Chapter 4: Research Methodology

It is important to understand why a separate leadership study context in India deserves merit. In global cultural studies, India has always been culturally treated as distinct (House, Javidan, Hanges, & Dorfman, 2002; Huntington, 1993; Ronen & Shenker, 1985). Therefore, leadership practices in India from a cultural point of view require special attention. Countries with emerging economies carry institutional voids (Khanna & Palepu, 2005). Institutional voids manifest in business practices. Thus, leadership theories in emerging economic context like India require reexamination. Economically emerging countries’ dominant business models vary from those of developed countries (Arnold & Quelch, 1998; Bhattacharyya, 2011; Dhanaraj & Khanna, 2011; Khanna, Palepu, & Sinha, 2005). Business leaders practicing leadership are grounded in these business models. This difference also qualifies for a relook at leadership theories based on the leadership practices in emerging economies. Technology is altering the way leaders’ social interaction and business operations are being driven. Leadership practices are being altered because of the presence of ubiquitous, connected information technology platform in mobile devices (Avolio & Kahai, 2003; Avolio, Kahai, & Dodge, 2001; Cascio & Shurygailo, 2003). The presence of technology thus requires a need for reexamination of leadership theories studied.