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The detrimental influence of perceived work–family conflict (WFC) on employees' job-related attitudes has been examined in individualistic cultures. However, this relationship needs to be studied in collectivist societies, where the “family” is a salient social institution with family-centric work ethics. This study empirically investigates the role of nurturant task leadership (NTL) behavior in attenuating (1) the negative direct effect of perceived WFC on job satisfaction and (2) the negative indirect effect of perceived WFC on job satisfaction, mediated through affective commitment (AC) on a sample of employees from a public sector bank in India.

The study adopts a cross-sectional research design, and the data were collected from 244 executives working in the banking sector of India. The direct, indirect and moderated effects were analyzed using ordinary least squares (OLS) regression.

NTL behavior was found to moderate the negative direct relationships between perceived WFC and job satisfaction as well as the negative indirect relationship between perceived WFC and job satisfaction, mediated through AC.

The study contributes to existing literature on WFC by introducing an important boundary condition in NTL behavior, thus providing impetus to further research in this direction through research designs that allow for causal inference and generalizability.

Findings from this study can provide useful pointers to organizations dealing with employee performance challenges owing to WFC. Results indicate that leaders who exhibit NTL behavior are more likely to attenuate the negative influence of WFC on employee attitudes and performance.

This study is among the first empirical examination of the effectiveness of NTL behavior in mitigating the negative effects of perceived WFC on job satisfaction.

India's emergence in the international business arena presents challenges to Western‐trained expatriate managers assigned there. These expatriates are familiar with management theories and practices based on value orientations very different from those in India. Kluckhohn and Strodtbeck's Value Orientations Framework is used to provide an overview of the different types of cultural values an expatriate manager will confront in Indian society. The impact of Indian values on various management practices, including team composition, leadership, motivation, and human resource management functions is also discussed It is hoped that this examination of the dominant value orientations of Indian employees will facilitate the successful transfer of Western expatriates to India.

To provide an overview of emerging concepts in the field of cross‐cultural management, which could augment/supplant the contributions made by Hofstede and Trompenaars.

The contributions made by well‐known researchers in the field of cross‐cultural management, such as Hofstede and Trompenaars is critiqued so that the reader can have an idea of what the existing lacuna in this field are. This critique is followed by a discussion of recent research endeavours, which are taking into account these lacuna. A polemic is built around the theme of how the grand typologies of Hofstede and Trompenaars may now have outlived their utility.

Provides an analysis of the shortcomings of Hofstede's and Trompenaars's contributions. Examines how emerging concepts like crossvergence and multiculturalism serve to make research in the area more meaningful and relevant. Focuses on how management practices found effective in one culture, can be transplanted to other cultures and embedded there.

Only a few selected emerging concepts have been considered.

The direction in which future research should be carried out so as to have practical validity is delineated.

The paper has suggested that it is time to move forward and even away from the contributions made by Hofstede and Trompenaars. It has also pointed out the direction in which current researchers in the field are attempting to do this.

The purpose of this paper is to explore the leadership style of Chairman and Managing Director (CMD) and perceived organizational climate of an Indian public sector bank.

For the present study data were collected using mixed-method approach including both semi-structured interview and inventories. Sample included the top, middle, and senior-middle level officials of the bank.

Data were analyzed using content analysis and descriptive statistics. Findings indicated that: the perceived leadership style of CMD is a combination of transformational leadership and positive leadership; there is a positive organizational climate prevalent in the bank; and positive transformational leadership style of CMD has played a considerable role in the development of positive organizational climate in the bank.

Present study provides valuable insights regarding contemporary leadership style in an Indian organization which is the combination of both positive and transformational leadership style and its contribution to building positive organizational climate.

Argues that performance management techniques and practices developed in US organizations cannot be successful in the developing country context to gain competitive advantage unless the issue of culture‐fit is addressed adequately. “Culture‐fit” can be ensured when managers adopt human resource management strategies to overcome the cultural constraints and build on the strengths of the socio‐cultural environment.

This paper presents an evolutionary journey of management thought through four phases viz. scientific management, human side, ethics and values and spirituality in management. Further, it presents three paradigms of management viz. American, Japanese and Indian in term of three key ideas viz. Kola (derived from Cola), Kaizen and Knowledge. It suggests that Indian paradigm is rooted in the spiritual view of human beings and there is a need to bring this view to management and leadership literature. This paper also makes a comparative analysis of three paradigms in terms of vision of life, influencing thinkers, dominant ethos and foundational theories. For future direction of management thinking, an integration of these three paradigms in terms of a holistic approach to corporate management is suggested.

The purpose of this paper is to highlight the corporate and non-corporate leadership practices in India, the effect of culture on such practices and how these drive management philosophies.

Semi-structured interviews were conducted with CEOs from India. A key finding was that Indian leadership shares some aspects of global leadership traits, but factors such as culture and religion are significant influences on their leadership style and philosophy.

The findings are helpful to both practitioners and policy makers seeking to understand the leadership style of Indian CEOs.

Many qualities of a good leader, as defined by Indian CEOs were derived from the Hindu mythology (Bhagvad Gita, Mahabharata, Ramayana and the four Vedas).

Malaysia is a multicultural country with a distinct mix of three major races; Chinese Indians, and Malays. This paper sets out to explore the contribution of the three main ethnic groups to leadership in Malaysia.

Summated scales for the importance of Excellent Leader (EL), Personal Qualities (PQ), Managerial Behaviours (MB), Organisational Demands (OD) and Environmental Influences (EI) were developed using most of the items categorised by Selvarajah et al. and several other items rated highly in the study. A structural model was constructed to explain the relationship in excellence in leadership.

From the three ethnic groups, 512 managers participated in the research. The findings suggest that Malaysian managers maintain distinctive leadership behaviour along ethnic lines and a Malaysian leadership identity is still in its infant stage.

Malaysia is a country with three distinct ethnic population groups and is yet to forge a single Malaysian identity. The findings are important for managers on foreign assignment in Malaysia and for others who engage with Malaysia.

Most literature discusses Malaysian culture from a national perspective. The paper contextualises leadership of an Asian Tiger economy, which has since independence in 1957 politically developed the nation within three Asian national cultural frameworks.

Scholars have argued that it is important to investigate how authentic leadership is manifested in different cultures (Avolio et al., 2005; Gardiner, 2011; Shamir and Eilam, 2005). Hence the purpose of this paper is to capture a cross-cultural view of authentic leadership, using a sample of South Asian leaders.

Because of a dearth of qualitative empirical evidence, the authors adopted a “life story” approach to collect data. A total of 14 leaders from India, Nepal, Pakistan and Sri Lanka were interviewed to share their leadership experiences.

Findings indicate that the concept of authentic leadership is culturally relevant. It emerged as a multi-dimensional construct constituting self-concept, follower development, organizational outcomes and culture (Meacham, 2007), and contextual knowledge. The authors propose a cross-cultural model of authentic leadership.

Research limitations include researchers’ possible biases in design of data and an assumption that leaders interviewed were authentic. Despite these limitations, the study provides valuable insights about authentic leadership to strengthen its theoretical foundation.

Organizational and social problems in South Asian are often attributed to a leadership deficit (Khan, 2014; Khilji, 2013; National Post, 2014; Sardesai, 2013). This study provides evidence of transformative authentic leaders in South Asia who are engaged with their and followers’ authentic growth, and are building authentic cultures for positive organizational outcomes.

The value of the present research is in providing qualitative empirical evidence from South Asia, and proposing a cross-cultural model of authentic leadership.

The purpose of this paper is to examine the relationship between CEO leadership behavior and the culture of the organization within the context of Indian organizations.

Two five-scale questionnaires were completed by senior executives (n=485) who have interaction with their CEO. The first instrument captured the executives’ perspective of their CEO’s leadership behavior along six dimensions (People Centric, Global Ambitions, Opportunity Sensing, Visionary, Exemplary, and Dependable). The second instrument captured the executives’ perspective of their organization’s culture along six dimensions (Results Focused, Talent Development, Employee Empowerment, Equity and Fairness, Open Communication, and Decentralization). These data were analyzed using factor analysis, correlation analysis, and least-squares regression.

A correlation analysis indicates that a significant relationship exists between several aspects of CEO leadership behavior and characteristics of the organizational culture. Regression analysis indicated that the overall CEO leadership behavior prominently explains (R²=0.397) the organization’s culture. Notably, two CEO dimensions, People Centricity and Global Ambition, were found to have an exceptionally high degree of association with the culture of the organization.

There is consistency between findings from western academic leader-culture research and the same in the Indian work setting.

Findings of this study can serve as a guidepost for the selection of leaders in an organization.

There is a scarcity of leader-organization research involving national culture features; the Indian context is fundamental to this study and is called for by the growing presence of India-born leadership in western organizations.