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Journal articles on the topic 'Cultural leadership'

Author: Grafiati

Published: 4 June 2021

Last updated: 26 January 2023

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1

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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2

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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3

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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4

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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5

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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6

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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7

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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8

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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9

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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10

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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11

J. Wong-MingJi, Diana, Eric H. Kessler, Shaista E. Khilji, and Shanthi Gopalakrishnan. "Cross-cultural comparison of cultural mythologies and leadership patterns." South Asian Journal of Global Business Research 3, no. 1 (February 25, 2014): 79–101. http://dx.doi.org/10.1108/sajgbr-09-2012-0110.

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Purpose – The purpose of this paper is to explore leadership styles and patterns in India, Indonesia, Pakistan, and the USA in order to contribute to a greater understanding of global leadership. Design/methodology/approach – The paper uses cultural mythologies as a lens (Kessler and Wong-MingJi, 2009a) to extract the most favored leadership traits within selected countries. In doing so, the paper explores historical trajectories and core values of each country to identify their distinctive characteristics. Additionally, leadership styles of well-known business leaders in each culture are examined to develop a comparative discussion of global leadership patterns and styles. Findings – The paper finds that leaders may share same characteristics across countries, however, their behavioral expressions tend to unfold differently within each context. The paper argues that without context, meanings embedded in cultural mythologies and behaviors often become lost. The paper concludes that a comparative analysis of selected countries reveals a more complex and rich array of cultural meanings, thus offering support to a contextual view of leadership. Research limitations/implications – Examination of cultural mythologies on leadership makes important theoretical contributions by illustrating that cultural mythologies indeed shape the values, behaviors, and attitudes of global leaders, and provide three important functions that are identified as: cultural bridging, meaning making, and contextual nuancing. Practical implications – Understanding comparative leadership patterns is critical in international business. The paper offers cultural mythologies as a tool for leaders who seek to cross-cultural boundaries in developing long term and high-quality productive international business relationships. Originality/value – The value of the study lies in developing a comparative analysis of leadership patterns in three Southeast Asian countries and the USA with the help of cultural mythologies. The paper urges that scholars to move beyond quantification of cultural dimensions to a more contextualized understanding of leadership.

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12

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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13

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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14

Wooi, Chow Tong, Lailawati Mohd Salleh, and Ismi Arif Ismail. "A Preferred Leadership Portrait of Successful Cross-Cultural Leadership." Studia Universitatis Babeș-Bolyai Negotia 62, no. 4 (December 29, 2017): 21–43. http://dx.doi.org/10.24193/subbnegotia.2017.4.02.

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15

Stephan, Ute, and Saurav Pathak. "Beyond cultural values? Cultural leadership ideals and entrepreneurship." Journal of Business Venturing 31, no. 5 (September 2016): 505–23. http://dx.doi.org/10.1016/j.jbusvent.2016.07.003.

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16

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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17

Derungs-Ruhier, Isabelle M. "Trans-Cultural Leadership for Change." Revue internationale animation, territoires et pratiques socioculturelles, no. 1 (November 19, 2010): 13–26. http://dx.doi.org/10.55765/atps.i1.81.

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Leaders nowadays are under pressure to adjust their strategies and management styles. Conventional adaptation to their community’s requirement is not enough. Leaders have to rethink their organizational structure and the related strategy to go beyond uncomfortable situations of unpredictable ambiguities and conflicts. The article introduces a concept of leadership for transformation and draft the response to the question: “Could trans-cultural leadership be a “new” approach to preparing and guiding people through organizational changes and developments at a time of global diversification and greater mobility?”

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18

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

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19

Aslan, Şebnem, and Şerife Güzel. "Perceptions of cultural in leadership." International Journal of Social Sciences and Education Research 2, no. 4 (October 1, 2016): 1329–40. http://dx.doi.org/10.24289/ijsser.279007.

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20

Harris, Philip R. "European leadership in cultural synergy." European Business Review 16, no. 4 (August 2004): 358–80. http://dx.doi.org/10.1108/09555340410546991.

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21

Siehl, Caren. "Cultural Leadership in Service Organizations." International Journal of Service Industry Management 3, no. 2 (June 1992): 17–22. http://dx.doi.org/10.1108/09564239210011953.

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22

Kolokytha, Olga. "Cultural leadership at supranational level." Zeitschrift für Kulturmanagement 5, no. 1 (August 1, 2019): 57–74. http://dx.doi.org/10.14361/zkmm-2019-0104.

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23

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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24

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

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25

Sarfraz, Haniya. "Differentiated time management skills between leadership styles: simplified with a cross-cultural approach." Development and Learning in Organizations: An International Journal 31, no. 6 (November 6, 2017): 14–18. http://dx.doi.org/10.1108/dlo-02-2017-0009.

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Purpose A common conception is that transformational, transactional, and other types of leaders implement similar time management skills; however, this paper aims to state that this is not true to a very large extent. Design/methodology/approach The characteristics of transactional, transformational, and other leadership styles are defined, while the popular and latest time management principles are incorporated with this description. There are eight time management categories, and this paper connects the respective categories to nine leadership styles based on each style’s nature. Cross-cultural leadership’s approach to time management is used to highlight and provide simplification for this process. Together, this showcases the importance and need to further investigate the relationship between leadership style, time management, and time conception. Findings This time management differentiation between transformational, transactional, and other leaders needs to be acknowledged, as this will deliver insight about how leaders can advance their leadership style. This differentiation brings greater understanding of the link between leadership and time management thus giving leaders deeper awareness on how they form their groundbreaking strategies and, with the cross-cultural leadership’s time management approach, mold their personal traits and experiences in coordination with this link. Originality/value This review states and highlights the difference in time management skills between nine leadership styles. The cross-cultural leadership approach helps identify three time and behavioral conceptions and the countries to which these conceptions are prominent in. The time conceptions assist leaders in understanding why they portray certain time management behaviors based on their cultural background, thus providing simplification in applying the time management skills for their leadership style.

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26

Sheer, Vivian C., Shuang Liu, and Lei Huang. "Ethical leadership." Journal of Asian Pacific Communication 28, no. 1 (January 19, 2018): 20–40. http://dx.doi.org/10.1075/japc.00002.she.

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Abstract Mainstream ethical leadership studies largely adopt Brown, Trevino, and Harrison’s (2005) conceptualization and operationalization. Ethical leadership has been found to predict positive individual and organizational outcomes. An examination of the mainstream literature reveals several weaknesses that include the lack of a well-developed theoretical framework, the marginalized role of communication in leadership processes, and a low correspondence between conceptualization and operationalization. In addition to these weaknesses, Chinese ethical leadership studies meet additional challenges regarding the relative impacts of universality and cultural specificity. The Chinese literature consists of empirical research adopting the mainstream Western ethical leadership construct, point-of-view articles stressing Chinese cultural roots, and research considering both universal and cultural characteristics. This paper argues that future development in Chinese ethical leadership research can begin by conceiving a construct model that denotes communication as a key leadership behavior, explicates the relative importance of universal versus cultural influences, and defines key cultural components.

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27

Ly, Nhung-Binh. "Cultural Influences on Leadership: Western-Dominated Leadership and Non-Western Conceptualizations of Leadership." Sociology and Anthropology 8, no. 1 (February 2020): 1–12. http://dx.doi.org/10.13189/sa.2020.080101.

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28

Mihaela, Herciu. "A synergistic approach of cross-cultural management and leadership style." JOURNAL OF INTERNATIONAL STUDIES 7, no. 2 (September 20, 2014): 106–15. http://dx.doi.org/10.14254/2071-8330.2014/7-2/9.

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29

Tsai, Chin-Ju, Chris Carr, Sasiya Supprakit, and Kun Qiao. "Modes of Cross-cultural Leadership Adjustment." Academy of Management Proceedings 2015, no. 1 (January 2015): 16102. http://dx.doi.org/10.5465/ambpp.2015.16102abstract.

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30

Espinosa Infante, Elvia, and Rebeca Pérez Calderón. "Leadership and cultural values in Mexico." Gestión y Estrategia 07 (January 1, 1995): 123–35. http://dx.doi.org/10.24275/uam/azc/dcsh/gye/1995n07/espinosa.

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31

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

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32

Shafer, Elwood L., Michael Vieregge, and Youngsoo Choi. "Cultural Differences in Perceived Leadership Styles." International Journal of Hospitality & Tourism Administration 6, no. 3 (November 29, 2005): 65–88. http://dx.doi.org/10.1300/j149v06n03_05.

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33

Stockport, Gary J. "Semco: cultural transformation and strategic leadership." International Journal of Technology Marketing 5, no. 1 (2010): 67. http://dx.doi.org/10.1504/ijtmkt.2010.033297.

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34

Georgianna, Sibylle. "Self‐leadership: a cross‐cultural perspective." Journal of Managerial Psychology 22, no. 6 (August 21, 2007): 569–89. http://dx.doi.org/10.1108/02683940710778440.

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35

Silberman, Tim. "Imitation in cross-cultural leadership development." Missiology: An International Review 46, no. 3 (July 2018): 240–50. http://dx.doi.org/10.1177/0091829618782128.

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Strategies for the development of Christian leaders in cross-cultural ministry tend to focus on communicating essential knowledge and skills, yet the need to facilitate growth in godly character is arguably of greater importance. Throughout his writings the Apostle Paul regularly presents himself as a model to be imitated by his readers. Careful consideration of his use of imitation reveals an invaluable approach to the development of core gospel values in emerging leaders today. In cross-cultural leadership development this will require contextualization of both the developmental relationship and the expression of these gospel values. The cultural dimensions of power distance and individualism/collectivism are specifically considered for their impact. It is suggested that the intentional use of imitation by living consistently with and teaching these core gospel values will greatly enhance cross-cultural leadership development.

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36

A. Klimov. "Foreign Policy Aspects of Cultural Leadership." International Affairs 63, no. 004 (August 31, 2017): 242–49. http://dx.doi.org/10.21557/iaf.49309838.

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37

Lim, Lorraine. "Arts and cultural leadership in Asia." International Journal of Cultural Policy 22, no. 3 (December 29, 2015): 476–78. http://dx.doi.org/10.1080/10286632.2015.1112382.

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38

Zierold, Martin. "Auf der Suche nach ‚Cultural Leadership‘." Zeitschrift für Kulturmanagement 5, no. 1 (August 1, 2019): 9–12. http://dx.doi.org/10.14361/zkmm-2019-0101.

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39

Bedell, Claudine P., and Leonard C. Burrello. "A Cultural Shift toward Distributed Leadership." Journal of School Leadership 16, no. 6 (November 2006): 740–71. http://dx.doi.org/10.1177/105268460601600604.

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40

Hunt, James G. (Jerry), and Mark F. Peterson. "International and cross-cultural leadership research." Leadership Quarterly 8, no. 3 (September 1997): 201–2. http://dx.doi.org/10.1016/s1048-9843(97)90001-1.

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41

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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42

McKenna, Steve. "Cross‐cultural attitudes towards leadership dimensions." Leadership & Organization Development Journal 19, no. 2 (April 1998): 106–12. http://dx.doi.org/10.1108/01437739810208683.

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43

Gerstner, Charlotte R., and David V. Day. "Cross-cultural comparison of leadership prototypes." Leadership Quarterly 5, no. 2 (June 1994): 121–34. http://dx.doi.org/10.1016/1048-9843(94)90024-8.

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44

Cleveland, Marisa, and Simon Cleveland. "Culturally Agile Leadership." International Journal of Public and Private Perspectives on Healthcare, Culture, and the Environment 4, no. 1 (January 2020): 1–9. http://dx.doi.org/10.4018/ijppphce.2020010101.

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Leadership development programs exist to contribute to an individual's and an organization's success; however, there is a lack of studies that examine how such programs contribute to the development of cultural agility in leaders. Culturally agile leaders are more inclusive in their hiring practices and more open to encouraging more diversity within their own leadership network. Such leaders value collaboration and understand how culturally grounded traditions and preferences effect transactions. This concept article addresses the roles of positionality and cultural agility, leadership development programs, and capacity and responsibility in building culturally agile leaders. It examines the ways a leader's positionality and level of cultural agility informs and limits their ability to make an impact on their organization. The article also proposes how leaders have the capacity and the responsibility to develop other leaders through a relational leadership approach to promote inclusion and diversity.

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45

Vampa, Magdalini. "Cultural Influence on Educational Leadership in Albania." European Journal of Social Sciences Education and Research 9, no. 1 (January 21, 2017): 62. http://dx.doi.org/10.26417/ejser.v9i1.p62-67.

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Leadership theories, the "Great Man” theory, charismatic theory of leadership, contingency theories, the theory of attributes, etc. help us understand and explain the leadership process and the role of leader, but none of them treats the complexity of human interaction in the leadership phenomena. Implicit theory began to draw some conclusions in early 90s, by defining leadership from the perspective of subordinates when leadership attitude is manifested, and more specifically how cultural groups "prepare" and respond to leadership. The main aim of this paper is to describe some aspects of management styles of school organizations in Albanian society, by taking in consideration the cultural influence on management effectiveness. Implicit theory of leadership developed by Lord - Maher, as well as the results of the prestigious GLOBE project, guided the elaboration of this work. Cultural dimensions used by researchers in GLOBE project, are reused in data collection of this study, but in a narrow context: only for educational organizations, in a Region in Albania. Concerning literature, we have tried to explain how school management practices are built upon an epistemological relationship and empirical life experience, which is qualitatively distinct from north to south and from east to west.

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46

Puspito, Angga Karta, Alfatih Sikki Manggabarani, and Desmintari. "Analysis of Leadership Behave And Career Development." Ilomata International Journal of Management 1, no. 4 (October 26, 2020): 228–38. http://dx.doi.org/10.52728/ijjm.v1i4.165.

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This research was conducted to analyze the effect of training, work culture, leadership behaves on the intention of career development of Kantor Imigrasi Kelas I Khusus non-TPI Jakarta Barat. The research sample used was 40 respondents consisting of Kantor Imigrasi Kelas I Khusus non-TPI Jakarta Barat section employees, namely between the Services and Verification of Travel Document, Intelligence, and Investigation Operation, Stay Permit and Immigration Status and Citizenship, Immigration Information System and Technology, Human Resources and Administration. Data analysis in this study using PLS analysis using PLS version 3.2.8 software The results show that training had no significant on career development, training had no significant effect on leadership behave, work cultural had no significant effect on career development, work cultural had no significant effect on career development, leaderships behave had a significant effect on career development on Kantor Imigrasi Kelas I Khusus Non-TPI Jakarta Barat Based on the results of the research conducted, the variable leaderships behave has the most important role because it becomes an intervening variable, which connects training variables to career development variable and works cultural variable to career development variable.

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47

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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48

Burdon, Stephen, and Kenneth Anthony Dovey. "Exploring the cultural basis of innovation." Journal of Innovation Management 3, no. 3 (October 19, 2015): 20–34. http://dx.doi.org/10.24840/2183-0606_003.003_0004.

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The paper explores the relationship between leadership, culture and innovation. Through an analysis of four enterprises, voted by their peers as having strong innovation-friendly cultures, we explicate the assumptions embedded in these innovation-supporting cultures, and outline the leadership practices that have created them. By locating the study within the interpretivist research paradigm and adopting the 'practice turn' perspective that has characterised recent leadership research, this study has been able to acknowledge and address the political dynamics involved in the creation of innovation-conducive cultures.

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49

Hamrin, Solange, Catrin Johansson, and Jody L. S. Jahn. "Communicative leadership." Corporate Communications: An International Journal 21, no. 2 (April 4, 2016): 213–29. http://dx.doi.org/10.1108/ccij-05-2015-0025.

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Purpose – The purpose of this paper is to enhance the knowledge of how leadership concepts are embraced by leadership actors and perceived to influence relationships between leaders and co-workers. Specifically, the authors aim to investigate how leaders and co-workers discursively construct the concept of “communicative leadership” and its practices and perceive that communicative leadership influences relationships, work processes, and agency. Design/methodology/approach – The authors analyzed interviews with leaders and co-workers in two Swedish business organizations about their understandings and experiences of leadership. Findings – Communicative processes that enhance co-worker agency, defined as a capacity to act; include: facilitating autonomy, sharing responsibility, and mutual participation. Relational and discursive leadership processes such as responsiveness and dialogue were seen to enhance mutual participation in both organizations. Broader Swedish cultural macro discourses shaped the leader/co-worker relationship, making agency a relational accomplishment rather than an individual phenomenon. Research limitations/implications – This study relies on data from individual and focus group interviews, rather than direct observation of leadership processes. Practical implications – Findings suggest that organizations would benefit from making explicit their goals and expectations for communicative leadership in their respective social and cultural contexts. Originality/value – The authors provide new theoretical and empirical knowledge of leaders’ and co-workers’ discursive construction of a leadership concept; leadership communication research in the Swedish context; empirical research on communicative leadership as an empowering form of leadership communication; and how leadership communication discourse on a micro level is connected to organizational and macro-social cultural levels.

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50

Bickford, Sonja H. "Martial Arts Leadership: Cultural and Regional Differences in Motivations, Leadership & Communication." Martial Arts Studies, no. 10 (November 17, 2020): 108. http://dx.doi.org/10.18573/mas.114.

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