Vishal Gupta
I have completed Fellow Program in Management from the Indian Institute of Management Lucknow, Human Resource Management Area and B.E. in Electrical & Electronics Engineering from the Birla Institute of Technology & Science (BITS), Pilani, Rajasthan.
Prior to joining IIMA, I was working as an Assistant Professor in the HRM Group at the Indian Institute of Management Calcutta, India. I have also worked as a Hardware Design Engineer with ST Microlectronics Pvt Ltd., Greater Noida and with Infineon Technologies AG, Munich, Germany where I was involved in the design of high-performance Application-Specific Integrated Circuits (ASICs). My current areas of research are leadership development, organizational justice, creativity, R&D management, performance management and high-performance organization design.
Specialties: High Performance Organization Design and HR Practices, Employee Creativity, R&D Management, Performance Management, Organizational Development & Change, Leadership Development, Organizational Justice.
My IIMA faculty page is available at: http://www.iimahd.ernet.in/~vishal
Phone: +91-79-6632-4935
Address: Wing 14-E,
Indian Institute of Management Ahmedabad
Vastrapur,
Ahmedabad - 380015
Prior to joining IIMA, I was working as an Assistant Professor in the HRM Group at the Indian Institute of Management Calcutta, India. I have also worked as a Hardware Design Engineer with ST Microlectronics Pvt Ltd., Greater Noida and with Infineon Technologies AG, Munich, Germany where I was involved in the design of high-performance Application-Specific Integrated Circuits (ASICs). My current areas of research are leadership development, organizational justice, creativity, R&D management, performance management and high-performance organization design.
Specialties: High Performance Organization Design and HR Practices, Employee Creativity, R&D Management, Performance Management, Organizational Development & Change, Leadership Development, Organizational Justice.
My IIMA faculty page is available at: http://www.iimahd.ernet.in/~vishal
Phone: +91-79-6632-4935
Address: Wing 14-E,
Indian Institute of Management Ahmedabad
Vastrapur,
Ahmedabad - 380015
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Papers by Vishal Gupta
Design/methodology/approach - Fifty-two interviews were conducted with scientists of five Indian R&D labs located in five different cities of India. The interview transcripts were content coded and a list of behavior items were generated. The list of items was given to five doctoral students to sort them into different behavior categories. Each behavior incident was coded using a modified version of the leader behavior taxonomy presented in the Managerial Practices Survey (MPS) (Yukl, Wall and Lepsinger, 1990).
Findings - Based on the consistency score, a final list of 52 behavior items representing 5 behavior metacategories was generated that has high potential of promoting employee creativity. A set of contextual variables was identified that can moderate the impact of leadership on employee creativity.
Research limitations/implications - A large-scale follow-up survey would be useful to find out which of the identified leader behaviors do indeed have the proposed connection with employees’ creativity.
Practical implications - The identified behaviors can be of immense help to practitioners who often wrestle with the task of identifying appropriate behaviors that can ensure leader effectiveness.
Originality/value - This is the first study of its type and identifies a set of leader behaviors that can promote creative performance of R&D professionals.
Design/methodology/approach – The study was conducted in two parts. The first part explored the relationship between justice perceptions and a one-dimensional conceptualization of engagement. The second part explored the relationship between justice perceptions and a three-dimensional conceptualization of engagement. The relationships between justice perceptions and engagement were analyzed using zero-order correlations and hierarchical regression analysis.
Findings – The study findings suggest a significant positive association between distributive and informational justice dimensions and employee engagement. Distributive justice and informational justice dimensions were found to have a stronger impact on employee engagement conceptualized as antipode of burnout.
Research limitations/implications – The research was cross-sectional and so any inferences regarding causality are limited. All responses on engagement and justice scales are from self-report measures and it is likely that method variance inflated the relationships among these variables.
Practical implications – Psychometrically valid scales for performance appraisal justice and engagement were developed and tests of relationships between them have been established. The study suggests that distributive and informational justice perceptions during a performance appraisal session lead to enhanced engagement among employees.
Originality/value – The study tests the relationship between performance appraisal justice and employee engagement in the Indian context. A significant positive relationship between some performance appraisal justice dimensions and engagement has been established. To the best of the authors’ knowledge, such a study is the first of its kind undertaken in the Indian context.
Conference Presentations by Vishal Gupta
Design/methodology/approach - Fifty-two interviews were conducted with scientists of five Indian R&D labs located in five different cities of India. The interview transcripts were content coded and a list of behavior items were generated. The list of items was given to five doctoral students to sort them into different behavior categories. Each behavior incident was coded using a modified version of the leader behavior taxonomy presented in the Managerial Practices Survey (MPS) (Yukl, Wall and Lepsinger, 1990).
Findings - Based on the consistency score, a final list of 52 behavior items representing 5 behavior metacategories was generated that has high potential of promoting employee creativity. A set of contextual variables was identified that can moderate the impact of leadership on employee creativity.
Research limitations/implications - A large-scale follow-up survey would be useful to find out which of the identified leader behaviors do indeed have the proposed connection with employees’ creativity.
Practical implications - The identified behaviors can be of immense help to practitioners who often wrestle with the task of identifying appropriate behaviors that can ensure leader effectiveness.
Originality/value - This is the first study of its type and identifies a set of leader behaviors that can promote creative performance of R&D professionals.
Design/methodology/approach – The study was conducted in two parts. The first part explored the relationship between justice perceptions and a one-dimensional conceptualization of engagement. The second part explored the relationship between justice perceptions and a three-dimensional conceptualization of engagement. The relationships between justice perceptions and engagement were analyzed using zero-order correlations and hierarchical regression analysis.
Findings – The study findings suggest a significant positive association between distributive and informational justice dimensions and employee engagement. Distributive justice and informational justice dimensions were found to have a stronger impact on employee engagement conceptualized as antipode of burnout.
Research limitations/implications – The research was cross-sectional and so any inferences regarding causality are limited. All responses on engagement and justice scales are from self-report measures and it is likely that method variance inflated the relationships among these variables.
Practical implications – Psychometrically valid scales for performance appraisal justice and engagement were developed and tests of relationships between them have been established. The study suggests that distributive and informational justice perceptions during a performance appraisal session lead to enhanced engagement among employees.
Originality/value – The study tests the relationship between performance appraisal justice and employee engagement in the Indian context. A significant positive relationship between some performance appraisal justice dimensions and engagement has been established. To the best of the authors’ knowledge, such a study is the first of its kind undertaken in the Indian context.
Design/methodology/approach – A survey-based study was conducted in 11 government-owned R&D laboratories across India. 492 usable responses were collected. Hierarchical regression analysis was performed on the data to test the hypothesized relationships between variables.
Findings – 5 leader behavior dimensions (recognizing, clarifying/supporting, leading by example, team building, and empowering) emerged from the study. Significant relationships were found between leader behaviors, justice perceptions and subjective and objective measures of creativity.
Managerial Implications – The identified behaviors can be of immense help to practitioners who often wrestle with the task of identifying appropriate behaviors that can ensure leader effectiveness. An important contribution of the study is that it demonstrates relationships between leadership and justice perceptions with both subjective and objective measures of creativity.
Design/methodology/approach – Fifty-two interviews were conducted with scientists of five Indian R&D labs located in five different cities of India. The interview transcripts were content coded and a list of behavior items were generated. The list of items was given to five doctoral students to sort them into different behavior categories. Based on the consistency score, a final list of 52 behavior items representing 5 behavior metacategories was generated. Next, a survey study was conducted in 11 government-owned R&D laboratories across India. The list of behavior items was administered to R&D scientists. 584 responses were obtained and analyzed using exploratory and confirmatory factor analysis.
Findings – The results of study supported the existence of 5 leader behavior metacategories, namely, task-oriented behavior, relation-oriented behavior, team-building behavior, empowering behavior and leading by example behavior.
Practical Implications – The identified behaviors can be of immense help to practitioners who often wrestle with the task of identifying appropriate behaviors that can ensure leader effectiveness.
Originality/Value – This is the first study of its type and identifies a set of leader behaviors that can promote creative performance of R&D professionals.