Interplay of Transformational Leadership, Psychological Empowerment, HRM Practices and Organisational Innovativeness in the Context of IT Organisations

Page: 298-303
Km Gulshan and Ajai Pratap Singh (Department of Applied Psychology, VBS Purvanchal University, Jaunpur, Uttar Pradesh)

The aim of the present study were to explore the interplay of transformational leadership, psychological empowerment, HRM Practices and organisational innovativeness. A sample of Indian IT employees (N =223) took part in this study. They responded to the organisational innovativeness scale, transformational leadership scale, psychological empowerment scale and HRM practices scale. Results indicate that HRM practices, transformational leadership, and psychological empowerment significantly predicted organisational innovativeness. The findings have implications for possible program and policy developments seeking to enhance organisational innovativeness in IT personnel in India.