This study examines the hypotheses that (1) Indians, compared to Americans, tend to structure int... more This study examines the hypotheses that (1) Indians, compared to Americans, tend to structure interpersonal relations hierarchically, and (b) they are more global in their perception of task, self, and others. Discussing and Completing a socially relevant situational scale were 22 American and 40 Indian dyads of non-friends. Afterwards, they completed a questionnaire that measured their perceptions of each other and of the task interactions. The results showed that Indians reported making more differential contributions and influence efforts than Americans, who reported having more of a mutual influence as well as resistance to influence from others. Indians were more global in their perception of self and others. Americans reported a more interconnected perception of task interactions. The authors discuss implications for the psychological differentiation hypothesis.
Two hundred nine MBA (Masters in Business Administration) students of a management institute rate... more Two hundred nine MBA (Masters in Business Administration) students of a management institute rated their leadership styles and influence tactics as a part of their classroom exercise. The findings indicated that they preferred to adopt nurturant-task (NT) and participative styles more frequently than transformational style. Authoritarian style of leadership was least likely to be adopted by them. The first three styles were positively correlated suggesting the possibility that they have in their repertoire the potential to evoke, in varying degrees, all the styles of leadership. Rational persuasion and empowering were most likely to be used as influence tactics, followed by personal appeal and consultation, reward for performance, use of authority, and so on. Although leadership styles were meaningfully related to influence tactics, there were enough overlaps to suggest that leaders may flexibly use different styles and influence tactics depending possibly on the contingencies of di...
Five hundred and twenty-three executives of the BHEL rated their leadership styles; 390 of them a... more Five hundred and twenty-three executives of the BHEL rated their leadership styles; 390 of them also completed a Motivational Climate Scale designed to measure the factors of achievement expert influence, extension (i.e., growth), affiliation, dependency, and control. The leadership styles and their factorized dimensions were correlated with climatic factors. The results disclosed meaningful patterns of interrelations among and between leadership styles and climatic factors suggesting the existence of a state of partially balanced reciprocal influence relationship between the motivational climate of an organization and the use of leadership styles. The findings are interpreted to develop a hypothesis that leadership styles are not a part of personality dispositions.
Indian psychology has been rapidly expanding. The number of psychologists, institutions offering ... more Indian psychology has been rapidly expanding. The number of psychologists, institutions offering courses in psychology, research publications, and journals are increasing. However, the bulk of research remains replicative and imitative. There is a slow and gradual increase in problem-oriented and culture sensitive research carried out by a small minority of front runners who are constrained by the lack of intellectual and professional support, infrastruc tural deficiencies, and inadequate financial and human resources. Together they create obstacles which leave many psychologists with hardly any energy for sustained research of high standard. The paper traces the roots of these proximate impediments to three major predisposing factors: pervasive poverty, excessive political interference and government control, and social values and practices in India. The new policy of the government together with the awareness of Indian psychologists of the societal demands and their roles, it is h...
The study is part of the ongoing efforts to identify the dimensions of societal and organisationa... more The study is part of the ongoing efforts to identify the dimensions of societal and organisational cultures, the impact of the former on the latter, and their combined influence on managers' work related thoughts and feelings. A sample of 674 middle level managers at seven locations in India responded to a questionnaire that was developed from the items that samples of managers had provided in the first phasr of the study. Four major societal dimensions—hypocrisy, corruption, inaction, and respect to power—were shared across locationr. Three additional dimensions—quick rich disposition, face keeping, and non-work orientation—were differently endorsed at different locations. Organisations were perceived to have eight dimensions: entrepreneurial, exploitative, familial, burtaucratic, growth-oriented, patronising, professional, and parochial. All managers were pasitive about their work, although locations had an impact on how managers rated their achieving brhaviours and job satisf...
... sightedly, would call superstition. Indians do not mind seemingly intolerable contradictions&... more ... sightedly, would call superstition. Indians do not mind seemingly intolerable contradictions&dquo; (reported by Sinha & Tripathi, 1994, p. 125). Sinha and Tripathi also quoted Kapp observing &dquo;... the paradoxical coexistence ...
... Hence the work organizations in the West have witnessed a shift Address correspondence toJai ... more ... Hence the work organizations in the West have witnessed a shift Address correspondence toJai BP Sinha, ANS Institute of Social Studies, Patna 800 001. ... New Delhi: Orient Longman. Kumar, Usha and KK Sigh, 1976. ... Ph.D. Thesis, Patna University, Patna Sinha, D., 1988. ...
... Correspondence should be sent to Harry C. Triandis, 603 E. Daniel St.. Champaign, IL We are g... more ... Correspondence should be sent to Harry C. Triandis, 603 E. Daniel St.. Champaign, IL We are grateful to Michael Bond, Kwok Leung. ... This method yielded one score. Method 3: Perception of Own Culture (Collectivism and Individualism as Observed by S: Col.Obsr & Ind. Obsr) ...
This study examines how traditional societal beliefs affect organizational climate, and how the t... more This study examines how traditional societal beliefs affect organizational climate, and how the two, independently or jointly, shape managers' selfperceptions. It also investigates the impact of the levels of development on societal beliefs, organizational climate, and managers' self-perceptions. Results confirmed that the traditional societal beliefs affect organizational climate; but it is the organizational climate that has a deeper impact on managers' selfperceptions. The article highlights the importance of creating work-centric and caring organizations.
Eight hundred and twenty-nine adults, drawn from 12 locations in all four parts of India, partici... more Eight hundred and twenty-nine adults, drawn from 12 locations in all four parts of India, participated in a study that explored the joint effects of Indians' discrepant mindset, context sensitivity, and quality of environment on their modes of behavior. Respondents also predicted how a ...
An analysis of the responses of 1,614 subjects from 10 cultures shows that the Leung Bond procedu... more An analysis of the responses of 1,614 subjects from 10 cultures shows that the Leung Bond procedure provides illuminating ways of extracting both strong (Separation From In-Groups, Independence, and Personal Competence) and weak (Task Orientation) eticsrelevant to individualism, and weak etics (Dependence on Others, Sociability) relevant to collectivism. Additional richness in the available information is provided when intracultural factor analyses are carried out in each culture. It appears that the most complete picture is obtained when both etics and emics are examined.
This article reviews the following books: D. M. Pestonjee, Organizational Structure And Job Attit... more This article reviews the following books: D. M. Pestonjee, Organizational Structure And Job Attitudes (Calcutta : The Minerva Associates, 1973). S. K. Roy, & A. S. Menon (Eds.), Motivation and Organizational Effectiveness (New Delhi: S.R.C. for Industrial Relations and Human Resources, 1974). B. R. Sharma, Occupational Values and Business (New Delhi: Sindhu Publications Ltd., 1974). D. Sinha, Studies in Industrial Psychology (Agra : Shri Ram Mehra, 1973).
This study examines the hypotheses that (1) Indians, compared to Americans, tend to structure int... more This study examines the hypotheses that (1) Indians, compared to Americans, tend to structure interpersonal relations hierarchically, and (b) they are more global in their perception of task, self, and others. Discussing and Completing a socially relevant situational scale were 22 American and 40 Indian dyads of non-friends. Afterwards, they completed a questionnaire that measured their perceptions of each other and of the task interactions. The results showed that Indians reported making more differential contributions and influence efforts than Americans, who reported having more of a mutual influence as well as resistance to influence from others. Indians were more global in their perception of self and others. Americans reported a more interconnected perception of task interactions. The authors discuss implications for the psychological differentiation hypothesis.
Two hundred nine MBA (Masters in Business Administration) students of a management institute rate... more Two hundred nine MBA (Masters in Business Administration) students of a management institute rated their leadership styles and influence tactics as a part of their classroom exercise. The findings indicated that they preferred to adopt nurturant-task (NT) and participative styles more frequently than transformational style. Authoritarian style of leadership was least likely to be adopted by them. The first three styles were positively correlated suggesting the possibility that they have in their repertoire the potential to evoke, in varying degrees, all the styles of leadership. Rational persuasion and empowering were most likely to be used as influence tactics, followed by personal appeal and consultation, reward for performance, use of authority, and so on. Although leadership styles were meaningfully related to influence tactics, there were enough overlaps to suggest that leaders may flexibly use different styles and influence tactics depending possibly on the contingencies of di...
Five hundred and twenty-three executives of the BHEL rated their leadership styles; 390 of them a... more Five hundred and twenty-three executives of the BHEL rated their leadership styles; 390 of them also completed a Motivational Climate Scale designed to measure the factors of achievement expert influence, extension (i.e., growth), affiliation, dependency, and control. The leadership styles and their factorized dimensions were correlated with climatic factors. The results disclosed meaningful patterns of interrelations among and between leadership styles and climatic factors suggesting the existence of a state of partially balanced reciprocal influence relationship between the motivational climate of an organization and the use of leadership styles. The findings are interpreted to develop a hypothesis that leadership styles are not a part of personality dispositions.
Indian psychology has been rapidly expanding. The number of psychologists, institutions offering ... more Indian psychology has been rapidly expanding. The number of psychologists, institutions offering courses in psychology, research publications, and journals are increasing. However, the bulk of research remains replicative and imitative. There is a slow and gradual increase in problem-oriented and culture sensitive research carried out by a small minority of front runners who are constrained by the lack of intellectual and professional support, infrastruc tural deficiencies, and inadequate financial and human resources. Together they create obstacles which leave many psychologists with hardly any energy for sustained research of high standard. The paper traces the roots of these proximate impediments to three major predisposing factors: pervasive poverty, excessive political interference and government control, and social values and practices in India. The new policy of the government together with the awareness of Indian psychologists of the societal demands and their roles, it is h...
The study is part of the ongoing efforts to identify the dimensions of societal and organisationa... more The study is part of the ongoing efforts to identify the dimensions of societal and organisational cultures, the impact of the former on the latter, and their combined influence on managers' work related thoughts and feelings. A sample of 674 middle level managers at seven locations in India responded to a questionnaire that was developed from the items that samples of managers had provided in the first phasr of the study. Four major societal dimensions—hypocrisy, corruption, inaction, and respect to power—were shared across locationr. Three additional dimensions—quick rich disposition, face keeping, and non-work orientation—were differently endorsed at different locations. Organisations were perceived to have eight dimensions: entrepreneurial, exploitative, familial, burtaucratic, growth-oriented, patronising, professional, and parochial. All managers were pasitive about their work, although locations had an impact on how managers rated their achieving brhaviours and job satisf...
... sightedly, would call superstition. Indians do not mind seemingly intolerable contradictions&... more ... sightedly, would call superstition. Indians do not mind seemingly intolerable contradictions&dquo; (reported by Sinha & Tripathi, 1994, p. 125). Sinha and Tripathi also quoted Kapp observing &dquo;... the paradoxical coexistence ...
... Hence the work organizations in the West have witnessed a shift Address correspondence toJai ... more ... Hence the work organizations in the West have witnessed a shift Address correspondence toJai BP Sinha, ANS Institute of Social Studies, Patna 800 001. ... New Delhi: Orient Longman. Kumar, Usha and KK Sigh, 1976. ... Ph.D. Thesis, Patna University, Patna Sinha, D., 1988. ...
... Correspondence should be sent to Harry C. Triandis, 603 E. Daniel St.. Champaign, IL We are g... more ... Correspondence should be sent to Harry C. Triandis, 603 E. Daniel St.. Champaign, IL We are grateful to Michael Bond, Kwok Leung. ... This method yielded one score. Method 3: Perception of Own Culture (Collectivism and Individualism as Observed by S: Col.Obsr & Ind. Obsr) ...
This study examines how traditional societal beliefs affect organizational climate, and how the t... more This study examines how traditional societal beliefs affect organizational climate, and how the two, independently or jointly, shape managers' selfperceptions. It also investigates the impact of the levels of development on societal beliefs, organizational climate, and managers' self-perceptions. Results confirmed that the traditional societal beliefs affect organizational climate; but it is the organizational climate that has a deeper impact on managers' selfperceptions. The article highlights the importance of creating work-centric and caring organizations.
Eight hundred and twenty-nine adults, drawn from 12 locations in all four parts of India, partici... more Eight hundred and twenty-nine adults, drawn from 12 locations in all four parts of India, participated in a study that explored the joint effects of Indians' discrepant mindset, context sensitivity, and quality of environment on their modes of behavior. Respondents also predicted how a ...
An analysis of the responses of 1,614 subjects from 10 cultures shows that the Leung Bond procedu... more An analysis of the responses of 1,614 subjects from 10 cultures shows that the Leung Bond procedure provides illuminating ways of extracting both strong (Separation From In-Groups, Independence, and Personal Competence) and weak (Task Orientation) eticsrelevant to individualism, and weak etics (Dependence on Others, Sociability) relevant to collectivism. Additional richness in the available information is provided when intracultural factor analyses are carried out in each culture. It appears that the most complete picture is obtained when both etics and emics are examined.
This article reviews the following books: D. M. Pestonjee, Organizational Structure And Job Attit... more This article reviews the following books: D. M. Pestonjee, Organizational Structure And Job Attitudes (Calcutta : The Minerva Associates, 1973). S. K. Roy, & A. S. Menon (Eds.), Motivation and Organizational Effectiveness (New Delhi: S.R.C. for Industrial Relations and Human Resources, 1974). B. R. Sharma, Occupational Values and Business (New Delhi: Sindhu Publications Ltd., 1974). D. Sinha, Studies in Industrial Psychology (Agra : Shri Ram Mehra, 1973).
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