Impact of Context Sensitivity on Manager’s Behavior
The goal of the study was to see how a manager’s sensitivity to enabling and disabling situations influences his actions. A total of 150 people, 50 from each of three Indian cities (Patna, Delhi, and Mumbai), took part in a study that looked at how managers’ conduct changed when they shifted from a disabling to an enabling or enabling to a disabling environment. The findings revealed that changing from disabling to enabling contexts enhanced manager behaviour in some cases, whereas changing from enabling to disabling contexts reversed it. In the enabling environment, several of the behaviours were more positive than in the disabling context. The study implies that the topics should be investigated further.
Author (S) Details
R. B. N. Sinha
PG Department of Psychology, Patliputra University, Patna & Honorary Faculty, ASSERT Institute of Management Studies, Patna, India.
Department of Management Studies, Galgotias College of Engineering and Technology, Greater Noida, India.
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