Organizational climate and managerial effectiveness: an Indian perspective

Purpose – Research on organizational climate has shown a significant upward trend in the recent past. The purpose of the present study is to propose a conceptual model that empirically examines the relationship of dimensions of organizational climate with managerial effectiveness in Indian organizations. Design/methodology/approach – A data set of 245 managers/executives was collected from Indian organizations through a survey instrument. The collected responses were subsequently tested by using structural equation modeling (SEM). Further, the hypothesized model was tested by employing five stages of hierarchical multiple regressions. Findings – The findings suggest that organizational climate dimensions, i.e. organizational process, altruistic behaviour, role clarity and communication, results‐rewards orientation and certain aspects of interpersonal relationships play a significant role in increasing managerial effectiveness. Research limitations/implications – The results indicate ways in which organizations might develop supportive climates in order to reinforce effectiveness of the organizational members. Originality/value – The role of organizational climate in employee effectiveness is currently under‐researched in the Indian context. The present study is an earnest effort in this direction to analyse the link between organizational climate and managerial effectiveness.