scholarly journals Transformational leadership, interim leadership, and employee human capital benefits: an empirical study

2010 ◽  
Vol 5 ◽  
pp. 1037-1042 ◽  
Author(s):  
Birasnav M ◽  
Rangnekar S ◽  
Dalpati A
Keyword(s):  
Human Capital ◽  
Transformational Leadership ◽  
Empirical Study ◽  
Interim Leadership

Impact Of Transformational Leadership On Motivating Faculty Members

2019 ◽  
Vol 118 (11) ◽  
pp. 303-312
Author(s):  
Jamal Asad Mezel ◽  
Adnan Fadhil Khaleel ◽  
Kiran Das Naik Eslavath
Keyword(s):  
Transformational Leadership ◽  
Empirical Study ◽  
Leadership Styles ◽  
Faculty Members ◽  
Traditional Form ◽  
Lack Of Information ◽  
University Leaders ◽  
The University ◽  
The Impact

This empirical study show that the impact of all styles was well moderate. The means of effect of all styles were less than 3 out of 5. It means the expected impact of transformational affect upon the all dimensions of the activities, are not expected due to the traditional styles of leadership and the lack of information about the transformational leadership styles which can guide leaders to use such styles in the organization which may be this results due to lack of trained leaders and necessary knowledge with the leaders in all universities about transformational styles the traditional form of the leadership styles which used by the university leaders affect the communication between all levels of the administration and the faculty members which has consequence because decrease in motivation and a self-consideration from the administration.

Internal Customer Satisfaction in Micro Small and Medium Enterprises (MSME): An Empirical Study

2016 ◽  
Vol 2 (2) ◽  
Author(s):  
Dr Alok Kumar Rai ◽  
Ms Vandana Pareek ◽  
Mr. Manish Yadav
Keyword(s):  
Human Capital ◽  
Customer Satisfaction ◽  
Empirical Study ◽  
Work Environment ◽  
Customer Service ◽  
Employee Satisfaction ◽  
Small And Medium Enterprises ◽  
Internal Customer ◽  
Medium Enterprises ◽  
Number Of Authors

There is hardly any organization today that would disagree with the notion that people are the indispensable asset of any organization, which endows it with significant competitive advantage. Internal Customer Satisfaction is an assessment of how contended the worker is with his job or work environment. Happy and satisfied workers are likely to produce more, take less leaves, and stay loyal to the company. The importance of human capital in MSMEs has been posited by a number of authors (e.g. Wells et al., 2003; Neace, 1999) and has been linked to important outcome variables including quality, customer service, and productivity (Penning; Edelman et al., 2002). This paper explores the various facets of employee satisfaction in MSME's of Varanasi.

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