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Journal articles on the topic 'Cultural change leadership'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Houmanfar, Ramona A., and Mark A. Mattaini. "Leadership and Cultural Change." Journal of Organizational Behavior Management 35, no. 1-2 (April 3, 2015): 1–3. http://dx.doi.org/10.1080/01608061.2015.1036645.

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2

Smith. "Assessment Leadership and Cultural Change." Journal of Assessment and Institutional Effectiveness 9, no. 1-2 (2020): 79. http://dx.doi.org/10.5325/jasseinsteffe.9.1-2.0079.

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3

Brooks, Ian. "Leadership of a cultural change process." Leadership & Organization Development Journal 17, no. 5 (September 1996): 31–37. http://dx.doi.org/10.1108/01437739610127496.

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4

ANDREWS, MARGARET M. "A Model for Cultural Change." Nursing Management (Springhouse) 29, no. 10 (October 1998): 62???67. http://dx.doi.org/10.1097/00006247-199810000-00021.

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5

Houmanfar, Ramona A., and Mark A. Mattaini. "Leadership and Cultural Change: Implications for Behavior Analysis." Behavior Analyst 39, no. 1 (April 27, 2016): 41–46. http://dx.doi.org/10.1007/s40614-016-0064-7.

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6

Choromides, Constantinos. "Leadership and Change Management: A Cross-Cultural Perspective." International Journal of Entrepreneurial Behavior & Research 24, no. 2 (March 12, 2018): 575–78. http://dx.doi.org/10.1108/ijebr-03-2018-428.

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7

Houmanfar, Ramona A. "Discussions and Research: Leadership, Cultural Change, and Beyond." Journal of Organizational Behavior Management 36, no. 2-3 (July 2, 2016): 99–102. http://dx.doi.org/10.1080/01608061.2016.1203711.

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8

Nordstrom, Richard D., and Bruce H. Allen. "Cultural change versus behavioral change." Health Care Management Review 12, no. 2 (1987): 43–49. http://dx.doi.org/10.1097/00004010-198701220-00007.

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9

Horak, Bernard J., Karen Hicks, Susan Pellicciotti, and Anne Duncan. "Create cultural change and team building." Nursing Management (Springhouse) 37, no. 12 (December 2006): 12,14. http://dx.doi.org/10.1097/00006247-200612000-00005.

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10

Peterson, Joanne. "Personal Leadership and Cultural Change: Seattle Public Utilities Best Practices in Leadership Development." Proceedings of the Water Environment Federation 2003, no. 8 (January 1, 2003): 902–27. http://dx.doi.org/10.2175/193864703784640640.

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11

Portis, E. B. "Charismatic Leadership and Cultural Democracy." Review of Politics 49, no. 2 (1987): 231–50. http://dx.doi.org/10.1017/s0034670500033805.

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If democracy in the sense of popular rule is to have a significant degree of realization in the modern world, it will have to mean popular control of cultural meaning and cultural change rather than public policy. While the impact of cultural values on public policy is problematic, there is more at stake in political struggle than specific policies. In fact, the most important personal consequences of politics are thoroughly symbolic, and the symbolic rewards of “cultural democracy” are likely to be more meaningful than the tangible rewards of distributive policies. Although popular control of these meaningful symbolic rewards is possible, such control could occur only through the mediation of charismatic leaders.

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12

Li, Ji, Ping Ping Fu, Irene Chow, and T. K. Peng. "Societal Development and the Change of Leadership Style in Oriental Chinese Societies." Journal of Developing Societies 18, no. 1 (March 2002): 46–63. http://dx.doi.org/10.1177/0169796x0201800103.

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The development of East Asian Chinese societies in recent decades has led to observed change in leadership styles among business managers. This study examines the relationship between societal changes, especially the change in culture, and the change in leadership styles. The subjects of this study are Chinese managers in four major Oriental Chinese societies: Mainland China, Hong Kong, Singapore, and Taiwan. It is argued that, due to different political, economical, and cultural developments in recent decades, the leadership styles in these Chinese societies have also changed in different directions. Based on data from the Global Leadership and Organizational Behavior Effectiveness Program (GLOBE) study, our findings show some significant and interesting differences in leadership style among business leaders in these Chinese societies. The implications of the findings are discussed.

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Leggitt, Mark S., Virginia N. Potrepka, and Teresa J. Kukolja. "Le Bistro Serves Up Cultural Change." Nursing Administration Quarterly 27, no. 4 (October 2003): 318–23. http://dx.doi.org/10.1097/00006216-200310000-00009.

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14

Wood, Rachel Louise. "Facilitating cultural change in healthcare organisations." British Journal of Healthcare Management 27, no. 2 (February 2, 2021): 1–6. http://dx.doi.org/10.12968/bjhc.2019.0012.

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The need for cultural change in healthcare organisations is well documented. There is a plethora of evidence to demonstrate the devastating impact of poor workplace culture on staff and patient outcomes. However, balanced against the significant financial pressures and a staffing crisis, cultural change is unlikely to be made a priority, despite the fact that many of the problems faced by organisations are compounded by poor workplace culture. The evidence demonstrates the positive difference cultural change can make, building staff confidence and encouraging innovation which, in turn, will result in greater efficiency and best use of limited funding. This article presents a simple model that may, when combined with other cultural tools, offer organisations a cost-effective and practical way to develop a positive workplace culture.

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15

Sheffer, Gabriel. "Structural change and leadership transformation." Israel Affairs 5, no. 2-3 (December 1998): 55–72. http://dx.doi.org/10.1080/13537129908719511.

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CAVANAGH, S. J. "Mergers and acquisitions: some implications of cultural change." Journal of Nursing Management 4, no. 1 (January 1996): 45–50. http://dx.doi.org/10.1111/j.1365-2834.1996.tb00027.x.

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17

Brown, Mary. "Entrepreneurial Leadership and Cultural Change in a Faith-Based Organization." International Journal of Entrepreneurship and Innovation 10, no. 2 (May 2009): 125–35. http://dx.doi.org/10.5367/000000009788161271.

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This paper considers entrepreneurial leadership in a faith-based organization, the Scottish Episcopal Church (SEC), between 1996 and 2000. It analyses the strategy of the then Primate, Richard Holloway, to attempt to broaden the Church's membership base through a cultural change initiative. The initiative was designed to question and challenge existing cultural norms and attract new members who might not share them. Although Jungian type theory is usually applied to understanding individual differences, this paper employs type theory innovatively to describe and analyse the SEC's essentially pluralist culture at the time. It appears that a predominantly traditionalist approach was leavened with a more liberal and mystical strain. Holloway set out to define a new cultural vision embracing diversity and to attract others to make it happen. However, he was unable to convince enough existing SEC members that he was right to seek a more heterogeneous membership whose views would better reflect his own increasingly liberal stance. Understanding how fundamental views of reality, held often unconsciously by individuals, inform and influence culture in a faith-based organization sheds new light on the experiences of entrepreneurs in a religious environment. In this case, Jungian-derived type theory may explain how Holloway's entrepreneurial approach attempted to stretch existing cultural norms, reflecting tradition and convention, too far towards a questioning and challenging approach. An entrepreneurial strategy that appeared to make sense in rational terms (and to embrace the Christian ethic of universal acceptance) was ultimately unsuccessful in changing deeply held cultural norms.

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18

Kasztelnik, Karina, and Damon Brown. "Perceived Effective Business Ethics through Leadership and Cultural Competence in the United States." Business Ethics and Leadership 3, no. 4 (2019): 15–27. http://dx.doi.org/10.21272/bel.3(4).15-27.2019.

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The paper summarizes the arguments and counterarguments within the scientific discussion on the issue perceived effective policing through leaderships’ diversity training learning outcomes and cultural competence. The main purpose of this quantitative correlational study was conducted to address if and to what extent the leadership of law enforcement agencies is learning outcomes of diversity training initiatives and the level of cultural competence of leadership influences law enforcement organizational effectiveness. Systematization of literary sources and approaches for solving the problem of effective policing leadership indicates that this quantitative research study expands police leadership knowledge base by identifying whether significant differences exist in police effectiveness when incorporating diversity training initiative learning outcomes and cultural competence both exclusively and collectively. The relevance of the decision of this scientific problem is that police leadership possessing the knowledge and understanding police effectiveness through diversity training initiative learning outcomes and cultural competence can adapt and adjust in concert with the need to be more effective in Black and multicultural commutes based on the study’s findings. The statistical significance indicated in this study concerning diversity training initiative learning outcomes predicting police effectiveness is substantial. The paper presents the results of this empirical analysis study that may contribute to the positive national senior management change by bringing into focus the role of effective policing through leaderships’ diversity training learning outcomes and cultural competence and its positive impact on the public sector. Keywords: Cultural Competence, Diversity Training, Management Effectiveness, Multicultural Leadership, Management Decision, Business Ethics.

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Kasztelnik, K., and D. Brown. "Perceived Effective Business Ethics through Leadership and Cultural Competence in the United States." Business Ethics and Leadership 3, no. 4 (2019): 15–27. http://dx.doi.org/10.21272/bel.3(4).15-27.2019.

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The paper summarizes the arguments and counterarguments within the scientific discussion on the issue perceived effective policing through leaderships’ diversity training learning outcomes and cultural competence. The main purpose of this quantitative correlational study was conducted to address if and to what extent the leadership of law enforcement agencies is learning outcomes of diversity training initiatives and the level of cultural competence of leadership influences law enforcement organizational effectiveness. Systematization of literary sources and approaches for solving the problem of effective policing leadership indicates that this quantitative research study expands police leadership knowledge base by identifying whether significant differences exist in police effectiveness when incorporating diversity training initiative learning outcomes and cultural competence both exclusively and collectively. The relevance of the decision of this scientific problem is that police leadership possessing the knowledge and understanding police effectiveness through diversity training initiative learning outcomes and cultural competence can adapt and adjust in concert with the need to be more effective in Black and multicultural commutes based on the study’s findings. The statistical significance indicated in this study concerning diversity training initiative learning outcomes predicting police effectiveness is substantial. The paper presents the results of this empirical analysis study that may contribute to the positive national senior management change by bringing into focus the role of effective policing through leaderships’ diversity training learning outcomes and cultural competence and its positive impact on the public sector. Keywords: Cultural Competence, Diversity Training, Management Effectiveness, Multicultural Leadership, Management Decision, Business Ethics.

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20

Bell, Chip R., and Linda J. Dirksmeyer. "Juggling Corporate Cultural Change." Journal for Nurses in Staff Development (JNSD) 19, no. 2 (March 2003): 88–91. http://dx.doi.org/10.1097/00124645-200303000-00006.

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21

Yaghi, Abdulfattah. "Adaptive organizational leadership style." International Journal of Public Leadership 13, no. 4 (November 13, 2017): 243–59. http://dx.doi.org/10.1108/ijpl-01-2017-0001.

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Purpose The purpose of this paper is to examine organizational leadership in a traditional, non-western country where citizens’ happiness drives the practices of the public administration managers. Design/methodology/approach This study uses the Multifactor Leadership Questionnaire (MLQ) to examine leadership in a traditional, non-western country where organizational change dominates the public sector. Triangulation of quantitative and qualitative research methods is used. Findings Triangulation of quantitative and qualitative research methods reveals that the way managers respond to organizational change leads to utilizing an adaptive leadership style; a mixture of dynamic and rigid practices. Organizational change creates peculiar circumstances that make it thus imperative for managers to mix transformational and transactional practices in order to not only survive, but also excel. While some of the findings conform to those of previous studies, they indicate that the MLQ does not seem to adequately reflect the impact of organizational change on leadership. The study also provides evidence that adaptive leadership is driven by cultural and organizational necessities. Research limitations/implications The limitations of the study can be avoided in future research. In particular, the number of interviews has limited the ability to better reflect all dimensions of the adaptive leadership style. Due to time and resource availability, the inability to focus more on the individual level of the cultural factor and its impact on leadership style may have limited the scope of the analysis. Finally, the present study did not examine the cultural variations within the United Arab Emirates universal culture especially in relationship with region, age group, and gender of the managers. Originality/value The paper examines leadership in the Middle East context where rare studies in leadership have been conducted. The study also examines the usability of MLQ in Arab context where organizational change persists.

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22

Anderson, Merrill C., Dianna L. Anderson, and William D. Mayo. "Team coaching helps a leadership team drive cultural change at Caterpillar." Global Business and Organizational Excellence 27, no. 4 (2008): 40–50. http://dx.doi.org/10.1002/joe.20212.

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23

Lofquist, Eric Arne, and Stig Berge Matthiesen. "Viking leadership: How Norwegian transformational leadership style effects creativity and change through organizational citizenship behavior (OCB)." International Journal of Cross Cultural Management 18, no. 3 (October 21, 2018): 309–25. http://dx.doi.org/10.1177/1470595818806326.

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This article examines the distinct “Viking” leadership style of top leaders in the Norwegian industry that has evolved from a harsh and violent history. Earlier studies have reported that Norwegian leaders at the middle manager level rate high in transformational leadership traits due to a strong feminine culture and a low power distance society, yet Norwegians are also highly individualistic which differs significantly from other national cultures with feminine traits and collective societies. This unique cultural combination is becoming a cross-cultural issue as the Norwegian society is becoming more heterogeneous, particularly in work settings. Understanding how this leadership style differs from other cultures, even in Scandinavia, is important to help leaders better understand the effects of their leadership style on performance. In this study, we explored four of the original Hofstede national cultural dimensions, specifically, power distance, femininity–masculinity, individualism–collectivism, and uncertainty avoidance and examined how these are reflected at the top leadership level within the Norwegian industry using a national leadership study of Norwegian top leaders ( N = 917). We also examined how these self-reported leadership styles affected perceived organizational results in the form of innovation and change through organizational citizenship behavior (OCB). Our findings suggest that Norwegian top leaders do exhibit transformational leadership traits, and that these traits have a positive influence on OCB, which further had a positive relationship to organizational performance in the form of innovation and change results. We also found that power distance and a collectivistic orientation predicted OCB, while only power distance predicted innovation and change among the Hofstede cultural dimensions. Of the four Hofstede dimensions, only one moderating effect was found for predicting OCB, the link between transformational leadership and power distance, suggesting that leaders with low power distance and high transformational leadership orientation are most connected with OCB.

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24

Palthe, Jennifer. "Multiple Intelligences in Change Leadership: Exploring the Diversity." Management and Organizational Studies 6, no. 1 (February 17, 2019): 1. http://dx.doi.org/10.5430/mos.v6n1p1.

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This paper explores the role of emotional intelligence, executive intelligence, and cultural intelligence necessary foreffective change leadership. With dramatic advancements in technology and global interconnectivity, and growingdemands for more culturally aware and emotionally resilient change leaders, the use and development of multipleintelligences is shown to be vital for successful change. The key distinctions and connections between theseintelligences and their relationship to change leadership are examined, and implications for future research andpractice are extended.

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25

Bean, Erik. "Autoethnography of the Cultural Competence Exhibited at an African American Weekly Newspaper Organization." Issues in Informing Science and Information Technology 16 (2019): 153–64. http://dx.doi.org/10.28945/4309.

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Aim/Purpose: Little is known of the cultural competence or leadership styles of a minority owned newspaper. This autoethnography serves to benchmark one early 1990s example. Background: I focused on a series of flashbacks to observe an African American weekly newspaper editor-in-chief for whom I reported to 25 years ago. In my reflections I sought to answer these questions: How do minorities in entrepreneurial organizations view their own identity, their cultural competence? What degree of this perception is conveyed fairly and equitably in the community they serve? Methodology: Autoethnography using both flashbacks and article artifacts applied to the leadership of an early 1990s African American weekly newspaper. Contribution: Since a literature gap of minority newspaper cultural competence examples is apparent, this observation can serve as a benchmark to springboard off older studies like that of Barbarin (1978) and that by examining the leadership styles and editorial authenticity as noted by The Chicago School of Media Theory (2018), these results can be used for comparison to other such minority owned publications. Findings: By bringing people together, mixing them up, and conducting business any other way than routine helped the Afro-American Gazette, Grand Rapids, proudly display a confidence sense of cultural competence. The result was a potentiating leadership style, and this style positively changed the perception of culture, a social theory change example. Recommendations for Practitioners: For the minority leaders of such publications, this example demonstrates effective use of potentiating leadership to positively change the perception of the quality of such minority owned newspapers. Recommendations for Researchers: Such an autoethnography could be used by others to help document other examples of cultural competence in other minority owned newspapers. Impact on Society: The overall impact shows that leadership at such minority owned publications can influence the community into a positive social change example. Future Research: Research in the areas of culture competence, leadership, within minority owned newspapers as well as other minority alternative publications and websites can be observed with a focus on what works right as well as examples that might show little social change model influence. The suggestion is to conduct the research while employed if possible, instead of relying on flashbacks.

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Nizamettin, Doğar. "A Cultural Perspectıve to Leadership Practices in Balkans." Academicus International Scientific Journal 23 (January 2021): 110–36. http://dx.doi.org/10.7336/academicus.2021.23.07.

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The question of whether a single leader type will emerge as one of the possible effects of globalization has required research on the subject. In the context of culture, Hofsthede, Brodbeck et al, and GLOBE studies, revealing that different leadership characteristics come to the fore in different geographies with cultural influences, refuting the claim that a uniform leader model will emerge with globalization. Among the aforementioned studies, GLOBE studies went a little further and claimed that leadership is actually a function of culture. Leadership research in the Balkans, which is a tangle of cultures with its complex ethnic structure, is relatively less included in the literature. The main purpose of this article is; Despite this problem arising from the Cold War period, how the leadership styles are in the Balkans is to examine the relationship between Balkan style leadership and culture. At the same time, the article has a secondary purpose that questions whether the claim that “there is not a single Balkans” is also valid for leadership practices when it comes to culture. Literature review and observation method were used in the research. The observations mainly include the observations made in Albania between the years of 2012-2015. On the other hand,the literature review is based on the data obtained primarily from local studies about each country in the Balkans. The results obtained emphasize that when it comes to leadership in the Balkan countries, the first thing is that political leadership is understood, which draws attention to autocratic leadership from the socialist administration period. In the context of business leadership, it shows that autocratic leadership was effective in the 10-year transition period after the Cold War, and that transformational leadership began to come to the fore in the 2000s at varying speed and rate according to institutions and countries. As a result of the investigations, the article shows that quite similar leadership characteristics stand out for the Balkans, the culture of democracy has not yet fully settled in this context, the avoidance of uncertainty in social codes, the autocratic administration still has an important place as a reflection of cultural dimensions such as the distance of power, on the other hand, willingness to change with new generations, more democratic leadership expectations increase and transformational leadership comes to the fore with the change in geography. Although the article has limitations in terms of containing observations specific to one country, it supports the claims in terms of including the local research results of the countries and is considered to contribute to the literature for the Balkans where limited research is available.

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Pokharel, Babin. "Preparation of Principal for School Change: A Singapore Perspective." Journal of Education and Vocational Research 4, no. 9 (September 30, 2013): 246–53. http://dx.doi.org/10.22610/jevr.v4i9.127.

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This paper examines the understanding of the educational leadership process and the exploration of systematic preparation of private school principal in order to cope with future school change. Leading through change in education is a must in 21st century. Various contexts determine the change in leadership process. In schools, principal needs to be prepared in order cope with contextual changes. Changes in school can be seen various contexts such as cultural, technological, policy level, outbound competitions so on and so forth. School principal are the most important catalyst in the construction of new and innovative leadership practices that enhance the change process. Specifically, it presents the findings from the case of four private schools principal in Singapore through their storytelling. This paper includes an overview of the study and a discussion of growing themes related to the leadership process of the principals and their preparation strategy for a school change. The results from this study indicate how school principal prepare themselves for future and school change taking the entire internal and external environment into consideration.

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Chen, Shuangye, and Zheng Ke. "Why the leadership of change is especially difficult for Chinese principals." Journal of Organizational Change Management 27, no. 3 (May 6, 2014): 486–98. http://dx.doi.org/10.1108/jocm-07-2013-0121.

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Purpose – There is research evidence emerging to show that Chinese principal leadership appears to have a limited effect on the large-scale and deep school changes, but reasons for this have not been well explored. The purpose of this paper is to offer a conceptually framed explanation. By using China as an illustrative case, the authors propose using a macro-institutional framework to examine how principal leadership is mediated institutionally and why the leadership of change is especially difficult for Chinese principals. Design/methodology/approach – In order to facilitate a contextualized understanding, the three institutional pillars developed by Scott's (2001) were used as a macro-institutional framework to explain difficulties confronting principal leadership in China when making deep and sustainable school changes from regulative, normative and cognitive perspectives. Findings – The appeared change inertia and school changes on surface can partially be attributed to the cultural and institutional contexts of Chinese principal leadership. For principals, professional incentives and their change initiatives are institutionally and culturally constrained. Consequently, Chinese principals are left with very limited professional space to focus on making visible and endurable student-centered school changes. Originality/value – This is a first macro-institutional application to address principal leadership of change from the context of China. The regulative, normative and cognitive aspects are analytically useful to differentiate and manifest the institutional complexity and intricacy which are mediating principal leadership impact on school changes. This also illuminates the exploration of context sensitive leadership research to capture context features and understand context-embedded logics.

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Esquierdo-Leal, Jovonnie L., and Ramona A. Houmanfar. "Creating Inclusive and Equitable Cultural Practices by Linking Leadership to Systemic Change." Behavior Analysis in Practice 14, no. 2 (February 11, 2021): 499–512. http://dx.doi.org/10.1007/s40617-020-00519-7.

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Qutub, Hassan. "Models of Educational Management and the Implementation of Change: A Case Study." International Journal of English Language Education 9, no. 2 (August 23, 2021): 124. http://dx.doi.org/10.5296/ijele.v9i2.18958.

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The current paper reported on a case study of the implications of change implemented by a Saudi Arabian public university located in an urban setting. The university implemented a change in the process of preparing students to study in English as a medium of instruction in scientific departments, which required establishing an English Language Center (ELC) within the University. Bush’s models of management and leadership (2020) were applied to analyze the case from a leadership perspective. Results indicated that the formal model was the most dominant followed by the subjective, cultural, collegial, and Political models. Although the nature of the institution and its cultural context demonstrated certain formal and cultural features, the author argues that it is possible to implement more collegial practices.

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Bullough, Amanda, Richard Cotton, Ali Dastmalchian, Peter W. Dorfman, and Carolyn Egri. "GLOBE 2020: The Latest Findings on Cultural Practices, Culture Change, and Leadership Ideals." Academy of Management Proceedings 2020, no. 1 (August 2020): 17374. http://dx.doi.org/10.5465/ambpp.2020.17374symposium.

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Martin-Chew, Louise. "A Cultural Change for Leadership Identities: Could Aboriginal Artists Reveal a Different Approach?" Academy of Management Proceedings 2020, no. 1 (August 2020): 18868. http://dx.doi.org/10.5465/ambpp.2020.18868abstract.

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33

Herrick, Charles, and Joanna Pratt. "Sustainability in the Water Sector: Enabling Lasting Change through Leadership and Cultural Transformation." Nature and Culture 7, no. 3 (December 1, 2012): 285–313. http://dx.doi.org/10.3167/nc.2012.070303.

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There is great interest within the water sector regarding the prospect of sustainable operations. Water utilities tend to be conservative entities characterized by organizational inertia, making achievement of sustainable operations a challenge of cultural transformation. We suggest that the construct of "wicked" problems provides a useful heuristic for leaders and other champions attempting to transform water utility culture to achieve sustainable operations. We observe that the cultural transformation toward sustainable water operations seems to be facilitated through the exercise of particular leadership traits, including the ability to craft and communicate a sustainability narrative, willingness and ability to diffuse authority, and an adaptive or learning-oriented outlook. Based on literature review and case research with US water utilities, we identify factors that can act either to enable or constrain efforts to transform utility culture so as to be more amenable to sustainable operations. We explain how each of these factors pertains to the circumstances of water utilities and provide a matrix with which utility leaders and sustainability champions can enact a plan of organizational transformation. We conclude by outlining research topics that flow from our arguments and observations.

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34

Neumann, Anna. "Context, Cognition, and Culture: A Case Analysis of Collegiate Leadership and Cultural Change." American Educational Research Journal 32, no. 2 (June 1995): 251–79. http://dx.doi.org/10.3102/00028312032002251.

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35

Harvey, William S., Stuart Parry, and Paul Vorbach. "Managing Leadership and Cultural Change at Beak and Johnston: A Work in Progress." Global Business and Organizational Excellence 33, no. 6 (August 26, 2014): 43–50. http://dx.doi.org/10.1002/joe.21572.

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Hall, Susan. "Capitalising on Tacit Knowledge in Work-Based Leadership Development and Cultural Change Programs." International Journal of Knowledge, Culture, and Change Management: Annual Review 10, no. 2 (2010): 61–74. http://dx.doi.org/10.18848/1447-9524/cgp/v10i02/49929.

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37

Hallinger, Philip, and Pornkasem Kantamara. "Educational Change in Thailand: Opening a window onto leadership as a cultural process." School Leadership & Management 20, no. 2 (May 2000): 189–205. http://dx.doi.org/10.1080/13632430050011425.

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38

Ngai, Courtney, Mary E. Pilgrim, Daniel L. Reinholz, Joel C. Corbo, and Gina M. Quan. "Developing the DELTA: Capturing Cultural Changes in Undergraduate Departments." CBE—Life Sciences Education 19, no. 2 (June 2020): ar15. http://dx.doi.org/10.1187/cbe.19-09-0180.

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Understanding departmental culture is important for sustained change, so the Departmental Education and Leadership Transformation Assessment (DELTA) survey was developed to characterize departmental culture around undergraduate education. A five-step process was used to develop and validate the items in the DELTA survey. This survey can be used to quantitatively characterize a department’s culture.

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Pimpa, Nattavud, and Elsie Hooi. "Modern Leadership in Singaporean and Thai Organizational Contexts." International Journal of Knowledge-Based Organizations 4, no. 4 (October 2014): 21–35. http://dx.doi.org/10.4018/ijkbo.2014100102.

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This study compares leadership traits among leaders from Singaporean and Thai organizations. It also investigates leadership styles in different cultural settings with a focus on organizational change. Data was collected by means of a series of structured in-depth interviews with leaders from a Singaporean multi-national corporation in the retail sector and leaders from a public organization in Thailand. Comparative analysis elicited the key categories of organizational culture, leadership styles and change strategies. The study demonstrates differences and similarities among Thai and Singaporean leaders with regard to leadership behaviours. Being direct, strong and knowledgeable are important for leaders who lead organization in the process of change in Thailand. Singaporean leaders, on the other hand, need to be flexible, decisive and approachable when changes are introduced to the organization. Thai staff may show unusually high deference (greng jai) towards those of senior status in the organization. Singaporean staff, however, may prefer to have an open discussion with their senior in the process of change. The results also imply, in order that organizational transition in Singaporean and Thai contexts occur as smoothly as possible, all aspects of change must be shared with staff of all levels and open for discussion.

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Kitana, Abdelkarim Fuad. "Transformational and Transactional Leadership Styles on Organisational Change in the United Arab Emirates." Indian-Pacific Journal of Accounting and Finance 3, no. 3 (July 1, 2019): 27–37. http://dx.doi.org/10.52962/ipjaf.2019.3.3.78.

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Leaders play essential roles in developing an organisation. The underlying factors of the organisational mechanism, such as process-oriented systems, motivation, and vision, are provided by the leader. Therefore, the study aims to identify and examine the role of transactional and transformational leadership styles in the organisational change process. The researcher believes that those styles of leadership are essential in achieving a positive change in organisations. A focus group session of 120 participants, consisting of subordinates and employees from varying and diverse organisational backgrounds, has been conducted and the study found that certain leadership qualities and attributes are valued over others. Transactional and transformational leadership styles need to be integrated for the success of the organisation. Their association and relationship with factors such as organisational knowledge management, attitudinal and perceptual changes in employee perspectives, cultural changes, development in productivity and efficiency are also among the factors of organisational success. This paper looks at how the leadership styles are associated with each other, along with the reasons why each of these styles might be relevant in their way depending upon circumstances and organisational objectives concerning change and restructuring. The study showed that employees in the private sector prefer the transformational style rather than the transactional style.

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Collard, John, and Ting Wang. "Leadership and Intercultural Dynamics." Journal of School Leadership 15, no. 2 (March 2005): 178–95. http://dx.doi.org/10.1177/105268460501500205.

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This article explores issues related to the delivery of leadership training courses by Western universities in developing nations. It argues that past theories, including cross-cultural perspectives, are too limited to comprehend the complexity of the processes involved. Instead it posits a more dynamic concept of intercultural understanding as an explanatory framework. It also argues that the pedagogy employed is a more powerful instrument of change than subject content. This is illustrated through analysis of responses from 52 participants in a leadership training program conducted in China in 2002.

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Abuya, Kerubo. "Embracing Partnership for Social Transformation and the Realization of Human Rights: A Pathway to Ending Female Genital Mutilation, Marginalization of Women in Political Leadership, and Other Harmful Practices Amongst the Abagusii of Kenya." Interdisciplinary Journal of Partnership Studies 7, no. 1 (May 17, 2020): 7. http://dx.doi.org/10.24926/ijps.v7i1.3031.

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Utilizing the Abagusii community of Southwestern Kenya as a case study, the author explores how patriarchy, a social system that is embedded in a domination social configuration (Eisler, 2007), is fertile ground for several practices which violate girls’ and women’s human rights. These practices range from female genital mutilation to the marginalization of women from participating in more meaningful political leadership and decision-making processes. The author argues that cultural transformation, one of the foundational concepts of her dissertation’s research-based, transformative change leadership development framework “Bold Leadership for Humanity in Practice (BLHP)” (Abuya, 2017), can be an antidote to the prevalent culture of domination in Gusiiland, a culture which perpetuates several practices that violate girls’ and women’s human rights. The author concludes that social change agents and leaders can help foster a culture of partnership, by facilitating a shift in deeply-held cultural assumptions through transformative learning, subsequent transformative change, and cultural transformation for the realization of women’s human rights in Gusiiland.

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Barasa, J. Malilo, Crystal J. Gips, and Richard J. Hazler. "Observations of the U.S. Principalship: A Cross-Cultural Perspective from a Kenyan Headmaster." Journal of School Leadership 3, no. 2 (March 1993): 112–20. http://dx.doi.org/10.1177/105268469300300202.

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This paper arises from a Kenyan headmaster's personal observations of U.S. principals. As a case study, it provides an analysis of U.S. educational leadership by comparing the roles of U.S. principals and Kenyan headmasters. Similarities and differences in roles are noted as they emerge from the values of the two cultures. The impacts of the different approaches to school leadership are considered, especially as they allow for insights into potential alterations in the practices of U.S. principals. The paper concludes with a series of recommended strategies for change in school leadership, which answer the needs identified in the current literature on educational reform.

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Ren, Shuang, and Ying Zhu. "Candle in the wind." Journal of General Management 42, no. 4 (July 2017): 80–89. http://dx.doi.org/10.1177/0306307017702999.

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This study contributes to the leadership literature by applying the complexity leadership paradigm within China’s fringe arts businesses. China’s societal transformation provides a rich site that is far more complex than the one in established economies. Concerned with the evolving role of arts and cultural leadership within such context, this study explores the emergent, interactive dynamism between leaders, leadership and multiple contexts organized at different levels. Using an evidence-based approach, this study draws from in-depth case studies of two fringe arts businesses in Beijing. The findings not only enrich the model that describes the strategic goals of arts and cultural businesses, but also reveals leader behaviours and approaches used to achieve adaptive outcomes of complexity leadership. Overall, the study provides insights into the practice of arts and cultural leadership socially constructed within a context of drastic change and uncertainty.

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Strydom, Danna Booyens. "Ethical leadership and performance: The effect of follower individualism-collectivism." International Journal of Cross Cultural Management 21, no. 2 (May 13, 2021): 261–83. http://dx.doi.org/10.1177/14705958211013395.

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This study seeks to understand how cultural value orientation – specifically individualism/collectivism – influence the relationship between ethical leadership and employee behaviour. Social cognitive theory was used to explain how cultural value orientations change the social learning process associated with ethical leadership. Using matched multi-source sample data from managers and subordinates of a South African multinational operating in several African countries, supplemented with objective performance data, ethical leadership was found to be positively related to both in- and out-of-role performance. However, horizontal collectivism positively moderated the relationship between ethical leadership and organizational citizenship behaviour, while horizontal individualism and vertical collectivism negatively moderated it. Leadership research and theory will benefit from a greater emphasis on follower characteristics, as differences in the cultural value orientations of employees affect the effectiveness of ethical leadership. Awareness of this difference also stands to benefit organizations.

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Reimer, Joseph. "Vision, Leadership, and Change: The Case of Ramah Summer Camps." Journal of Jewish Education 76, no. 3 (August 31, 2010): 246–71. http://dx.doi.org/10.1080/15244113.2010.501503.

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Bakari, Haroon, Ahmed Imran Hunjra, Stephen Jaros, and Imamuddin Khoso. "Moderating role of cynicism about organizational change between authentic leadership and commitment to change in Pakistani public sector hospitals." Leadership in Health Services 32, no. 3 (June 28, 2019): 387–404. http://dx.doi.org/10.1108/lhs-01-2018-0006.

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Purpose This study aims to explore the moderating role of cynicism about change in the positive relationship between authentic leadership and employee commitment to change. Design/methodology/approach This study used an exploratory research design with deductive approach to invite responses of doctors, nurses and para medical staff of public sector district hospitals, set to be privatized, on structured close-ended questionnaires. Data gathered from four hospitals chosen because they were undergoing restructuring that facilitated the testing of our propositions were analyzed through structural equation modeling using AMOS. A total of 271 usable responses (response rate of 65 per cent) were analyzed. Interaction and simple slope tests were applied to test moderating effects. Findings Results indicate that authentic leadership is positively related to commitment to change. Cynicism about change moderated this positive relationship such that a high level of authentic leadership has a stronger impact on commitment to change when cynicism is low rather than when cynicism is high. Practical implications Results show that in Pakistani hospitals undergoing restructuring, leaders who use authentic leadership will have followers who are more committed to enacting the planned changes, but this effect is magnified if followers are not cynical about the change. Thus, regulators of public sector hospitals may benefit from this study by developing authenticity in hospital leaders to mitigate cynicism about and enhance their commitment to change. Originality/value This study is the first which has explored relationships among cynicism about change, authentic leadership and commitment to change in a privatization context of Pakistan. Findings should be tested in other cultural contexts to determine generalizability.

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Sanz, Penelope C., Lori Bradford, and Natalia Khanenko-Friesen. "A Change of Leadership for the Engaged Scholar Journal." Engaged Scholar Journal: Community-Engaged Research, Teaching, and Learning 6, no. 2 (April 15, 2021): 137–47. http://dx.doi.org/10.15402/esj.v6i2.70766.

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In the Exchanges, we present conversations with scholars and practitioners of community engagement, responses to previously published material, and other reflections on various aspects of community-engaged scholarship meant to provoke further dialogue and discussion. In this section, we invite our readers to offer their thoughts and ideas on the meanings and understandings of engaged scholarship, as practiced in local or faraway communities, diverse cultural settings, and in various disciplinary contexts. We especially welcome community-based scholars’ views and opinions on their collaborations with university-based partners in particular and engaged scholarship in general. In this issue, we discuss the recent changeover of leadership at The Engaged Scholar Journal with Dr. Natalia Khanenko-Friesen, who has recently left the University of Saskatchewan to assume new posts at the University of Alberta, and Dr. Lori Bradford. Managing Editor Dr. Penelope (Penny) Sanz takes both through a conversation about the inception, current state, and future goals of the journal, and their reflections on engaged scholarship as a career.

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Vito, Rosemary, and Bharati Sethi. "Managing change: role of leadership and diversity management." Journal of Organizational Change Management 33, no. 7 (July 24, 2020): 1471–83. http://dx.doi.org/10.1108/jocm-04-2019-0116.

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PurposeThe lived paid work experiences of two women (a European Canadian-born and a South Asian immigrant) demonstrate how low-quality leader–member exchanges and poor diversity management negatively influence employees' health, job satisfaction and retention during a period of major organizational change.Design/methodology/approachThis paper combined a narrative case study with auto ethnography to examine the lived paid work experiences of the two female authors and identify common patterns of meaning within the data.FindingsThe analysis of personalized accounts demonstrate the damaging results of a failed change management initiative when leaders did not follow an organizational change model and used an authoritarian leadership style. Further, the low-quality leader–member exchanges and poor diversity management reduced authors' feelings of inclusion and negatively impacted their emotional and physical health, job satisfaction, and retention.Research limitations/implicationsNew knowledge gained about leader–member exchange and diversity management has implications not only for leaders, but also human service managers. The data represents the authors' two perspectives, constraining generalizability. Larger samples of employees' narratives from diverse cultural/work backgrounds would be valuable to inform organizational change.Practical implicationsThe paper provides practical reasons for leadership training and skill development in change management models.Social implicationsGiven global demographic diversity, the findings are relevant to organizations, highlighting the importance of creating a climate of inclusion for workers' job satisfaction and retention and organizational success.Originality/valueWhile the sample size (n = 2) is very small, using a combination of personal experience methods offered insights into the complexity of leader–member exchange and diversity management from workers' perspectives, and went beyond successful cases, adding value to organizational change research.

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Woods, Stephen. "From the Chair: Some Last Thoughts on Leadership, Tradition and Change." DttP: Documents to the People 44, no. 2 (September 7, 2016): 5. http://dx.doi.org/10.5860/dttp.v44i2.6066.

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My daughter’s high school recently did a wonderful production of the classic musical, Fiddler on the Roof. It’s a timeless message of a father’s love and devotion for his daughters in the midst of incredible cultural and political change. I’ve seen this musical many times in my life, but I was struck afresh with the incredible tension Tevye felt as a father between “what was expected” and the future happiness of his daughters.

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