Attributes and behaviors of effective R&D leaders in Indian public-sector labs: insights from qualitative triangulation

What the paper says

Purpose This study identifies the attributes and behaviors of effective research and development (R&D) leaders in the Indian public-sector labs by integrating perspectives from both leaders and team members through data triangulation. Design/methodology/approach Two qualitative studies were conducted. In Study 1, 30 project leaders (PLs) from 20 publicly funded R&D labs were interviewed. In Study 2, 324 project scientists (PSs) from 50 labs completed a sentence completion test, yielding 3,240 responses. Findings Content analysis in Study 1 identified 19 attributes across five categories (cognitive, personality, interpersonal, motivational, and other) and 19 behaviors across five categories (task-, relations-, change-oriented, external and other). Summative content analysis in Study 2 confirmed all but three behaviors—advocating change, representing, and benevolent behavior. PLs and PSs showed broad agreement on effective leadership qualities, though differences emerged in emphasis, with frequently reported traits not always being the most spontaneously recalled. Research limitations/implications Findings are limited to publicly funded Indian R&D labs. Future research should test their generalizability and refine spontaneity measures. Practical implications The study identifies observable leadership indicators to guide recruitment, promotion, appraisal, and development of PLs and PSs in R&D and other project-based organizations facing uncertainty and resource constraints. Social implications By clarifying how leadership operates in public research systems, the study shows how effective leadership can enhance innovation capacity and improve societal problem-solving in emerging economies. Originality/value By integrating leader and follower perspectives, the study moves beyond contextual description to demonstrate how leadership effectiveness in high power-distance, bureaucratic, and innovation-driven settings refines and extends dominant Western models, especially transformational and charismatic leadership.