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首页> 外文期刊>The International Journal of Productivity and performance management >Achieving triple 'P' bottom line through resonant leadership: an Indian perspective
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Achieving triple 'P' bottom line through resonant leadership: an Indian perspective

机译：通过共鸣的领导力实现三重“ P”底线：印度的观点

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Purpose - The purpose of this paper is to review the extant literature on resonant leadership and develop a conceptual framework about the role played by resonant leaders of crisis-ridden firms in developing employees for achieving triple "P" bottom line. Design/methodology/approach - A systematic review of literature was conducted from 1994 to 2015 with key words leadership, resonant leadership, and triple "P" bottom line. Related research papers were searched from select databases of Elsevier, Emerald, Sage, Springer, Taylor and Francis, Wiley, and other library services of Proquest, Ebsco, and Scopus. Findings - Resonant leaders motivate their subordinates by being compassionate toward them, showing an overall positive mood, and through guidance for achieving sustainable triple "P" bottom line. India is a secular country that emphasizes on spiritual beliefs as well as on socio-cultural and religious values. Therefore, Indian managers generally adopt these values in their early socialization process by following traditional epics and religious scriptures. They spread positive emotions among their subordinates and raise their level of consciousness by exhibiting altruistic values. Therefore, altruism could be considered as an additional dimension of resonant leadership style of Indian managers for downsized firms. These leaders nurture surviving employees at the time of economic crisis to build a sustainable triple "P" bottom line. Originality/value - Altruism can be considered as a new dimension of resonant leadership style of Indian managers for downsized firms. These leaders provide a sense of psychological security to their employees by developing a value led organization with meaningful vision and an edge over their competitors.
机译：目的-本文的目的是回顾有关共鸣领导力的现有文献，并建立一个概念框架，说明危机四伏的公司的共鸣领导者在发展员工以实现三重“ P”底线方面所起的作用。设计/方法/方法-从1994年到2015年对文献进行了系统的回顾，关键词为领导力，共鸣领导力和三重“ P”底线。从Elsevier，Emerald，Sage，Springer，Taylor和Francis，Wiley以及Proquest，Ebsco和Scopus的其他图书馆服务的精选数据库中搜索了相关的研究论文。调查结果-共鸣的领导者通过对下属产生同情心，表现出整体上的积极情绪，并通过指导实现可持续的三重“ P”底线来激励下属。印度是一个世俗国家，强调精神信仰以及社会文化和宗教价值观。因此，印度管理人员通常在遵循早期史诗和宗教经文的早期社会化过程中采用这些价值观。他们通过表现出利他价值在他们的下属之间传播积极的情绪并提高他们的意识水平。因此，利他主义可以被视为缩小规模的公司印度经理人共鸣领导风格的一个附加维度。这些领导人在经济危机时培养了幸存的员工，以建立可持续的三重“ P”底线。原创性/价值-利他主义可以被视为缩小规模企业印度经理人共鸣领导风格的新维度。这些领导者通过发展具有价值意识的组织，以有意义的眼光和超越竞争对手的优势，为员工提供心理上的安全感。

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