scholarly journals Transformational leadership in AICTE: lessons for organizational excellence

2021 ◽  
Vol 11 (3) ◽  
pp. 1-17
Author(s):  
Subrat Kumar ◽  
Asha Bhandarker
Keyword(s):  
Transformational Leadership ◽  
Emerging Markets ◽  
Leadership Style ◽  
Content Type ◽  
For Profit ◽  
Not For Profit ◽  
Organizational Excellence ◽  
Transformational Leadership Style ◽  
Not For Profit Organizations ◽  
For Profit Organizations

Supplementary materials Abelha et al. (2018). “Transformational Leadership and Job Satisfaction: Assessing the influence of Organizational Contextual factors and Individual Characteristics” Review of Business Management, Volume 20 No 4, pp. 516–532. Avolio, B. J., Zhu, W., Koh, W. and Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(8), pp. 951–968. John M Alexander and Jane Buckingham, “Common good leadership in Business Management: an ethical model from Indian tradition”, Blackwell Publishing, 2011, UK and USA. Angus Corbett (2016). A systems approach to regulatory excellence (pp. 255–270), Achieving Regulatory Excellence, Brookings Institution Press, retrieved from http://onlinepubs.trb.org/onlinepubs/PBRLit/Corbett.pdf. Cary Coglianese (2015), Listening, Learning, Leading- a framework for regulatory excellence, Penn Program on Regulation, sourced from https://kleinmanenergy.upenn.edu/wp-content/uploads/2020/08/Listening-Learning-Leading_Coglianese-1.pdf Learning outcomes First, skills: to help students to apply their knowledge in transformational leadership; to help students to apply their understanding of impact of transformational leadership on organizational excellence in not-for-profit organizations. Second, knowledge enhancement: to understand the various components of transformational leadership; to enable the students to understand the different components of organizational excellence with a special focus on not-for-profit organizations and government regulators; to enable the students to understand the process of impact of transformational leadership on organizational excellence and its relevance in emerging markets context. Third, attitude development: students should understand the importance of leadership and its impact in emerging markets. Case overview / synopsis The case elucidates the transformational leadership style of AICTE Chairman and his key attributes of humility, high ethical standards, openness to ideas and suggestions and problem-solving attitude. The case also highlights how the transformational leadership style of AICTE Chairman heralded the journey of Organizational Excellence of AICTE – an Indian Technical Education regulator. The case maps the change of AICTE from an inward-looking, controlling, opaque organization to a forward-looking, enabling, transparent organization. Complexity academic level This case can be used in leadership classes for Management in Business Administration (MBA) students and participants in executive development programs. The case focuses on transformational leadership and its impact on organizational excellence in context of emerging markets The case also outlines the various components of organizational excellence in not-for-profit organizations and government regulators and hence provides a fresh perspective for measuring organizational excellence. Subject code CSS: 10: Public Sector Management.

Benevolent leadership in not-for-profit organizations

2015 ◽  
Vol 36 (5) ◽  
pp. 592-611 ◽  
Author(s):  
Koustab Ghosh
Keyword(s):  
Ethical Climate ◽  
Mediating Effect ◽  
Content Type ◽  
For Profit ◽  
Ethical Work Climate ◽  
Benevolent Leadership ◽  
Not For Profit ◽  
Socially Relevant ◽  
Not For Profit Organizations ◽  
For Profit Organizations

Purpose – The purpose of this paper is to explore the relationships among the welfare constituents of benevolent leadership, ethical climate, and organizational citizenship behaviour (OCB) by examining the direct as well as the indirect impacts of benevolent leadership constructs on OCB mediated through the ethical work climate (EWC). Design/methodology/approach – The data analysis for managerial responses obtained from eight not-for-profit organizations established that ethical sensitivity, spiritual wisdom, positive engagement, and community responsiveness as the welfare elements of benevolent leadership significantly influenced OCB both as proximal and distal outcome through the mediating effect of EWC found in the organizations. Findings – This study substantiated the point that the welfare orientation exhibited by top and senior management as the core of benevolent leadership behaviour in not-for-profit organizations influenced the EWC and OCB among the organizational members that in turn would enable them to meaningfully engage themselves with the socially relevant projects and community development activities. Originality/value – The application of benevolent leadership scale in not-for-profit organizations established its predictive validity in relation to ethical climate and OCB.

Are not-for-profits learning from for-profit-organizations? A look into governance

2014 ◽  
Vol 14 (1) ◽  
pp. 1-14 ◽  
Author(s):  
Ana M. Viader ◽  
Maritza I. Espina
Keyword(s):  
Service Sector ◽  
Resource Dependence ◽  
Service Organizations ◽  
Content Type ◽  
For Profit ◽  
Not For Profit ◽  
Governance Practices ◽  
Governance Models ◽  
Not For Profit Organizations ◽  
For Profit Organizations

Purpose – This paper aims to focus on governance theories and practice variables in Not-For-Profit Service Organizations. The research answers two questions: what the prevalent governance practices of Not-for-Profit Service Organizations (NPSO) are, and whether there is a crossover among NPSO governance practices and For-Profit-Organization theories in the literature. Design/methodology/approach – A questionnaire to the 285 organizations within the defined parameters obtained a 18 percent response. Data were collected regarding the boards' predominant roles in the organizations' governance activities, the top executives' predominant roles in the organizations' operations and their interrelationship with the boards, and the boards' most common meeting agenda topics. Findings – The findings prove that governance models in NPSO are mostly driven by Agency Theory (52 percent of the sample). Stewardship and Resource Dependence Theories also contribute to existing governance models (28 percent), while some of the organizations have developed Hybrid Models (20 percent) drawing from the various theories. Research limitations/implications – The limited number of organizations participating in the research does not allow a generalization. However the diversity of organization types and sizes within the scope do provide a panoramic view of the not-for-profit service sector. Practical implications – Having proved that there is a crossover of governance practices among For-Profit and Not-for Profit Organizations, this research opens the door to the evaluation of many other existing or potential crossovers in governance and other management elements. Originality/value – This research is novel in its approach to look for similarities rather than differences between For-Profit and Not-for-Profit Organizations. The approach allows both sectors to learn from each other and seek for fresh improvement alternatives.

The effectiveness of fraud detection instruments in not-for-profit organizations

2015 ◽  
Vol 30 (4/5) ◽  
pp. 435-455 ◽  
Author(s):  
Tyge-F. Kummer ◽  
Kishore Singh ◽  
Peter Best
Keyword(s):  
Fraud Detection ◽  
Content Type ◽  
For Profit ◽  
Fraud Risk ◽  
Not For Profit ◽  
Detection Instrument ◽  
The Impact ◽  
The Relationship ◽  
Not For Profit Organizations ◽  
For Profit Organizations

Purpose – The purpose of this study is to investigate the effectiveness of fraud detection instruments in not-for-profit (NFP) organizations. Not-for-profit organizations rely on trust and volunteer support. They are often small in size and do not have relevant expertise to prevent fraud. Such organizations are more vulnerable to fraud and, consequently, require effective fraud detection instruments. The existing literature on fraud detection is primarily descriptive and does not measure instrument performance. The authors address this research gap and provide a detailed overview of the impact of nine common fraud detection instruments. Design/methodology/approach – Data were obtained from an NFP fraud survey conducted in Australia and New Zealand. A set of contingency tables is produced to explore the relationship between the existence of a specific fraud detection instrument and actual detection of fraud. We also investigate the relationship between organization size and fraud detection strategy. Findings – The findings provide valuable insights into understanding fraud detection mechanisms. Although most fraud detection measures may not lead to more fraud detection, three highly effective instruments emerge, namely, fraud control policies, whistle-blower policies and fraud risk registers. The results also reveal that commonly used fraud detection instruments are not necessarily the most effective. This is true in a significant number of small organizations that appear to be focusing on ineffective fraud detection instruments. Practical implications – Implementation of more effective fraud detection measures will reduce the damage caused to an organization and is highly relevant for practitioners. Originality/value – The results show that differences in the effectiveness of fraud detection instruments in the NFP sector exist. This knowledge is directly applicable by related organizations to reduce fraud damage.

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