Working Papers

The paper attempts to gauge the perceptions of the respondents on their preferred leadership style, style range and leadership effectiveness in development organisations in India. Leader Adaptability and Style Inventory (LASI) developed by Hersey and Blanchard (1981) is used for collecting data on leadership. In addition, the paper uses the personal effectiveness (PE) scale by Pareek (2002) based on the concept of personal effectiveness drawn from Johari Window theory. The scale is used to assess personal effectiveness based on three dimensions, namely self-disclosure, openness to feedback, and perceptiveness. A preliminary analysis of the data indicates a high preference for S2 (selling) style and a negligible preference to S4 (delegating) style. The paper also attempts to explain the findings and highlight the cultural context as the reason for preference to selling style. It also discusses the implications of the findings on managerial training in Indian development organisations. ??Keywords: Situational Leadership, Development Organisations, Personal Effectiveness, Indian NGOs, Leadership Effectiveness.