Can Visionary Leaders be Role Models for Collaborative Style of Conflict Handling among Teams in IT Organizations?

Avinash D. Pathardikar and Sangeeta Sahu
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Avinash D. Pathardikar: Avinash D. Pathardikar, Associate Professor & Head, Department of HRD, Faculty of Management Studies, VBS Purvanchal University, Jaunpur, Uttar Pradesh, India. E-mail: avinashphrd@gmail.com
Sangeeta Sahu: Sangeeta Sahu, Associate Professor, Department of HRD, Faculty of Management Studies, VBS Purvanchal University, Jaunpur, Uttar Pradesh, India. E-mail: sangeeta_hrd@yahoo.co.in

Management and Labour Studies, 2014, vol. 39, issue 1, 103-120

Abstract: The behaviour pattern of visionary leaders (VL) towards handling of conflict is investigated in this article. Confirmatory factor analysis (CFA) and structural equation modelling (SEM) results of a self-reported survey among 206 professionals from Indian information technology (IT) based organizations, holding leadership roles show that the behaviour patterns of VL such as risk-taking and ability to generate set of feelings of we-ness among the members contributed significantly towards collaborating style. The demographic factor experience has a significant influence on this style. This paper sheds light on the importance of visionary leadership in reaching win-win situation during conflict resolution through risk-taking and generating a feeling of togetherness can be developed and encouraged through assessment centres for greater integrity at workplace.

Keywords: Visionary leadership; conflict handling styles; collaboration; Indian IT organization; structural equation model (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:sae:manlab:v:39:y:2014:i:1:p:103-120

DOI: 10.1177/0258042X14535152

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