Thematische Bibliographien / Cross-cultural leadership

Inhaltsverzeichnis

  1. Zeitschriftenartikel
  2. Dissertationen
  3. Bücher
  4. Buchteile
  5. Konferenzberichte
  6. Berichte der Organisationen

Auswahl der wissenschaftlichen Literatur zum Thema „Cross-cultural leadership“

Autor: Grafiati
Veröffentlicht am 4. Juni 2021
Zuletzt aktualisiert am 25. Juli 2025

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Zeitschriftenartikel zum Thema "Cross-cultural leadership"

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Grisham, Thomas, and Derek H. T. Walker. "Cross‐cultural leadership." International Journal of Managing Projects in Business 1, no. 3 (2008): 439–45. http://dx.doi.org/10.1108/17538370810883873.

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Frost, J., and M. Walker. "Cross cultural leadership." Engineering Management 17, no. 3 (2007): 27–29. http://dx.doi.org/10.1049/em:20070303.

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Snaebjornsson, Inga Minelgaite, Ingi Runar Edvardsson, Vilma Zydziunaite, and Vlad Vaiman. "Cross-Cultural Leadership." SAGE Open 5, no. 2 (2015): 215824401557972. http://dx.doi.org/10.1177/2158244015579727.

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Robertson, Jan M., and Charles F. Webber. "Cross-cultural leadership development." International Journal of Leadership in Education 3, no. 4 (2000): 315–30. http://dx.doi.org/10.1080/136031200750035950.

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Dimmock, Clive, and Allan Walker. "Cross-Cultural Values and Leadership." Management in Education 14, no. 3 (2000): 21–24. http://dx.doi.org/10.1177/089202060001400308.

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Bryant, Miles T. "Cross-Cultural Understandings of Leadership." Educational Management & Administration 26, no. 1 (1998): 7–20. http://dx.doi.org/10.1177/0263211x98261002.

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J. Wong-MingJi, Diana, Eric H. Kessler, Shaista E. Khilji, and Shanthi Gopalakrishnan. "Cross-cultural comparison of cultural mythologies and leadership patterns." South Asian Journal of Global Business Research 3, no. 1 (2014): 79–101. http://dx.doi.org/10.1108/sajgbr-09-2012-0110.

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Purpose – The purpose of this paper is to explore leadership styles and patterns in India, Indonesia, Pakistan, and the USA in order to contribute to a greater understanding of global leadership. Design/methodology/approach – The paper uses cultural mythologies as a lens (Kessler and Wong-MingJi, 2009a) to extract the most favored leadership traits within selected countries. In doing so, the paper explores historical trajectories and core values of each country to identify their distinctive characteristics. Additionally, leadership styles of well-known business leaders in each culture are exam
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Tsai, Chin-Ju, Chris Carr, Sasiya Supprakit, and Kun Qiao. "Modes of Cross-cultural Leadership Adjustment." Academy of Management Proceedings 2015, no. 1 (2015): 16102. http://dx.doi.org/10.5465/ambpp.2015.16102abstract.

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Sisk, Dorothy A. "Leadership Development for Cross-Cultural Understanding." Gifted Child Today Magazine 11, no. 6 (1988): 31–33. http://dx.doi.org/10.1177/107621758801100611.

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Georgianna, Sibylle. "Self‐leadership: a cross‐cultural perspective." Journal of Managerial Psychology 22, no. 6 (2007): 569–89. http://dx.doi.org/10.1108/02683940710778440.

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Dissertationen zum Thema "Cross-cultural leadership"

1

Grisham, Tom, and tgrisham@tampabay rr com. "Cross cultural leadership." RMIT University. Property, Construction and Project Management, 2006. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20061116.125205.

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Global markets are increasingly taking advantage of the strength and economic advantages of a diverse global workforce. It is common on international projects to find multi-cultural teams located in multiple countries. It is also common to find such projects led by Project Managers who come from many different countries. So having a person raised in India managing a project in China, with a design team in the USA, procurement procurement teams in Japan and Mexico, and a drafting team in Albania is not unusual. Even in historically monolithic markets like the USA, it is far more common to have
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Vitale, Stefano <1994&gt. "CROSS-CULTURAL LEADERSHIP: LA CULTURAL INTELLIGENCE." Master's Degree Thesis, Università Ca' Foscari Venezia, 2020. http://hdl.handle.net/10579/18085.

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L'obiettivo della ricerca è quello di individuare il ruolo della Cultural Intelligence dal punto di vista di un leader e di esaminare l'impatto della cultura sulla leadership. Lo scopo della ricerca è quello di confrontare i risultati ottenuti da una ricerca qualitativa condotta tramite delle interviste a leader che lavorano in contesti cross-cultural, tenendo conto delle osservazioni teoriche riguardanti la leadership. I risultati esplorano e provano l'ipotesi che l'intelligenza culturale è un'abilità fondamentale per una leadership di successo in un ambiente interculturale.
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Yap, Kristiina, and Hellen Song. "Leadership in a Cross-Cultural Context : A Qualitative Study of Cross-Cultural Leadership Competence in a Multinational Organization in China." Thesis, Stockholms universitet, Institutionen för pedagogik och didaktik, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-122480.

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The essay aims to generate deeper understanding of leadership competences in a multinational organization in China, i.e. what competences that are required for managing professionals in a cross-cultural context. Previous research within this field of study discuss this topic from the perspective of Western or Chinese expatriate managers, but the authors of this study regard that it is of interest to study Chinese employees in a Western organization in China in order to understand how the global Western culture interacts with the local Chinese culture. The research questions were thus formulate
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Biro, Eva, and Magda Forsman. "Effective Leadership in Cross-Cultural Teams - An Experiment." Thesis, Kristianstad University College, Department of Business Administration, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-3142.

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<p>There is a lack of universally applicable team leadership models for cross-cultural work teams. The research on cross-cultural team leadership has mostly been conducted with an ethnocentric or culturally comparative approach. Therefore, the purpose of this study has been to discover a universal leadership theory, leading to high cross-cultural team performance. </p><p>This dissertation describes the prior research bound to the research topic and the development of a universal, cross-cultural team leadership style. The new, created leadership style, the Integration Oriented Leader, was desig
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McKie, David S. "A Cross-cultural test of Implicit Leadership Theory." Thesis, Cranfield University, 2003. http://hdl.handle.net/1826/115.

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This research builds on Implicit Leadership Theory, which suggests that a leader's performance is likely to be higher when there is congruence between a follower's prototype of what a leader should be and his or her perception of the leader's behaviour. The essence of effective leadership, according to this theory, is being seen as a leader by others. Data were collected from 196 leaders and 1,738 followers from 23 countries within Cargill Incorporated, a US food and agricultural multinational. The research was conducted in two phases. During the first phase data were collected on followers'
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Sugai, Sakae. "Cross-cultural leadership interaction : a mixed-methods approach study." Thesis, University of Cambridge, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.611820.

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Renner, Jasmine, Arnold Nyarambi, and &amp Glascock C. Gunn. "International and Cross Cultural Educational Leadership, Collaboration and Teaching." Digital Commons @ East Tennessee State University, 2013. https://dc.etsu.edu/etsu-works/8279.

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de, Azevedo Nogueira Affonso Henriques. "Cross-Cultural Leadership: A comparative Study between Brazilian and Portuguese Subordinates." Doctoral thesis, Universitat Ramon Llull, 2012. http://hdl.handle.net/10803/82068.

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L’objectiu d’aquesta investigació, ha sigut comparar patrons culturals de grups brasilers amb grups portuguesos. Per identificar i comparar els esmentats patrons, s’ha fet servir un instrument anomenat Values Scale. A més a més, i utilitzant una adaptació de Tannenbaum and Schmidt’s Taxonomy desenvolupat per Vroom (2000) hem comparat els estils de lideratge dels esmentats grups. En darrer lloc hem investigat si existeix una correlació entre els patrons culturals i els estils de lideratge. S’ha pogut observar que ambdós grups demostren una preferència per als Patrons Culturals Horitzontals Col•
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Banerjee, Mili. "Subordinate Perception of Leadership Style and Power: A Cross-Cultural Investigation." University of Akron / OhioLINK, 2009. http://rave.ohiolink.edu/etdc/view?acc_num=akron1253769052.

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Wolf, Patricia K. W. "Group dynamics : effects of leadership style on cross-cultural group behavior /." The Ohio State University, 1986. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487266691093613.

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Bücher zum Thema "Cross-cultural leadership"

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Dobrić Veiss, Suzana, Elizabeth K. Hunt, and Joshua D. Henson, eds. Biblical Cross-Cultural Leadership. Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-58973-7.

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Brooklyn, Derr C., Roussillon Sylvie, and Bournois Frank, eds. Cross-cultural approaches to leadership development. Quorum Books, 2002.

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Tolstikov-Mast, Yulia, Franziska Bieri, and Jennie L. Walker. Handbook of International and Cross-Cultural Leadership Research Processes. Routledge, 2021. http://dx.doi.org/10.4324/9781003003380.

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Oyewunmi, Adebukola, Gill Owens, and Ogechi Adeola. The Dark Side of Leadership: A Cross-Cultural Compendium. Productivity Press, 2025. https://doi.org/10.4324/9781003475262.

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Nahavandi, Afsaneh. The art and science of leadership. 3rd ed. Prentice Hall, 2003.

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Nahavandi, Afsaneh. The art and science of leadership. 6th ed. Pearson Prentice Hall, 2012.

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Nahavandi, Afsaneh. The art and science of leadership. 2nd ed. Prentice Hall, 2000.

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Nahavandi, Afsaneh. The art and science of leadership. Prentice Hall, 1997.

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Ghubriyāl, ʻIṣmat Masīḥah. al-Qiyādah al-ʻaṣrīyah wa-taḥlilatiha: Al-qiyādah al-mithālīyah ʻinda al-Bābā Kīrullus al-Sādis wa-al-Bābā Shinūdah al-Thālith. Maktabat Mār Mīnā, Abnāʼ al-Bābā Kīrullus al-Sādis, 2013.

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Mączyński, Jerzy. Diagnozowanie partycypacji decyzyjnej. Wydawn. Instytutu Filozofii i Socjologii PAN, 1998.

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Buchteile zum Thema "Cross-cultural leadership"

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Smith, Peter B., and Mark F. Peterson. "Cross-Cultural Leadership." In The Blackwell Handbook of Cross-Cultural Management. Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1002/9781405164030.ch11.

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Hurn, Brian J., and Barry Tomalin. "Leadership Across Cultures." In Cross-Cultural Communication. Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9780230391147_7.

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Wang, Jingjing. "Cross-Cultural Equivalences." In Globalization of Leadership Development. Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-06864-6_8.

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Wang, Barbara Xiaoyu. "Cross-Cultural Guanxi Leadership." In Guanxi in the Western Context. Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-24001-1_5.

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den Dekker, Wim. "Cross-Cultural Leadership Behavior." In Global Mindset and Cross-Cultural Behavior. Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-50992-5_5.

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Irving, Justin A. "Cross-Cultural Perspectives on Servant Leadership." In Servant Leadership. Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230299184_10.

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Irving, Justin A. "Cross-Cultural Perspectives on Servant Leadership." In Servant Leadership. Springer Nature Switzerland, 2025. https://doi.org/10.1007/978-3-031-69922-1_10.

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Taylor, Violet E. "Jesus’ Counter-Cultural Approach in the Gospel of Matthew." In Biblical Cross-Cultural Leadership. Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-58973-7_2.

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Hummel, Sarah. "Unity in Diversity: An Analysis of I Corinthians 12:11–26." In Biblical Cross-Cultural Leadership. Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-58973-7_7.

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Dobrić Veiss, Suzana. "Cross-Cultural Competence: The Sine Qua Non of Biblical Leadership in a Globalized World." In Biblical Cross-Cultural Leadership. Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-58973-7_12.

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Konferenzberichte zum Thema "Cross-cultural leadership"

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Obari, Hiroyuki. "AI-ENHANCED LEARNING FOR CULTURAL INTELLIGENCE, GLOBAL LEADERSHIP, CROSS-CULTURAL ADAPTABILITY AND ENGLISH PROFICIENCY IN ENGINEERING EDUCATION." In 17th annual International Conference of Education, Research and Innovation. IATED, 2024. https://doi.org/10.21125/iceri.2024.0800.

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Czakert, Jan Philipp, Julia Reif, and Rita Berger. "Leadership Behavior, Stress, and Presenteeism: A Cross-Cultural Comparison." In International Association of Cross Cultural Psychology Congress. International Association for Cross-Cultural Psychology, 2022. http://dx.doi.org/10.4087/hpfu6367.

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Presenteeism is the behavior of working with ill-health. Due to associated productivity losses and substantial transmission risks during the ongoing COVID-19 pandemic, presenteeism is gaining increased attention in occupational psychological research. To understand the complexity of this phenomenon, research on contextual influences is needed. Our study investigated positive leadership behavior (transformational leadership, TFL) and negative leadership behavior (passive-avoidant leadership, PAL) as social-contextual predictors, next to stress. We hypothesized that in countries with high mascul
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Mahembe, B., A. Engerbrecht, and Z. Dannhauser. "The Relationship between Servant Leadership, Affective Commitment: Organizational Citizenship Behavior and Team Effectiveness." In International Association of Cross Cultural Psychology Congress. International Association for Cross-Cultural Psychology, 2016. http://dx.doi.org/10.4087/ttqy8801.

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The goal of the study was to conduct an analysis of the relationships between servant leadership, affective team commitment, OCB and team effectiveness in the South African school system. A non-probability sample made up of 288 school teachers was drawn from 38 schools in the Western Cape Province of South Africa. Item analysis and confirmatory factor analysis were used to analyse the data. Positive relationships were found between servant leadership and team effectiveness; servant leadership and affective team commitment, affective team commitment and team effectiveness, servant leadership an
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Rai, Rishabh, and Anand Prakash. "Role of Empowering Leadership in Absorptive Capacity through Outcome Interdependence: A Cultural Perspective." In International Association of Cross Cultural Psychology Congress. International Association for Cross-Cultural Psychology, 2016. http://dx.doi.org/10.4087/wios1254.

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This study explores the influence process involved in the relationship between empowering leadership and absorptive capacity. On 217 samples from manufacturing and service organizations, the study has found that outcome interdependence mediated the relationship between empowering leadership and knowledge identification, knowledge assimilation, knowledge dissemination, and knowledge application. The findings show that members’ empowerment is essential for inducing them to engage in knowledge processes.
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Kao, Feng-Hsia, Min-Ping Huang, and Bor-Shiuan Cheng. "Why Employee Turnover? The influence of Chinese Management and Organizational Justice." In International Association of Cross Cultural Psychology Congress. International Association for Cross-Cultural Psychology, 2016. http://dx.doi.org/10.4087/zbhy9656.

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Employee turnover is an important topic in organizational behavior research. Understanding how to address turnover in Chinese organizations is also a practice problem. The aim of this paper is to explore the impact of paternalistic leadership (authoritarianism, benevolence, and morality) on employee turnover and examine the moderating effect of organizational justice (distributive justice, interactional justice, and procedural justice). Data were collected from 207 supervisor and subordinate dyads of 51 stores in a Chinese food and beverage company. Paternalistic leadership and organizational
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Sinha, Arvind, and Sumita Rai. "Transformational Leadership, Competencies, Self-Control, and Performance as a Function of Perceived Organizational Culture in Service Organizations." In International Association of Cross Cultural Psychology Congress. International Association for Cross-Cultural Psychology, 2004. http://dx.doi.org/10.4087/aaau6762.

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Abdeldayem, Marwan M., Saeed Hameed Aldulaimi, and Abdulsattar Alazzawi. "Leadership Cultural Intelligence to Improve Decision Making Process in Cross-Cultural Work Atmosphere." In 2022 International Conference on Decision Aid Sciences and Applications (DASA). IEEE, 2022. http://dx.doi.org/10.1109/dasa54658.2022.9764993.

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Lojzer, Teresa, Greg Fantham, and Cakil Agnew. "Perceptions and Attitudes Pertaining to the Uptake of Paternity Leave in the United Arab Emirates." In International Association of Cross Cultural Psychology Congress. International Association for Cross-Cultural Psychology, 2024. http://dx.doi.org/10.4087/vhdw8462.

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This paper investigates how management attitudes within companies influence the uptake of Paternity Leave (PL) and the request for flexible working arrangements among men, contributing to family care. It explores the flexibility stigma and gender stereotypes that act as barriers to men taking PL, referencing global examples to underscore the relevance of incentivized leaves and supportive leadership. The study focuses on balancing work-life responsibilities and challenges the notion that effective fatherhood equates to financial provision alone. It also examines the phenomenon of pluralistic i
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Matveev, Alexei, and Miwa Yamazaki Merz. "Intercultural Competence Assessment: What Are Its Key Dimensions Across Assessment Tools?" In International Association of Cross Cultural Psychology Congress. International Association for Cross-Cultural Psychology, 2014. http://dx.doi.org/10.4087/fbqh1446.

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Prior research has identified different dimensions of intercultural competence (IC). However, its focus remains inconsistent across different disciplines and contexts. Existing assessment tools do not focus on all dimensions of Intercultural Competence. Instead, each focuses only on a subset of the IC dimensions. To fill this gap, this study aims (1) to provide a review of currently available assessment tools for IC and (2) to identify a comprehensive list of the key dimensions of IC. This will help researchers agree on a unified definition of IC and develop a measurement of IC that is applica
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RAJENTHIRAN, NIRUSIKA, H. A. S. MADHUWANTHI, D. M. P. P. DISSANAYAKE, and D. C. SIRIMEWAN. "CROSS-CULTURAL DIMENSIONS AND CROSS-CULTURAL ORIENTATIONS IN CONSTRUCTION PROJECTS: CASE STUDY OF SRI LANKA." In 13th International Research Conference - FARU 2020. Faculty of Architecture Research Unit (FARU), University of Moratuwa, 2020. http://dx.doi.org/10.31705/faru.2020.26.

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Significant issues affecting the success of construction projects due to globalisation is the establishment of a multicultural project team. Presently, China has emerged as one of Sri Lanka's main sources of foreign and commercial loans in an environment, where the island is seeking to rebuild and modernise infrastructure. However, the involvement of multi-cultural project teams often present unique challenges due to cross-cultural interactions, thereby, creating conflicts through construction projects, makes the conflict unavoidable. Therefore, this study was attempting to identify the cross-
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Berichte der Organisationen zum Thema "Cross-cultural leadership"

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Shaping a Global Leadership Strategy For Cross-Cultural Effectiveness. IEDP Ideas for Leaders, 2013. http://dx.doi.org/10.13007/046.

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