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Dissertations / Theses on the topic 'Cross-cultural leadership'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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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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2

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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3

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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KOSSI, YAO. "Cultural-Centric Globalization Strategies for Increasing Companies’ Profitability." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7688.

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Contemporary business leaders require suitable leadership strategies, skills, capabilities, and competencies to lead individuals with culturally diverse backgrounds effectively. Local retail business executives have experienced complex leadership challenges leading international and intercultural teams when expanding business operations into global markets. The objective of this multiple case study was to explore leadership strategies local retail business leaders used to lead a global workforce. The target population included 3 local retail business leaders from Minnesota who had 6 to 8 years

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Briggs, Rickard. "Getting results| Leadership and cross-cultural adaptability within a multi-national corporation." Thesis, Mountain State University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3561928.

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<p>U.S. companies continue to grow and expand overseas. They also outsource business processes. There were approximately 350,000 call center employees in India in 2009 (Lundby, Parthasarthy, & Kowske, 2009) and another 350,000 in the Philippines by 2010 (Manila Bulletin Publishing Corporation, 2010). The success of employees who are not U.S. citizens, yet work for American companies, has become critical. These individuals are, many times, hired by and work for organizations located in the U.S. yet are native to, stationed in, and supervise operations in countries around the world. The lead

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Stavropoulou, Afroditi-Maria. "Innovation, sustainable leadership and consideration of future consequences: A cross-cultural perspective." Thesis, Linnéuniversitetet, Institutionen för psykologi (PSY), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-45309.

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The present study aimed to examine the relationship between national culture and organizational innovation, sustainable leadership (SL), and leaders’ consideration of future consequences (CFC), based on Hofstede’s cultural dimensions. An online survey was developed and sent out to employees of private organizations located in Greece and Sweden. Analysis of the data collected from 133 participants indicated that: (a) national culture is marginally significantly associated to perceived workplace innovation; (b) national culture is not significantly related to SL based on employees’ perceptions;

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Feng, Li. "Same Kentucky Chicken, Different Taste: Cross-cultural Leadership Studies at KFC in Beijing." Thesis, Virginia Tech, 1998. http://hdl.handle.net/10919/36848.

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This study is designed to explore a three dimensional Chinese leadership behavior model - Initiation, Consideration, and Guanxi. The Initiation-Consideration model has dominated leadership behavior research in Western literature (e.g., Yukl 1994), whereas this study recognizes that Guanxi behavior is an important concept in Chinese values and that it should be employed to develop a model of Chinese leadership behavior. This study also examines whether Guanxi is the most frequently exhibited leadership behavior, as perceived by Chinese employees, and how this type of leadership behavior, along

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Lindh, Joar, and Eden Afeworki. "Leadership in Russia : A cross-cultural leadership study on the dynamics involved in being a Swedish expatriate." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-202211.

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Managing a diverse workforce has become a growing challenge for leaders, due to increased globalization and demographic changes. As a result, leaders that can handle those challenges become important for successful business across borders. With respect to this, the complexities of leadership in Russia is an under-researched and increasingly important research area, due to the rapid changes that have occurred in the country the last 25 years. This study explores the challenges that Swedish expatriate leaders face whilst operating in Russia and, furthermore, how they tackle them. The study is of

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Wang, Xingmin. "Cross-cultural leadership by Chinese managers with their South African Xhosa-speaking employees." Thesis, Stellenbosch : Stellenbosch University, 2007. http://hdl.handle.net/10019.1/21386.

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Thesis (MBA)--Stellenbosch University, 2007.<br>ENGLISH ABSTRACT: Purpose. This study investigates how foreign-born Chinese managers in the Cape Town area perceive their own leadership in a cross-cultural business situation, and compares these perceptions with how the local South African Xhosa-speaking employees perceive the styles of their foreign managers. The study is important because of the growing private investment in Africa by people from China. Approach. Ten small businesses owned and managed by Chinese nationals were studied: five retail, two wholesale, one restaurant and two C

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Merino, Ismael. "Cross-Cultural Comparison of Servant Leadership in the United States and Latin America." Digital Commons @ East Tennessee State University, 2016. https://dc.etsu.edu/honors/362.

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In this study, the subject matter evaluated is the difference between the United States and Latin America concerning the practice and acceptance of servant leadership. This research compares the practice and the acceptance of servant leadership between the United States of America and Latin America. In order to do this, a cross-cultural comparison was conducted between these two groups. The objective was to find the differences in the leadership styles of these two groups and subsequently analyze the results. The Hofstede’s cultural dimensions were used to be able to compare cultural differenc

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Lush, Ron. "Committed to serve, prepared to lead a leadership development curriculum for international and cross-cultural Christian ministry leadership /." Theological Research Exchange Network (TREN), 1999. http://www.tren.com.

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Yoon, Jeeyun. "The influence of cultural orientation and power motive on leadership perception." Diss., Georgia Institute of Technology, 2014. http://hdl.handle.net/1853/51834.

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Despite the recognized importance of leadership perception and individual differences in various cultures, our understanding of each of these variables is limited. The influence of fundamental cognitive styles (context dependent vs. independent) in different cultures and individual differences within culture has rarely been discussed. Current leadership perception research typically depends on surveys which cannot capture spontaneous responses that reflect both automatic and controlled processes. To better understand cross-cultural leadership perception, this study recruited two cultural group

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Hogan, Terry. "Global leadership and the development of intercultural competency in U.S. multinational corporations." Scholarly Commons, 2008. https://scholarlycommons.pacific.edu/uop_etds/709.

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This study addresses the challenges of developing the intercultural competency of global leaders within the context of the U.S. multinational corporation (U.S.M.C.). This research seeks to examine how organizations develop managers capable of leading in a pluralistic work environment and the implications of this kind of learning on the current assumptions held by intercultural academia and the business community. The research approach was interdisciplinary: combining adult learning theory (self-directed and transformational learning), international business communication and leadership, system

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McGee, D. Jeffrey. "Cross-Cultural Dynamics Among White-led Nonprofit Organizations in South Phoenix Communities of Color." Thesis, Northern Arizona University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10822733.

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<p> White administrators of nonprofit organizations are tasked with the challenge of making the right decisions when their nonprofit seeks to work in predominantly Black and Brown neighborhoods. They utilize their personal worldviews and instincts to carry out the mission of their organization. The problem is that White administrators use their own cultural beliefs as their guide, which typically is counterintuitive to the cultural beliefs of Black and Brown people in the neighborhoods they wish to serve. This disparity raises issues, barriers, and sometimes conflict between both groups, which

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Koro, Paul, and n/a. "The Papua New Guinea Senior Education Officers' views on Leadership: A Cross-Cultural Perspective." University of Canberra. Education, 1998. http://erl.canberra.edu.au./public/adt-AUC20050516.100024.

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This study examines senior education officers' (SEOs) perceptions of the meanings and characteristics of the term 'leadership' both from their traditional PNG and Western perspectives. Data were drawn from questionnaires returned by 20 SEOs, 2 recorded interviews and a focus-group methodology. The purposes of the study are to: (i) define the meaning of leadership from the senior education officers' perspectives and through the review of the literature; and (ii) identify key characteristics and skills of the leadership role of senior education officers in PNG today, as a basis for improving pra

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Gom, Daria. "Transformational Leadership as Antecedent of Cross-cultural Psychological Capital in the Sabah Hotel Industry." Thesis, Curtin University, 2022. http://hdl.handle.net/20.500.11937/89603.

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This research has demonstrated the positive effects of transformational leadership on cross-cultural psychological capital, service-oriented organizational citizenship behavior, and turnover intentions of hotel frontline employees in Sabah, Malaysia. It has further emphasized the relevance of transformational leadership impacts on turnover intention in light of the insignificant relationship of cross-cultural psychological capital as a mediator. The importance of transformational leadership and cross-cultural PsyCap as job and personal resources, respectively, are critical factors that organiz

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Narusis, Joseph David. "Relationship Between Cultural Values and the Perceived Effectiveness of Authentic Leadership." OpenSIUC, 2014. https://opensiuc.lib.siu.edu/theses/1587.

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The current study investigated how individual level cultural values (horizontal individualism, horizontal collectivism, vertical individualism, vertical collectivism, power distance, masculinity/femininity, uncertainty avoidance, and long/short term orientation) relate to the perceived effectiveness of authentic leadership. To ensure cultural diversity, data was collected from participants via Amazon Mechanical Turk (MTurk).The participant pool included 184 participants from the United States, India, and 10 other countries around the world. Of these, 68 (37%) participants identified themselves

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Wang, Lake. "An exploratory study of global leaders' and Chinese managers' leadership constructs in multinational corporations in China." Thesis, Cranfield University, 2012. http://dspace.lib.cranfield.ac.uk/handle/1826/7570.

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This research explores the leadership constructs of global leaders and Chinese managers in multi-national corporations (MNCs) in order to understand whether their constructs are misaligned, and if so, in what ways. To address these questions, data was gathered via repertory grid test interviews with 31 global leaders and 59 Chinese managers in six MNCs’ China organizations. Analysis subsequently revealed that global leaders rely upon twelve key constructs to define global leadership capability and potential. These are: creative, drive to improve, communication skill, collaborative styl

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Pargell, Karlsson Micaela, and Elin Widén. "Cultural challenges in Thailand - An unchanged fact? : A minor field study abour cultural challenges among Swedish executives in Thailand." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-76427.

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Today, all companies face a challenge to cope with the globalized market, where organizations continuously establish on new markets in new countries. Different cultures meet and must be able to collaborate in an organization. The increased economic growth as well as the explosive Swedish tourism in Thailand today attracts more and more Swedish companies to the Thai market. It is likely that this can lead to different cultural challenges where people from different cultures meet and are forced to adapt to each other's established norms and behaviors. Our study aims to investigate the cultural c

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Zoller, Joseph Y. "Cross-Cultural Effects on the Cognitive Process of Verbal and Numeric Rating Scales." NSUWorks, 2017. http://nsuworks.nova.edu/hsbe_etd/126.

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Cross-cultural factors affect the cognitive processes engaged in by subjects to respond to rating scales. By using a sequential explanatory strategy of mixed-method research design, this study investigates four cultural groups in the software industry (n=92) - Israelis, Latinos, Romanians, and Americans - to investigate cultural effects on the thought processes used by respondents performing selected verbal (ordinal) and numeric (interval) scales. Cluster analysis of the qualitative data identified four main response styles used by subjects – Extremes, Midpoint, Range, and Refiners. While the

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Nikkilä, A. (Anna). "Cross-cultural views on female leadership:literature review of leadership studies in the USA and China." Bachelor's thesis, University of Oulu, 2017. http://urn.fi/URN:NBN:fi:oulu-201705191967.

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Mueller, Meirinho Ana Clara, and Li Mengting. "Cross-Cultural Comparative Study of Entrepreneurial Leadership Traits Among Brazil and China in Small Businesses." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-39934.

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Title: Cross-Cultural Comparative Study of Entrepreneurial Leadership Traits Among Brazil and China in Small Businesses Authors: Ana Clara Mueller Meirinho and Li Mengting Level: Master Thesis, 30 hp Keywords: Entrepreneurial leadership, Leader traits, Hofstede’s 6D Model, Small Business, Cross-Cultural leadership, Brazil, China. Background: Entrepreneurship is important among all the countries for the growth and prosperity of nations due to movement of economic activities that they generate. To sustain a business, the character behind it, known as a leader, plays an important role since for g

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CHEN, Yi Feng Nancy. "Goal interdependence and leader-member relationship for cross-cultural leadership in foreign ventures in China." Digital Commons @ Lingnan University, 2005. https://commons.ln.edu.hk/mgt_etd/21.

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This study empirically examines the impact of goal interdependence and leader-member relationship on cross-cultural leadership in joint ventures in China. Its two research questions are how to facilitate leader-member relationships between foreign managers and Chinese employees in joint ventures in China, and how foreign managers and Chinese employees can develop cooperative goals in Chinese contexts. Four hypotheses were generated. Hypothesis 1 examined the effects of leader-member relationship between foreign managers and Chinese employees on cross-cultural leadership. Hypothesis 2 studied t

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Daniel, Amber J. S. "Faculty/Student Perceptions Of Their Relationship In A Cross-Cultural Academic Mentoring Dyad." Wright State University / OhioLINK, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=wright1468934836.

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Bullough, Amanda M. "Global Factors Affecting Women's Participation in Leadership." FIU Digital Commons, 2008. http://digitalcommons.fiu.edu/etd/184.

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This dissertation is a multi-level, cross-cultural study of women in leadership conducted with both macro-society data and individual-level data aggregated to the country level. The research questions are, “What macro and micro forces are hindering or advancing women into business or political leadership?” “How do these forces impact the level of women’s involvement in business and political leadership in a particular country?” Data was collected from 10 secondary sources, available for 213 countries, and includes about 300 variables for business leadership (N=115) and political leadership (N=

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Goolaup, Sandhiya, and Tural Ismayilov. "The Influence of Power Distance on Leadership Behaviours and Styles : Case Studies of Japanese and French companies operating in Sweden." Thesis, Umeå universitet, Handelshögskolan vid Umeå universitet (USBE), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-52256.

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As a result of globalization and increase interdependence of the world economies, people from different cultures are interacting more frequently. However, most problems and misunderstandings occur when members of one culture assumes that their own unconscious values and beliefs are equally appropriate in other cultures. Typically, this is more prominent in an international business setting where companies are increasingly operating outside their usual working environment and interacting more with people belonging to other cultures. Even though, there are a huge number of studies which have foc

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Ao, Louis M. "Developing a cross-cultural leadership communication ministry plan for pastors in Metropolitan New York Baptist Association." Theological Research Exchange Network (TREN), 2003. http://www.tren.com.

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Romani, Laurence. "Relating to the other : paradigm interplay for cross-cultural management research." Doctoral thesis, Handelshögskolan i Stockholm, Institute of International Business (IIB), 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hhs:diva-1791.

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Oelofse, Eriaan. "Core and peripheral cultural values and their relationship to transformational leadership attributes of South African managers." Pretoria : [s.n.], 2006. http://upetd.up.ac.za/thesis/available/etd-05162007-164350.

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Moran, Wayne Gordon. "Information Technology Sourcing Across Cultures: Preparing Leaders for Cross-Cultural Engagements and Implementing Best Practices with Cultural Sensitivity." Antioch University / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1411641924.

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Moro, Fabio. "A cross-cultural comparison of leadership skills across the United States, the United Kingdom and Italy: a quantitative design using internet technology." Texas A&M University, 2005. http://hdl.handle.net/1969.1/2570.

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This study focused on cross-cultural leadership styles between the United States, the United Kingdom and the Republic of Italy to determine if any significant statistical differences in leadership style exist. It is a common belief that leadership styles vary according to cultural filters and expectations. Yet, this study failed to find support for this position. Perceived Leadership Scales and the Leadership Needs Assessment survey were adapted and modified to create a single online research instrument. The results, while tentative, found no significant differences between leadership styles i

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Mansur, Juliana Arcoverde. "On paternalistic leadership fit: exploring cross-cultural endorsement, leader-follower fit, and the boundary role of organizational culture." reponame:Repositório Institucional do FGV, 2016. http://hdl.handle.net/10438/15580.

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Ayoub, Ranin, and William Hiselius. "Det svenska ledarskapet i Förenade Arabemiraten : Svenska chefers upplevelser av ledarskap i Förenade Arabemiraten." Thesis, Umeå universitet, Sociologiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-187876.

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The aim of the study was to investigate how the Swedish managerial leadership applies in the United Arab Emirates (UAE) and to what extent they need to adapt their leadership due to the context which they are in. Six semi-structured interviews were made, and the results shows that the conditions for Swedish leaders is better in a context higher educational level among the employees and where the employees also express that they value the Swedish leader’s education and professional background. The study also shows that the participants to a high extent need to use an adaptive leadership approac

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Hiselius, William, and Ranin Ayoub. "Det svenska ledarskapet i Förenade Arabemiraten : Svenska chefers upplevelser av ledarskap i Förenade Arabemiraten." Thesis, Umeå universitet, Sociologiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-188383.

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The aim of the study was to investigate how the Swedish managerial leadership applies in the United Arab Emirates (UAE) and to what extent they need to adapt their leadership due to the context which they are in. Six semi-structured interviews were made, and the results shows that the conditions for Swedish leaders is better in a context higher educational level among the employees and where the employees also express that they value the Swedish leader’s education and professional background. The study also shows that the participants to a high extent need to use an adaptive leadership approac

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Hengstmann, Carsten, and Johannes Becker. "Cultural Differences of Effective Leadership : in Sweden, England, France and Germany." Thesis, Växjö University, School of Management and Economics, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:vxu:diva-982.

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<p>As globalization is proceeding, it is more and more important to understand effective leadership also in terms of cultural dimensions. This new challenge in the business world has not been approached by scientists in a satisfactory way so far and was the main reason for the conduction of this study.</p><p>The aim of this research is to investigate how effective leadership varies between cultures and to state the crucial differences of leadership effectiveness among Sweden, England, France and Germany.</p><p>To be able to figure out these differences a research team out of four students and

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Leisey, Robert. "Globally competent leadership : comparison between U.S. American and mainland Chinese conceptualization of effective leadership." Scholarly Commons, 2010. https://scholarlycommons.pacific.edu/uop_etds/760.

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This project was conducted with the objective of measuring differences between U.S. American and Chinese preferences for specific leadership characteristics and behaviors. An online survey was administered to U.S. American and Chinese nationals working in U.S.-based multinational corporations (MNCs). Respondents were asked to indicate the extent to which they considered 112 characteristics or behaviors to contribute to or inhibit effective leadership. The data were statistically analyzed to measure variances in how the two samples responded to each item, and to provide insight into what charac

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Deng, Ling, and ling deng@rmit edu au. "EQ and CQ of Expatriate Transformational Leaders: a Qualitative Study of Cross-cultural Leadership Effectiveness for Australian Business Managers Working in China." RMIT University. Graduate School of Business, 2008. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20080805.161224.

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China is a highly attractive destination for foreign direct investment, especially to Australia with which it has a strong complementary commercial relationship. Although the need for cross-cultural leadership effectiveness presents a major challenge to Australian businesses operating in China, most extant studies emphasize cultural dimensions and cultural influences on expatriate leadership effectiveness. In contrast, this study investigates the importance and implementation of transformational leadership (TL), emotional intelligence (EQ) and cultural intelligence (CQ) as key components of cr

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Ao, Xiang. "The cross-cultural leader a comparative study of leadership behaviours in China and New Zealand : a thesis submitted to Auckland University of Technology in fulfillment of the requirements for the degree of Master of Philosophy, August 2008." Click here to access this resource online, 2008. http://hdl.handle.net/10292/444.

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National cultures play a critical role in effective leadership and organisational success in international businesses. Contemporary organisations are therefore challenged by cross-cultural leadership needs to address increasing diversity. In the past decades, there has been a growing interest in studies of non-Western leadership. Recent papers have focused particularly on leadership in the Asia-Pacific region. This paper compares leadership in China and New Zealand, based on the data collected by using the GLOBE (Global Leadership and Organisational Behaviour Effectiveness) project leadership

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Edington, Linda Marie. "College classroom leadership practices : what gender has to do with it." Virtual Press, 1995. http://liblink.bsu.edu/uhtbin/catkey/955851.

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The purpose of this study was to investigate and report on college classroom leadership practices and gender, race, age, and gender role orientation using the Student-Leadership Practice Inventory and the Bern Sex-Role Inventory. This study also collected data from five reflective statements. The study used three survey instruments. The respondents were college students attending a two year postsecondary institution in Indiana.The primary research question related to college students' leadership practices in the college classroom. A random sample of 13 courses were identified from the 800 cour

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Gyeltshen, Tashi. "The nature of academic leadership at the colleges of the Royal University of Bhutan." Thesis, Queensland University of Technology, 2015. https://eprints.qut.edu.au/86064/1/Tashi_Gyeltshen_Thesis.pdf.

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This qualitative case study explored leaders' and faculty members' perspectives on the nature of academic leadership at the Royal University of Bhutan (RUB) Colleges. The study revealed that academic leadership at the Colleges is a complex and emergent fusion of Western and Buddhist leadership. The research recommended a hybrid model intended to inform academic leadership development in Bhutanese higher education and contribute to the realisation of the Gross National Happiness philosophy. The model incorporates Buddhist-influenced leadership and other relevant leadership approaches and is exp

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Poethke, Ute [Verfasser], Jens [Akademischer Betreuer] Rowold, and Andreas [Gutachter] Engelen. "Leadership, values and communication: a cross-cultural investigation of the extended full-range of leadership behaviors / Ute Poethke ; Gutachter: Andreas Engelen ; Betreuer: Jens Rowold." Dortmund : Universitätsbibliothek Dortmund, 2019. http://d-nb.info/1181427541/34.

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Asante, Samuel Kwesi. "Process and qualities for developing servant-shepherd leaders within the Church of Pentecost for effective cross-cultural ministry /." Free full text is available to ORU patrons only; click to view:, 2005. http://wwwlib.umi.com/cr/oru/fullcit?p3163178.

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Quarterman, Clayton. "The application of Presbyterian polity and transfer of leadership in cross-cultural situations : a study in Presbyterian missiology." Thesis, University of Wales Trinity Saint David, 2005. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.683324.

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