000			01961nam a22002657a 4500
003			ZW-GwMSU
005			20210401100929.0
008			210401b ||||| |||| 00| 0 eng d
022			_a1465-6612
040			_aMSU _cMSU _erda
100	1		_aMathew Anita _eauthor
245	1	0	_aTransformational leadership: _bAn investigation of Bass's model in the context of Indian professionals/ _cAnita Mathew
264			_aSwitzerland: _bInderscience, _c2016.
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
440			_aHuman resources development and management _vVolume 16 , number 1/2 ,
520			_aThe business marketplace is rapidly changing and becoming more competitive due to globalisation; consequently, new innovations and higher performance levels from teams in organisations is necessary to continue to be successful. Organisations in both public and private sector are in need of radical change and leadership is a mechanism by which organisations foresee and walk through change. With a volatile economy it is becoming increasingly important for leaders to maximise the performance and motivate their followers. Leadership is a relationship between leaders and followers and building this relationship requires an appreciation of the leaders' style and their capability to influence change in organisations. The research focuses on leadership skills of 137 Indian managers. The study focuses on the pattern of leadership quotient using multi leadership questionnaire developed by Bass and Avolio (1990). This paper is making a special emphasis on the factors influencing intellectual stimulation one of the key variables in transformational leadership.
650	4		_aMultifactor leadership theory
650			_aTransformational leadership
650			_aIntellectual stimulation
700	1		_aRakesh Sapner _eauthor
856			_uDOI: 10.1504/IJHRDM.2016.075367
942			_2lcc _cJA
999			_c156413 _d156413