Academic literature on the topic 'Cultural; Interrelationships; Leadership'

The purpose of the article is to analyze the factors on which the stability of the social order depends and to substantiate the expediency of its priority in the sphere of national security. The scientific novelty of the article is the justification of the interrelationship between national security and the stability of the social order in the need’s context to merge society around the goals that guarantee its security. Conclusions. The study shows that the sustainability of the social order ensures the existence and security of society and social institutions. We analyzed the axiological dimension of social order and sustainability through the disclosure of the social function of value orientation. We see them as the basis for the choice of action of the elements of social systems. In this context, we emphasized justifying the importance of a conceptual framework for its sustainability that considers the socio-cultural specificities of society and the values of the indivisible. We have shown that the main reason for the danger of social order and stability leading to the disintegration of society is the disparity of traditional values. They inform society of the ideological principles, program goals, and legal norms concerning its existence and the development of the State, which are determined by the highest political leadership. This makes it advisable to study the social system in question, its hierarchical levels, and their interrelationships. Hierarchical levels (moral, legal, conceptual) are described, their interrelationship is described, and it shows the category of sustainability to reflect the qualitative and quantitative assessment of the social order as a social system. Level – the quality (conflict-free) of its internal structuring. Emphasis has been placed on the desirability of distinguishing, at the conceptual level, the social order from the conceptual and ideological, and programmatic aspects this ensures that political decisions are made at the strategic level of public administration and that the strategic objectives of society, the means, and means of achieving them in national security, are justified. It has been established that the most effective means of destroying the State is to generate the prerequisites for threatening the stability of the social order, Therefore, the priority task of the actors of public administration and administration is to develop and implement a set of measures aimed at structuring and harmonizing principles, values and objectives at and between hierarchical levels of social order. We have identified basic prerequisites for the effectiveness of these measures, including mutually agreed goals, timetables, means, and methods of implementing strategies for socio-political and socio-economic development. Key words: social order, national security, public administration, social order and stability risks, value orientations, social order levels

Este trabajo aborda las interrelaciones entre la formacióón del Estado nacional posrevolucionario, la modernizacióón capitalista y la activacióón de comunidades polííticas rurales en el suroeste de Puebla. El estudio pone de relieve la participacióón de William O. Jenkins, un industrial norteamericano, en tales procesos. Tambiéén se analizan las consecuencias del poder regional principalmente en la construccióón de categoríías polííticas y liderazgos, todo esto dentro de conflictos por la lucha y la defensa de tierra y agua. This essay takes up the interrelationships between the formation of the national postrevolutionary state, capitalist modernization and the activation of rural political communities in southeast Puebla. The study emphasizes the participation of William O. Jenkins, a North American industrialist, in those processes. It also analyzes the consequences for regional power, mainly in the construction of political categories and leaderships, all this in the context of conflicts surrounding the struggle for and defense of land and water.

The article analyzes the state and problems of the development of the synergy of the career success of a specialist in the socio-cultural sphere. The main aspects of career development formation are highlighted, attention is paid to the definition of “career specialist’s success” as a process of development, implementation and decision making on the basis of human-centeredness, motivation, self-development and self-realization, a system of professional knowledge, skills and skills that provides professional development, achievement of goals and satisfaction with professional activity.The synergy of career success of a specialist as a targeted activity of a specialist in the socio-cultural sphere in relation to the achievement of the goals and objectives of professional activity was characterized. The preconditions for the career success of a specialist in the socio-cultural sphere have been argued and outlined. In particular, the presence of special features of the cognitive and intellectual spheres, providing a reflection of the activity; developed intellect; high ability to goal-setting; wide horizons; morality; personal maturity, supporting the desire for constant self-development, self-improvement; ability to self-control, self-control and self-realization. Factors, factors, indicators, criteria, components are analyzed. Functions of the career success of specialists in the socio-cultural sphere. The relevance of the management of the success of a career in a specialist in the socio-cultural environment has been substantiated through the implementation of the relevant cycles: professional definition → professional education → selection for the position → professional adaptation → career development planning → professional development → professional development → evaluation of the results of professional activity. It is proved that the success of the career of specialists of the socio-cultural sphere is formed, in accordance with the general laws of development, which contain creative and innovative principles of professional and personal growth. The corresponding subsystems of career success of the specialist of socio-cultural activity, namely: personnel, organizational, personal, and cultural-ethical subsystems, are determined. It is noted that due to the functions of the involved subsystems and associated career orientations, the specialist of the socio-cultural environment, given their interaction and interrelationship taking over the nature of the mutual perception of the activities of these elements, you can get the programmed result — the success of a career. It is substantiated that in order to achieve the success of a career, a specialist in the socio-cultural sphere must possess the appropriate complex of competencies. Namely: the definition of the direction of activity and vision; effective communication; decency and justice; delegation of authority; strategic thinking; making managerial decisions; analytical thinking; skills of working with information; innovation; leadership; professional experience; improvement of activity; change management; demanding possession of knowledge and skills of self-management; ability to make the most of their own abilities; stress management; self-confidence, decisions taken; ability to work in a team; creativity (the ability to creatively approach the decision of managerial tasks, the tendency to improvisation); responsibility; self improvement; organizational skills; trust; conflict management; rational resource management; criticality; orientation to the result. The conclusion is made that the synergy of the career success of specialists in the socio-cultural sphere can be presented in the form of such a structural process: a successful specialist → self-improvement and self-realization of a specialist → creative and innovative principles of professional development of a specialist → human centered dimension of the socio-cultural sphere → achievement of the determined goals and goals of the specialist → measure of goals and goals → synergy of success and career specialist socio-cultural environment.

UAE healthcare sector has been discussed by many researchers and organizations in the past, but very limited literature is available explaining the factors which can provide control in the hands of healthcare sector leadership to achieve sustainable competitive advantage. The unique cultural environment in UAE healthcare sector requires the control structure based on certain indigenous conditions prevailing in local environment. Three key cultural factors are borrowed from the past literature and model was built to examine the mediating role of the culture of creativity and innovation between the culture of collective leadership and the culture of learning organization. In addition to this, how the leadership commitment moderates the relationship between the culture of collective leadership and the culture of creativity and innovation. The conditional process model, explaining the moderated mediation among these cultural variables, provides knowledge about key relationships among these cultural factors and give better control in the hands of the leadership of the healthcare organizations to achieve sustainable growth and quality of services in the highly competitive environment. The key cultural variables and their interrelationship were borrowed from the author’s previous researches and remodeled them to examine the hypothesized framework on the data collected from the sample of 320 employees working in the five healthcare organizations in Dubai. The “Healthcare Sector Learning Organization Scale” was developed and analyzed by the explorative factor analysis to factor out four variables. The output of the conditional process modeling proposed by Andrew F. Hayes has verified the presence of the culture of creativity and innovation as the mediator in the relationship between the culture of collective leadership and the culture of learning organization. Moreover, the moderating role of the leadership commitment on the relationship between the culture of collective leadership and the culture of creativity and innovation was also significantly verified. Research findings show that organizations in the healthcare sector need regular emphasis on research and development practices to help employees in building and managing new knowledge in order to achieve competitive advantage. In this case, the leadership has a key role to play enabling the organization to transform into the culture of learning organizations by implementing knowledge management processes and support for the experimentation in the day-to-day operations of the organization.

Purpose This paper aims to conceptualize and discuss empathic organizational culture and leadership along with organizational implications. Design/methodology/approach The authors reviewed literature to conceptualize empathic organizational culture and leadership. They referred to Hofstede’s organizational culture concept and studies on empathy to explore how leader–follower relationships are influenced by a leader’s empathic disposition. Findings Organizational leadership is instrumental in shaping employee performance. While work design, culture, peer support and resource accessibility are discernible, leadership style, control and others are covert. Leaders’ empathic attitudes and dispositions can positively influence organizational functions for improved performance. This review suggests that organizational culture should support growth, proper functioning and effective coordination between employees for improved organizational effectiveness. Research limitations/implications The authors conducted searches in leadership and management journals to help conceptualize leaders’ empathic disposition. Future researchers may explore other bodies of literature and the cultural demographic differences in exhibiting empathic leadership and its effectiveness. Researchers can explore how empathic culture relates to job motivation, satisfaction and commitment. The authors suggest that future research may explore how employees’ and supervisors’ behaviors and interactions can create an empathic organizational culture. Practical implications The authors identify the characteristics in an empathic leader to articulate the role of empathy in leadership. Alignment between person, group norms and organizational values is more important than the existence of culture. Originality/value Empathy is studied by researchers from various disciplines. Similarly, employee well-being has received attention from organizational researchers from many fields. However, researchers have given inadequate attention to conceptualizing an empathic organizational culture and its interrelationship with leadership. The authors offer a more positive perspective to the leader-member exchange (LMX) research by describing how leaders can sustain positive relationships with employees rather than the purely transactional exchanges that characterize LMX.

Thee market-driving approach has been cited by several business academic scholars (Jaworski,Kohli, & Sahay, 2000; Carpenter, Glazer, & Nakamoto, 2000; Kumar, Scheer, & Kotler, 2000;Harris & Cai, 2002; Hills & Sarin, 2003; Carrillat, Jaramillo, & Locander, 2004; Schindehutte,Morris, & Kocak, 2008) as a significant approach of the market-oriented company that canprovide a sustainable competitive advantage. Moreover, the organizational cultures developed bythe transformational leadership behavioral style are likely to play an important role in themarket-driving approach (Carrillat et al., 2004). Hence, it is necessary for the market-orientedfirm to understand the interrelationship between these two elements in order to develop asuccessful competitive position in the long-run.The main purpose of our thesis is to create a framework for understanding the interrelationshipbetween the market-driving approach and the organizational culture, which is applicable for amarket-oriented firm. To achieve this objective, we have to identify the types of organizationalcultures and leadership behavioral styles, which are occupied in a market-driving company.Furthermore, we also have to define the relationship between the market-driving approach andthe organizational culture; whether the market-driving approach or the organizational culture isthe origin of effect to the other.To answer our research question, a qualitative approach was applied by conducting semistructuredinterviews with two case studies, which are well-known market-driving companiesoperating in Thailand, IKEA Thailand and Land and Houses. We scope the area of study only inThailand according to our ability of understanding, analyze and access the sources of informationregarding Thai companies.From the research findings, both IKEA and Land and Houses share a similarity of theirorganizational culture, adhocracy and market cultures, and their leadership behavioral style,transformational leaderships. The relationship between the organizational culture and the marketdrivingapproach within these two companies reveals only one direction; their organizationalcultures led by transformational leadership stimulate their market-driving approach. Moreover,we also found that transformational leadership itself can directly generate the market-drivingapproach.Hence, this result provided us with a new conceptual framework that indicates thetransformational leadership as the main factor, which directly and indirectly develops themarket-driving approach.

The purpose of this study was to investigate the interrelationship among student academic achievement, principals' leadership style, parental involvement, school culture, student attendance, and teacher instructional practice of disadvantaged students in diverse elementary schools. This study examined principals' leadership style, parental involvement, school culture, student attendance, and teacher instructional practice and how they affect student academic achievement. Overall, the study provided possible solutions to principals on ways to improve student academic achievement of disadvantaged students in diverse elementary schools. To make this study possible, the researcher developed and field-tested a questionnaire for administrators, teachers, and parents in order to measure the relationship among principals' leadership style, parental involvement, school culture, attendance, and teacher instructional practice of disadvantaged students in six diverse elementary schools. Four statistical tests were performed and analyzed: A Pearson Correlation, t-test, factor analysis, and regression analysis. The findings of the study with respect to the Pearson Correlation Coefficient showed a significant relationship at the .05 level with respect to the independent variables: principals' leadership style, parental involvement, school culture, student attendance, teacher instructional practice, and the dependent variable, student academic achievement. The findings of the t-test showed a significant difference between school staff (administrators and teachers) and parents as it relates to school climate (principals' leadership style, parental involvement, school culture, student attendance, teacher instructional practice). The data further showed that school staff (administrators and teachers) did not perceive parental involvement differently. The findings of the factor analysis showed the following variables were placed in the same factor as student academic achievement: school ranking, SES, and race. The following variables were placed together in Factor II: principals' leadership style, parental involvement, school culture, student attendance, and teacher instructional practice. The following variables were placed together in Factor III: gender and survey classification (administrator, teacher, and parent):The results of the regression analysis showed that SES and school culture will contribute to the outcome (prediction) of student academic achievement, and student academic achievement and school culture will contribute to the outcome (prediction) of school ranking.

The European textile and clothing industries are among the best examples for global level business. The communication between people with different customs and cultures, which occupy different levels of the hierarchy in any company, requires cross-cultural competence and management abilities. The aim of the present chapter is to apply Hofstede's model and its national cultural dimensions to show its applicability in the cross-cultural management of the European textile and clothing industries. Hofstede's cultural dimensions could be a very important starting point for the managers at all levels of the companies' organizations as they give important knowledge of organizational responsibilities, job satisfaction, the interrelationship between workers and managers, communication style, leaderships and possible conflicts.

The newly hired staff who can adapt well with an organization's culture could perform effectively and maintain better socialization in the workplace. This would result in happy working life and leads to organizational success. The aims of this study were to (1) investigate the organizational culture of newly-hired customs officers hold with them at work and (2) examine the job performance of newly-hired customs officers and the interrelationship between customs' organizational culture and performance. A mixed method was administered in this study. The correlation and multiple regression analyses were applied. The results showed that the majority of newly-hired customs officers hold four main cultures ranked from the highest including social safety, facilitation, technology adaptation, and investigation suppression. The recommendation is to cultivate the importance of continuous learning into newly hired officers. Leaders should socialize them by face-to-face communication particularly two-way communication. The organization's culture model was proposed to the Customs Bureau.