Relevant bibliographies by topics / Cultural leadership

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Cultural leadership'

Author: Grafiati
Published: 4 June 2021
Last updated: 26 January 2023

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Journal articles on the topic "Cultural leadership"

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Grisham, Thomas, and Derek H. T. Walker. "Cross‐cultural leadership." International Journal of Managing Projects in Business 1, no. 3 (June 20, 2008): 439–45. http://dx.doi.org/10.1108/17538370810883873.

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Frost, J., and M. Walker. "Cross cultural leadership." Engineering Management 17, no. 3 (June 1, 2007): 27–29. http://dx.doi.org/10.1049/em:20070303.

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Snaebjornsson, Inga Minelgaite, Ingi Runar Edvardsson, Vilma Zydziunaite, and Vlad Vaiman. "Cross-Cultural Leadership." SAGE Open 5, no. 2 (May 4, 2015): 215824401557972. http://dx.doi.org/10.1177/2158244015579727.

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Ayoko, Oluremi B., and Charmine E. J. Härtel. "Cultural diversity and leadership." Cross Cultural Management: An International Journal 13, no. 4 (October 2006): 345–60. http://dx.doi.org/10.1108/13527600610713431.

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

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Trice, Harrison M., and Janice M. Beyer. "Cultural Leadership in Organizations." Organization Science 2, no. 2 (May 1991): 149–69. http://dx.doi.org/10.1287/orsc.2.2.149.

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Onea, Angelica-Nicoleta, and Maria Tatarusanu. "Cultural Specificity and Leadership." Procedia Economics and Finance 3 (2012): 746–51. http://dx.doi.org/10.1016/s2212-5671(12)00224-9.

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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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O’Brien, Catherine, Marlon Kuntze, and Thangi Appanah. "Culturally Relevant Leadership: A Deaf Education Cultural Approach." American Annals of the Deaf 159, no. 3 (2014): 296–301. http://dx.doi.org/10.1353/aad.2014.0026.

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Ruiz, Carlos E. "Leadership in Mexico: cultural factors affecting organisational leadership." International Journal of Sustainable Strategic Management 5, no. 1 (2015): 55. http://dx.doi.org/10.1504/ijssm.2015.074597.

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Dissertations / Theses on the topic "Cultural leadership"

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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 mulit-cultural teams and foreign competition. In addition, the pressure on the industry to increase productivity and reduce costs is unrelenting. This leads to flatter project structures, and the need for leadership at multiple levels. My experience in such markets, and the glaring need for a Cross-Cultural Leadership model that could be used to improve leadership skills in international markets were the reasons for undertaking this thesis. The hypothesis of this thesis is that there are of cross-cultural leadership dimensions that are effective and essential, regardless of culture. Those dimensions are Trust, Empathy, Transformation, Power, and Communication. The thesis first explores the cultural and leadership aspects of Cross-Cultural Leadership through a review of the published literature. The literature research was then subjected to an exegetical review of the themes that emerged, and used to construct the Descriptors, and Sub-Descriptors for each of the leadership dimensions. The thesis also explored the transfer of cultural knowledge with metaphors and storytelling. In a fast paced business environment, developing a richer understanding and sensitivity to other coulters, in general and specific, is a skill that Leaders must possess. Lastly, the thesis explored the connections between conflict management and Cross-Cultural Leadership. Conflict management skills are becoming ever more important due to the rapid changes that are common in the current business environment. Change, cultural mis-information, scarce resources, poor communication skills, contractual ambiguity and complexity are but a few of the reasons that managing conflict is a critical skill for leaders. IV The design of the testing protocols was bifurcated. One track evaluated the hypothesis, the other track evaluated the connection between the Leadership Dimensions hypothesized, and the GLOBE survey. The GLOBE survey was utilized to investigate if a viable connection existed between the Leadership Dimensions and a broad based international survey of cultural dimensions. The testing of the hypothesis was performed using a Delphi panel of experts in international cross-cultural leadership, through two sessions of questions with feedback after the end of the first session. Subsequently, the results were analyzed, studied, and evaluated with an eye toward my practical experience in the field - sense making. The results were that the hypothesis was confirmed, and the connection to the GLOBE Survey cultural dimensions was also confirmed. A model is presented to summarize the findings of the thesis, called the Cross-Cultural Leadership Intelligence (XLQ) Model. As discussed in the thesis, Project Management has not emphasized leadership in the current body of knowledge (PMBOK), and it only makes general reference to cultural considerations. Recognizing this, The Project Management Institute (PMI) has funded a study that recommends more research in the area of cross-cultural leadership, and a new grant to study the question of how global the PMBOK really is. Both of these issues are addressed by this thesis. The XLQ model provides a framework for assessing and training Project Managers in cross-cultural leadership skills. The model is a global one that can be used across cultures, business models, and markets. The model also points towards the need for further research into metrics, education, training techniques, and of course, further empirical testing of the model itself.
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Price, Jonathan Francis Richard. "The discourse of cultural leadership." Thesis, Robert Gordon University, 2016. http://hdl.handle.net/10059/1450.

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Cultural leadership has been a key concept in cultural policy and training since 2002. Most closely associated with the UK’s Clore Leadership Programme, it has been developed through various courses and initiatives domestically and internationally, initially as a response to crises of financial management and governance within major cultural institutions. This emergence of cultural leadership coincided with growing political interest in the social benefits of the arts and the economic potential of the creative industries. However, the concept is rarely clearly defined or critically analysed, while the political and economic environment in which the cultural sector operates has been transformed since the term was coined. This research investigates the evolution of cultural leadership as a discursive formation in these contexts. It traces the short history of the term itself and situates it within longer trajectories of cultural policy. Through critical discourse analysis the research questions the relationship between ‘cultural leadership’ and ‘cultural leaders’, asking who creates the circumstances in which art is produced and culture shaped. Leadership itself is reconsidered theoretically as an aspect of political action. Detailed interviews with influential cultural sector professionals are analysed as an empirical complement to literature around cultural history, policy and artistic leadership. The analysis reconfigures cultural leadership as a dynamic process arising from relationships between creative practice and social, political and organisational development. Outlining the respective roles of government, the public and the sector, it proposes a framework for understanding leadership through the interplay of action and influence within and beyond the cultural workforce. Indicating that cultural leadership has a vital critical role to play in democratic society, the research argues for more effective engagement between sectoral leaders, including artists, and questions of policy and cultural value. Its findings are significant for the future study and development of cultural leadership nationally and internationally.
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Strydom, Booyens Danna. "Ethical leadership across cultural value orientations." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/64825.

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Over the past few decades many serious ethical problems have been reported in both business and public organisations. In response there has been increasing scholarly research interest in the construct of ethical leadership. At the same time, a growing body of scholarly knowledge dealing with cross-cultural leadership suggests that cultural factors influence the relationship between leadership and outcomes. This has highlighted a need to understand the relation between individual culture orientations and leadership. Moreover, since ethical leadership is a relatively new construct, the effect of culture on ethical leadership specifically has to date received little attention. This study undertakes to address this gap by evaluating the effect of cultural value orientations at the individual level of analysis on the relationship between ethical leadership at the middle management level and selected employee behavioural outcomes. A cross-sectional survey study is done using a multinational emerging market data sample embodying cultural diversity. Social cognitive theory is used to elucidate how cultural orientations of individuals change the social learning process through which ethical leadership influences employee outcomes. Structural equation modelling is used to test hypotheses derived from theory, including moderation of relationships by cultural value orientations. The research findings contribute an empirically validated theoretical explanation of how the cultural value orientations of individualism-collectivism and power distance, measured at the individual level of analysis, influence the relationship between ethical leadership and employee outcomes such as organisational citizenship behaviour, ethical climate, and performance. The findings of the study advance our understanding of the effect of cultural value orientations on the relationship between ethical leadership and employee outcomes and should prove useful for multinational enterprises wishing to create an ethical climate and instil effective ethical leadership practices across different nationalities and cultural groups. The study empirically confirms that ethical leadership does not only relate positively to the ethical climate of an organisation but also relates positively to actual employee performance. Further research is recommended to determine the causal direction of such relationships.
Mini Dissertation (MBA)--University of Pretoria, 2017.
pa2018
Gordon Institute of Business Science (GIBS)
PHD
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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•lectius i que el grup brasiler, te tendència a triar un estil de lideratge més participatiu si ho comparem amb el grup portuguès. També s’ha observat una correlació entre els patrons culturals i els estils de lideratge. En acabar l’estudi, es presenten mancances i, com que no hi ha molts estudis de referència, es suggereixen propostes per a futures investigacions, enfocades especialment en brasilers i portuguesos, tenint present que aquests països tenen en comú un passat històric i es veuen abocats a canvis socials, econòmics i culturals significatius.
El propósito de esta investigación, ha sido comparar el patrón cultural de grupos brasileños con grupos portugueses. Para identificar y comparar dichos patrones, se ha aplicado un instrumento llamado Values Scale. Además, utilizando una adaptación de Tannenbaum and Schmidt’s Taxonomy desarrollado por Vroom (2000), hemos comparado los estilos de liderazgo de los mencionados grupos. Finalmente hemos investigado si existe una correlación entre los patrones culturales y los estilos de liderazgo. Se ha podido observar que ambos grupos demuestran una preferencia para los Patrones Culturales Horizontales Colectivos y que el grupo brasileño tiende a elegir un estilo de liderazgo más participativo en comparación con el grupo portugués. También se ha observado una correlación entre los patrones culturales y los estilos de liderazgo. Al terminar el estudio se presentan limitaciones y, dado que no hay muchos estudios al respecto, se sugieren propuestas para futuras investigaciones, enfocadas especialmente en brasileños y portugueses, teniendo en cuenta que estos países comparten un pasado histórico y se enfrentan a cambios sociales, económicos y culturales significativos.
This study aimed to compare the cultural patterns of Brazilian and Portuguese groups. Using an instrument named Values Scale it was possible to identify and compare these patterns. In addition, we sought to compare the leadership styles preferred by those groups using an adaptation of the Tannenbaum and Schmidt’s Taxonomy developed by Vroom (2000). Finally, we assessed whether there was correlation between cultural patterns and leadership styles. It was observed that the two groups showed a preference for Horizontal-Collectivism Cultural Pattern and the Brazilian group chose a more participative leadership style when compared with the Portuguese group. There was also a correlation between cultural patterns and leadership styles. At the end of the study limitations are presented and proposals for future research are suggested, especially between Brazilians and Portuguese, since such studies are still scarce and taking into account that these countries have in common historical past and are also facing significant social, economic and cultural changes.
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Bargabriel, Nahrin, and Elin Johansson. "Leadership : Keeping the Cultural Context in Mind." Thesis, Uppsala University, Department of Business Studies, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-127038.

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Anwar, Abeer. "Cultural Perspectives on Communication in Community Leadership." Thesis, Walden University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10747804.

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Effective communication is important, particularly for the over 26 million immigrant workers with non-English speaking backgrounds who have entered the U.S. workforce. The research problem addressed the disillusion of non-English speakers in the workplace because of the communication gap. The purpose of this study was to explore and describe the experiences of non-English speaking immigrant workers in overcoming language and cultural communication challenges at work. The research question focused on how non-English speakers or English as a Second Language (ESL) speakers describe their communication experiences in the workplace. The theoretical framework was based on the cultural approach to organizations and the transactional model of communication. A qualitative narrative inquiry design was used that employed sources of information including an interview questionnaire and existing literature. The target population was immigrant employees who are managers, assistant managers, and supervisors in New York City and Long Island who work in accounting, banking, finance, information technology, and marketing with at least 5 years’ experience. A purposive sampling procedure was used to select 20 participants for semistructured interviews. The qualitative data were subjectively analyzed by using member checking and triangulation. Key findings indicated 6 themes: miscommunication, lack of appropriate terms, delays in work completion, loss of respect, inability to express oneself clearly, and the need to use alternative means of communication. Opportunity for contributions to social change can include increased understanding and utilization of effective management and communication strategies for dealing with non-English-speaking and ESL workers. This can also help to bridge cultural and language gaps.

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Ramirez, Andrea R. "Acculturation, Cultural Intelligence, and Implicit Leadership Theories." Thesis, Regent University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3583446.

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The Global Leadership and Organizational Behavior Effectiveness (GLOBE) study contributed a wealth of knowledge regarding the differences across national/societal cultures. However, it did not attempt to measure the potential variations in implicit leadership theories (ILTs; leadership prototypes) that could occur due to individuals being influenced by more than one national culture within countries, such as bicultural individuals. Variations found within a country can be described by their extent of acculturation or adoption of one or more cultural influences. The extent of a person’s acculturation may predict individual ILTs, which are the patterns of attributes that bicultural persons associate with good leaders. In addition, the extent of a person’s cultural intelligence (CQ) may interact with acculturation in impacting ILTs because CQ influences a person’s ability to understand and adjust mental modes to cultural norm. This study explored the relationships among acculturation, CQ, and ILTs in a sample of respondents from Mexican descent living in the United States. The results of the study provide a better understanding of how variations in national culture impact ILTs. In addition, the findings suggest interpretation of cultural dimensions is complex. Significant findings include (a) differences across acculturation levels regarding expectation for a leader to be characterized by the ILT dimensions of sensitivity and tyranny; (b) very Mexican-oriented individuals (acculturation Level 1) showing more expectation for a leader to be characterized as well-dressed, well-groomed, compassionate, understanding, sympathetic, and sensitive and less expectation for a leader to be domineering and demanding than Anglo-oriented individuals (acculturation Level 3), acculturation serving as a predictor of metacognitive CQ; (c) acculturation and metacogntive CQ clearly interacting thus complicating the picture of cultural effects occurring during adjustments to a new cultural setting; and (d) metacognitive CQ serving as a partial mediator between acculturation level and the ILT dimension of sensitivity.

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Jones, Tod. "Indonesian cultural policy, 1950-2003: culture, institutions, government." Thesis, Curtin University, 2005. http://hdl.handle.net/20.500.11937/403.

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This thesis examines official cultural policy in Indonesia, focussing on the cultural policy of the national governments from 1950 until 2003. Drawing on Michel Foucault’s writings about government and debates about cultural policy in Cultural Studies, the study proposes that the features of cultural policy in Indonesia are primarily determined by the changing ways that the state has put culture to work in its versions of modern governance. Part I of the thesis provides a history of official cultural policy, including a background chapter on the late colonial era and the Japanese occupation. Although contemporary cultural policy was first articulated within Western liberal democracies to shape self-governing national citizens, the Dutch colonial cultural policy differed in that it assumed indigenous subjects had reduced capacities and focussed on managing ethnic populations. The cultural policies of subsequent governments maintained the twin imperatives of ‘improving’ individuals and managing populations, but with different understandings of both imperatives. While a more autonomous subject was assumed during Constitutional Democracy, Guided Democracy exercised greater state guidance as part of Sukarno’s mobilisation of the population behind his political program. Cultural policy during the New Order era rejected Sukarno’s ‘politicisation’ of culture, replaced ‘improvement’ with ‘development’ and further strengthened the role of the state in providing cultural guidance, a move justified by designating Indonesians backward by modern standards.The Japanese administration was the first government to address a national population. Relations among indigenous ethnic populations and between ethnicity and the nation were addressed in cultural policy from 1956 and were central to cultural policy throughout the New Order era. Part II of the thesis consists of two case studies of cultural programs in the New Order and Reform eras: (1) the arts councils and cultural parks and (2) a cultural research project. It explores New Order centralism, demonstrating the heterogeneity between different levels of the state and how governmental goals imbued particular practices and objects with special significance and meaning by constructing them as culture. Cultural policy in the post-Suharto period is addressed in both Parts I and II. While the practices of the New Order era are generally continuing, decentralisation created the possibility of a plurality of cultural policies across Indonesia, as lower levels of government are responsible for administering cultural policy. Decentralisation could result in a more participatory cultural policy as more cultural practices are addressed or a narrowing of cultural policy if conservative ethnic identity politics drives changes.
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Yap, Kristiina, and Hellen Song. "Leadership in a Cross-Cultural Context : A Qualitative Study of Cross-Cultural Leadership Competence in a Multinational Organization in China." Thesis, Stockholms universitet, Institutionen för pedagogik och didaktik, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-122480.

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The essay aims to generate deeper understanding of leadership competences in a multinational organization in China, i.e. what competences that are required for managing professionals in a cross-cultural context. Previous research within this field of study discuss this topic from the perspective of Western or Chinese expatriate managers, but the authors of this study regard that it is of interest to study Chinese employees in a Western organization in China in order to understand how the global Western culture interacts with the local Chinese culture. The research questions were thus formulated to study what competences that are required in a managerial position in a multinational organization in China according to different organizational actors and documents, and what differences there are in the meaning of the various descriptions. The study has been conducted with a qualitative approach and the results indicate that To Manage, To Have Expertise and To Communicate are the most important competences needed in the managerial role. The results also indicate that the different sources are very similar in the description of cross-cultural leadership competence, which can be understood as the influence of a strong organizational culture. Finally, one can see that the younger employees differ slightly in expectations of leadership, which can be understood as leadership not being formed only by national culture but also by generational culture. In other words, the results from the study show that the meaning of cross-cultural leadership competence in this specific context is not merely restricted to the necessity of understanding national culture when exercising leadership; it is also about generational differences in culture.
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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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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.

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 designed to bring forth high cross-cultural team performance. The suggested theory was empirically tested in a laboratory experiment and received strong support. The conclusion of the conducted research is that the Integration Oriented leadership style may very well be the most suitable leadership style to implement in cross-cultural work teams.

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Books on the topic "Cultural leadership"

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Hausmann, Andrea. Cultural Leadership I. Wiesbaden: Springer Fachmedien Wiesbaden, 2019. http://dx.doi.org/10.1007/978-3-658-26674-5.

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Hausmann, Andrea. Cultural Leadership II. Wiesbaden: Springer Fachmedien Wiesbaden, 2020. http://dx.doi.org/10.1007/978-3-658-28677-4.

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Ann, Farkas Mary, ed. Correctional leadership: A cultural perspective. Belmont, Calif: Thomson/Wadsworth, 2003.

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Trans-cultural leadership for transformation. Basingstoke: Palgrave Macmillan, 2011.

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Borin, Elena, Mara Cerquetti, Marta Crispí, and Judith Urbano, eds. Cultural Leadership in Transition Tourism. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-14121-8.

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Derungs, Isabelle My Hanh. Trans-Cultural Leadership for Transformation. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230304185.

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Weintz, Jürgen. Cultural Leadership – Führung im Theaterbetrieb. Wiesbaden: Springer Fachmedien Wiesbaden, 2020. http://dx.doi.org/10.1007/978-3-658-31731-7.

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H, Kessler Eric, and Wong-MingJi D. J, eds. Cultural mythology and global leadership. Cheltenham: Edward Elgar, 2009.

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Baker, George A. Cultural leadership: Inside America's community colleges. Washington, D.C: Community College Press, 1992.

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

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Book chapters on the topic "Cultural leadership"

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Kelly, Anthony. "Moral leadership and cultural leadership." In Dynamic Management and Leadership in Education, 148–63. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003217220-17.

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Henson, Ramon. "Cultural Frameworks." In Successful Global Leadership, 65–100. New York: Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/978-1-137-58990-3_4.

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Derungs, Isabelle My Hanh. "Trans-Cultural Leadership." In Trans-Cultural Leadership for Transformation, 119–66. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230304185_6.

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Kirkham, Ksenia. "Iran (Cultural Leadership)." In The Political Economy of Sanctions: Resilience and Transformation in Russia and Iran, 309–41. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-04055-9_9.

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Kirkham, Ksenia. "Russia (Cultural Leadership)." In The Political Economy of Sanctions: Resilience and Transformation in Russia and Iran, 271–307. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-04055-9_8.

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Smith, Peter B., and Mark F. Peterson. "Cross-Cultural Leadership." In The Blackwell Handbook of Cross-Cultural Management, 217–35. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1002/9781405164030.ch11.

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Derungs, Isabelle My Hanh. "Leadership." In Trans-Cultural Leadership for Transformation, 44–67. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230304185_4.

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Wang, Barbara Xiaoyu, and Harold Chee. "Core Chinese Cultural Features." In Chinese Leadership, 47–68. London: Palgrave Macmillan UK, 2011. http://dx.doi.org/10.1057/9780230321465_4.

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Hurn, Brian J., and Barry Tomalin. "Leadership Across Cultures." In Cross-Cultural Communication, 125–40. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9780230391147_7.

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Hausmann, Andrea. "Einführung." In Cultural Leadership II, 1–2. Wiesbaden: Springer Fachmedien Wiesbaden, 2019. http://dx.doi.org/10.1007/978-3-658-28677-4_1.

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Conference papers on the topic "Cultural leadership"

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Sahertian, Pieter, and Umiati Jawas. "Cultural Values and Leadership Excellence." In 2nd Annual Conference on Social Science and Humanities (ANCOSH 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210413.071.

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Siokos, George, and John M. Karish. "Integrating Safety Leadership and Cultural Change." In SPE/IADC Drilling Conference. Society of Petroleum Engineers, 2007. http://dx.doi.org/10.2118/105934-ms.

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Clement, James L., and Jennifer B. Ritsher. "Operating the ISS: Cultural and Leadership Challen..." In 56th International Astronautical Congress of the International Astronautical Federation, the International Academy of Astronautics, and the International Institute of Space Law. Reston, Virigina: American Institute of Aeronautics and Astronautics, 2005. http://dx.doi.org/10.2514/6.iac-05-a1.5.05.

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"Autoethnography of the Cultural Competence Exhibited at an African American Weekly Newspaper Organization." In InSITE 2019: Informing Science + IT Education Conferences: Jerusalem. Informing Science Institute, 2019. http://dx.doi.org/10.28945/4187.

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[This Proceedings paper was revised and published in the 2019 issue of the journal Issues in Informing Science and Information Technology, Volume 16] 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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Wang, Jing. "Leadership in tourism: assessment of cultural tourist attractions." In Proceedings of the 4th International Conference on Social, Business, and Academic Leadership (ICSBAL 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icsbal-19.2019.9.

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

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Singingi, Kuantan, Andri Satria, Moris Adidi Yogia, Zainal, Made Devi Wedayanti, Khairul Rahman, and Astri Ayu Purwati. "Leadership of Tourism and Culture Department in Development of Cultural Reserves at District." In 2nd International Conference on Social Sciences Education (ICSSE 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210222.047.

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Gao, Youhua, and Dongxu Han. "Curriculum Leadership Community Construction and Implementation Strategies." In 2020 Conference on Education, Language and Inter-cultural Communication (ELIC 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.201127.025.

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Nur, Sahril, Amirullah Abduh, and Rosmaladewi Rosmaladewi. "Ethical Leadership in English Language Education." In 8th International Conference of Asian Association of Indigenous and Cultural Psychology (ICAAIP 2017). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/icaaip-17.2018.38.

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Anderson, Pia. "Cultural Diversity and Transformation in the Appraisal of Leadership Characteristics." In 8th International Conference on Modern Approach in Humanities. Acavent, 2020. http://dx.doi.org/10.33422/8th.mah.2020.02.15.

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Reports on the topic "Cultural leadership"

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Schwitters, James H. Cultural Hindrances to the Development of Strategic Leadership. Fort Belvoir, VA: Defense Technical Information Center, January 1996. http://dx.doi.org/10.21236/ada308619.

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Higgins, Daryl. Protecting children from abuse in organisations needs leadership and cultural change. Australian Catholic University, September 2017. http://dx.doi.org/10.24268/fhs.8341.

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Lankford, Bruce O. Know the Enemy: Expanded Use of Leadership and Cultural Profile Data in Operational Planning. Fort Belvoir, VA: Defense Technical Information Center, February 2001. http://dx.doi.org/10.21236/ada389839.

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Pryt, Karina. Polish-German film relations in the process of building German cultural hegemony in Europe 1933-1939. Universitätsbibliothek Johann Christian Senckenberg, December 2022. http://dx.doi.org/10.21248/gups.70888.

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The article presents Polish-German film relations in the framework of Nazis cultural diplomacy between 1933 and 1939. The Nazi effort to create a cultural hegemony through the unification of the European film market under German leadership serves as an important point of reference. On the example of the Polish-German relationship, the article analyses the Nazi “soft power” in terms of both its strength and limits. Describing the broader geopolitical context, the article proposes a new trail in the research on both the film milieus and the cinema culture in Poland in the 1930s. In mythological terms, it belongs to cultural diplomacy and adds simultaneously to film history and New Cinema History.
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Emerson, Sue, Lesley Ferkins, Gaye Bryham, and Mieke Sieuw. Young People and Leadership: Questions of Access in Secondary Schools. Unitec ePress, September 2016. http://dx.doi.org/10.34074/ocds.0291.

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There is seemingly an abundance of leadership opportunities available to youth within school environments, including sport captaincy, sport coaching, prefect roles, and assigned arts or cultural leadership. For many students, the opportunity to captain a sports team, or lead an event or activity is perceived as their first taste of leadership action. However, as evidenced in a growing body of literature (Jackson & Parry, 2011), leadership is increasingly being conceived as much more than an assigned formal position. Furthermore, there is some evidence to suggest that formal leadership roles may be presenting barriers for students wishing to access leadership opportunities in a more informal capacity (McNae, 2011). In this conceptual article, we examine the value and nature of informal leadership practices, and from this, identify questions of access to leadership for youth in secondary school settings. Specifically, the aim of our paper is to advance current conceptualisations about youth leadership and to offer future research directions (via questions) to establish a deeper evidence base for better understanding access to leadership for youth. To achieve this, we explore three interrelated themes: leadership practices and accessibility for youth; learning through leadership for youth; youth access and the notion that leadership belongs to everybody. As a result of the platform provided by our conceptualising, a series of questions are presented for future research. Directions for future research relate to understanding more about formal and informal leadership opportunities in the secondary school context, what we will hear when we listen to the student’s voice about access to these opportunities, and how informal leadership opportunities might influence overall access to leadership for students.
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Navarro, Cristina, and Maria Luisa Humanes. Liderazgo estratégico en el sector de las relaciones públicas en España. Características, retos, factores culturales y estructurales / Strategic leadership in public relations in Spain. Characteristics, challenges, cultural and structural factors. Revista Internacional de Relaciones Públicas, October 2014. http://dx.doi.org/10.5783/rirp-8-2014-04-43-64.

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Stimler, Neal. Digital-First and Metaverse Solutions for Museums. Balboa Park Online Collaborative, April 2022. http://dx.doi.org/10.47786/tlou3194.

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This report is a concise guide to help cultural institutions and museums develop digital-first and metaverse solutions in the wake of the COVID-19 pandemic. The report is for executive boards, leadership, funders, staff, and partners of museums. The report discusses concepts such as “digital-first”, which is the increasing prioritization of digital programming over physical programming, and the Metaverse, which combines aspects of the digital and physical worlds, to interact with friends and colleagues.
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Nolan, Parker Stephen. Network Theory: How Can Its Application Cultivate the Conditions to Support Young Creatives? Creative Generation, October 2021. http://dx.doi.org/10.51163/creative-gen004.

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As observers to the intersectional fields of culture, education, and social change, Creative Generation witnessed the chosen organizational structure of “networks” come into vogue – particularly as smaller, community-based organizations have begun to participate in larger-scale, collaborative initiatives. In almost all examples, the individuals and organizations involved do their collaborative work through a “network,” using any number of connections and patterns. This qualitative inquiry sought to understand how applying Network Theory to organizational structures can cultivate the conditions to support young creatives. Through literature and conducting interviews with leaders of diverse networks in the arts and cultural education fields, this project provides an overview of Network Theory and examines examples of various models. This report proposes the following set of provocations for the field to interrogate the use of Network Theory in their projects’ implementation: strong connections between the network and its participants, shared power among network leadership and participants, clear expectations about funding, and specific role for young creatives in decision-making.
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Finch, Michael J. Promoting Transformational Leadership Through Air Force Culture. Fort Belvoir, VA: Defense Technical Information Center, March 2013. http://dx.doi.org/10.21236/ada589212.

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McGuire, John. Leadership strategies for culture change: Developing change leadership as an organizational core capacity. Center for Creative Leadership, October 2003. http://dx.doi.org/10.35613/ccl.2003.2009.

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