Impact of Context Sensitivity on Manager’s Behavior

Authors

  • R. B. N. Sinha PG Department of Psychology, Patliputra University, Patna & Honorary Faculty, ASSERT Institute of Management Studies, Patna, India.
  • N. Lakshmi Department of Management Studies, Galgotias College of Engineering and Technology, Greater Noida, India.

DOI:

https://doi.org/10.9734/bpi/sthss/v5/11882D

Keywords:

Collectivist culture, context sensitivity, disabling contexts, enabling contexts, individualist culture

Abstract

The study aimed to examine how manager’s sensitivity to enabling and disabling contexts affects his behavior. A sample of 150 respondents, 50 from each of three different locations (Patna, Delhi & Mumbai) in India, participated in a study that explored the shifts in the behavior of managers when they moved from disabling to enabling or from enabling to disabling context. The results showed that in some instances manager’s behavior improved as a function of the change from disabling to enabling and reversed as a result of the change from enabling to disabling contexts. Some of the behaviors were more positive in the enabling than in the disabling context. The study suggests a need to explore the issues further.

Published

2021-08-16

How to Cite

R. B. N. Sinha, & N. Lakshmi. (2021). Impact of Context Sensitivity on Manager’s Behavior. Selected Topics in Humanities and Social Sciences Vol. 5, 13–20. https://doi.org/10.9734/bpi/sthss/v5/11882D

Issue

Selected Topics in Humanities and Social Sciences Vol. 5

Section

Chapters