How Self-Concept Interferes Between Integrative Leadership and Leadership Effectiveness
Navneesh Tyagi1, Devesh Gupta2, D Baby Moses3

1Navneesh Tyagi, Assistant Professor, Department of Business and Management Studies, Meerut Institute of Engineering and Technology, Meerut.
2Devesh Gupta, Assistant Professor, IIMT Group of Colleges, Meerut.
3D Baby Moses, Director, IMS, Roorkee.

Manuscript received on 21 August 2019. | Revised Manuscript received on 25 August 2019. | Manuscript published on 30 September 2019. | PP: 4685-4690 | Volume-8 Issue-3 September 2019 | Retrieval Number: C6848098319/2019©BEIESP | DOI: 10.35940/ijrte.C6848.098319
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Abstract: This paper uses a qualitative study method, describing the association of Integrative Leadership and Self-Concept with Leadership Effectiveness. It attempts to explore the intersection of these concepts rooted in higher education Institutions at a deeper level. This can provide practitioners with clues on how to realistically apply the theory to everyday practice. Moreover, through integrative leadership and self-concept, this paper describes how leadership effectiveness can be ensured in a ways that can foster mutual action in order to achieve the common goal. This can be used to push back on the forces of individualism, neoliberalism, and “tyranny of the majority” that tend to undermine democracy and perpetuate inequality in the Institutions of higher education. While this paper suggests a more collective or communitarian view, the intent is not to reject individual and neoliberal values, but to create a more balanced approach for the status quo. This paper lays the foundation of a more comprehensive conceptualization of leading and self as both the fields include diversity of approaches and theories.
Keywords: Integrative Leadership, Self-Concept, Leadership Effectiveness.

Scope of the Article:
Predictive Analysis