161

cross-cultural relationships

, 113t, 114

debate

, 11–12

decision-making

, 173–174

paradoxes

, 21–22

decision-making questions

, 22

development

, 22–23, 130–131

stages

, 21

diverse relationships

, 113t, 114

emergence/development

, 116, 118t

emotions

, 124t

functions

, 4–5

India

, 148t–149t

industry-level leadership

, 131

interpersonal level development

, 130

intrapersonal conflicts

, 130

neo-classical theories

, 12

network theories

, 165

paradigm

, 15–16

practices

, 15–16

problems

, 122

processing

, 108t

research

, 175–177

reward

, 102

shades

, 160

social exchange (relational) leadership theories

, 106t

social identity theory

, 116

teams, differences

, 13–14

technology

, 26t

thematic categories

, 122

traits

, 160–161

traits/skills/competencies

, 8

trait theory

, 9

Leadership-constructionist approach

, 13

Leadership Odyssey

, 27, 160

Leadership theories

, 1, 12–14, 125t, 160–167

classical roots

, 7–10

consolidation

, 10–12

divergence/convergence

, 97, 102, 107, 114, 116, 122, 126

emergence

, 14–18

findings

, 97, 102, 107, 114, 116, 122, 126

literature review

, 7

research gaps/objectives

, 29–30

research methodology

, 29

theoretical contribution

, 169–173

Leadership Theory and Practice

Life cycle theory

, 10

Likert scale

, 199

Long-term orientation

, 199

Managerial wisdom

, 25

Market dynamics

, 2

Mentorship

, 163–164

Micro-foundation

basis

, 151f

strategic leadership

, 147, 150, 152

Micro-foundation based model

, 150, 153f

Negativity

, 147

Neo-Charismatic theory

, 107, 109t–110t

Normed Fit Index (NFI)

, 199

Open environment

, 164

Organizational actions

, 17

Organizational followers

, 3–4

Organizational policies

, 162–163

Organizations

leadership

, 23

advantage

, 116

technological/human resources/capabilities

, 133–134

Participative leadership

, 102

Pragmatic leadership

, 107

Psychological safety

, 102

Public leadership

, 14

Public Sector Unit (PSU) business leaders

, 171

Punishment behaviour

, 102

Pygmalion leadership

, 13

Regulatory frameworks

, 2

Relational leadership

, 102, 107

Research and development (R&D) expenditures

, 175

Reverence

, 23

Role-based approach

, 13

Root mean square error of approximation (RMSEA)

, 199

Rotated Component Matrix

, 199, 200t–202t

Self-actualization

, 17–18

Self-actualized leaders

, 17–18

Self-awareness

, 128–129

Self-discipline

, 132

Self-interest

, 164

Self-leadership

, 23, 174

Self-sacrificial leadership theory

, 107

Shared leadership

, 102

Social exchange (relational) leadership theories

, 106t, 107, 111t

Social identity theory

, 116

Strategic decision-making capabilities

, 14

Strategic leaders

dynamic characteristics

, 129f

paradoxes/trade-offs/compromises

, 145t–146t

questions

, 141t–144t

Strategic leadership

, 1, 2, 115t

assessment

, 137

behavioural patterns

, 5

behavioural theories

, 99t–100t

construct

, 204t

data analysis

, 32–33

basis

, 34t–95t

dispositional (trait) theories

, 98t

factors

, 204–205

impact

, 3–4

integrated perspective

, 154, 156–157

integration

, 23–25

i-pillars

, 132f

micro-foundation

, 152

relationship

, 147, 150, 152

models

, 167–168

evolution

, 127

levels

, 150

literature review

, 19

research

, 30–31, 177

theoretical contribution

, 173–175

paradoxes

, 137, 147

perspectives

, 32–33

questionnaire

, 189–196

research methodology

, 31–32

scale

, 206t–207t

development

, 197

factors

, 204–205

results/analysis

, 197–204

factors/items

, 203f

rotated component matrix

, 200t–202t

stages

, 132–135, 134t–135t

conceptualization

, 21

evolution

, 136t

studies

, 30–31

theoretical foundations

, 20–21

value

, 175

creation

, 152, 154

Strategic-level leaders

, 168

Strategic-level leadership

development

, 174

studies

, 176

Strategic-level top leadership theory

, 14

Strategy leader belief system

, 135–137

Strategy-level leader

becoming

, 128–131

behavioural patterns

, 137, 140

decisions, confrontation

, 137, 147

succession planning

, 172

Subject-domain knowledge

, 167–168

Succession planning

, 172

Supervision/toxic leadership

, 124t

Sustainability

, 131

Team leadership

, 114, 114t

functional leadership

, 4

Technology

adaptability

, 167–168

India

, 148t–149t

involvement

, 2

leadership

, 25

relationship

, 26t

strategic leadership

, 147

technology-based economy

, 130

usage

, 173

Theory of upper echelons

, 14

Top management team (TMT)

, 113t

Toxic leadership

, 27, 124t

Transactional leadership

, 107

Transcendent leadership

, 23

Transcendent strategic leadership

, 133f

Transformational leadership

, 25

theory

, 107

Transformational process

, 12

Tucker-Lewis Fit Index (TLI)

, 199

Upper echelons, theory. See Theory of upper echelons

Value creation

, 152, 154

Vedic teachings

, 164

Vertical dyad linkage (VDL) theory

, 102, 107