Relevant bibliographies by topics / Cultural theory of leadership

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

Academic literature on the topic 'Cultural theory of leadership'

Author: Grafiati
Published: 24 April 2022

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Journal articles on the topic "Cultural theory of leadership"

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Kentli, Fulya Damla. "CULTURAL HISTORICAL ACTIVITY THEORY: EXPLORING PRINCIPALS’ INSTRUCTIONAL LEADERSHIP." CBU International Conference Proceedings 4 (September 23, 2016): 287–91. http://dx.doi.org/10.12955/cbup.v4.770.

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Instructional leadership activities are significant for school development. Although many researchers in this field consider leadership activities relating to the work of school principals, in effect, leadership is a network activity that includes all school staff. This study aims to show this interdependence network activity within Cultural Historical Activity Theory. The research question is “what are the activities of an instructional leader?” in order to understand instructional leadership activities in school from perspectives of Turkish graduate students and Cultural Historical Activity Theory. The answers are conceptualized within the framework of an Activity Theory. The students were asked to write about the activities of an instructional leader in the first and last course of the semester. Eighteen graduate students participated in this study.
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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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Hartley, David. "Education policy, distributed leadership and socio‐cultural theory." Educational Review 61, no. 2 (May 2009): 139–50. http://dx.doi.org/10.1080/00131910902844721.

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Elliston, Edgar J. "Designing Leadership Education." Missiology: An International Review 16, no. 2 (April 1988): 203–15. http://dx.doi.org/10.1177/009182968801600207.

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Many leadership crises troubling both established and younger churches arise from inappropriate educational programs. Several basic curricular questions focus our attention on both leadership development needs and the design of leadership development curricula. Leadership theory, theology, anthropology, communication theory, curriculum theory, and development theory combine to help build perspectives for cross-cultural leadership development. Both the educational structures and processes as well as the content combine to shape the outcomes of educational programs. Curricula, then, which contextually balance the advantages of formal, nonformal, and informal education promise to be significantly more effective in terms of the purpose for theological education than traditional approaches.
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Smith, Peter B., Mark Peterson, Jyuji Misumi, and Michael Bond. "A Cross-Cultural Test of the Japanese PM Leadership Theory." Applied Psychology 41, no. 1 (January 1992): 5–19. http://dx.doi.org/10.1111/j.1464-0597.1992.tb00683.x.

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Im, Eun-Ok, Marion E. Broome, Jillian Inouye, Wipada Kunaviktikul, Eui Geum Oh, Reiko Sakashita, Myungsun Yi, Lian-Hua Huang, Hsiu-Min Tsai, and Hsiu-Hung Wang. "An Emerging Integrated Middle-Range Theory on Asian Women’s Leadership in Nursing." Journal of Transcultural Nursing 29, no. 4 (February 24, 2018): 318–25. http://dx.doi.org/10.1177/1043659618760397.

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Introduction: Asian cultures reflect patriarchal cultural values and attitudes, which likely have influenced women leaders in their countries differently from women in Western cultures. However, virtually no leadership theories have been developed to reflect the experiences and development of nursing leaders from Asian cultures. The purpose of this article is to present an emerging integrated middle-range theory on Asian women’s leadership in nursing. Methodology: Using an integrative approach, the theory was developed based on three major sources: the leadership frames of Bolman and Deal, literature reviews, and exemplars/cases from five different countries. Results: The theory includes two main domains (leadership frames and leadership contexts). The domain of leadership frames includes human resources/networks, structure/organization, national/international politics, and symbols. The domain of leadership contexts includes cultural contexts, sociopolitical contexts, and gendered contexts. Discussion: This theory will help understand nursing leadership in Asian cultures and provide directions for future nurse leaders in this ever-changing globalized world.
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Schutte, Megan X. "Review of Teaching Educational Leadership in Muslim Countries: Theoretical, Historical and Cultural Foundations." Journal of Underrepresented & Minority Progress 4, no. 2 (December 9, 2020): 302–5. http://dx.doi.org/10.32674/jump.v4i2.2688.

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Samier and ElKaleh’s (2019) book titled Teaching Educational Leadership in Muslim Countries: Theoretical, Historical and Cultural Foundations is part of the series of Educational Leadership Theory books, which address trends in educational leadership scholarship and aim to “deliver an innovative and provocative dialogue whose coherence comes not from the adoption of a single paradigmatic lens but rather in an engagement with the theoretical and methodological preliminaries of scholarship” (Eacott & Niesche, 2019, p. v). Samier and ElKaleh (2019) present “what it means to teach educational administration and leadership in a Muslim context” (p. ix) through theory, current controversies, and case studies.
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Calás, Marta B., and Linda Smircich. "Voicing Seduction to Silence Leadership." Organization Studies 12, no. 4 (October 1991): 567–601. http://dx.doi.org/10.1177/017084069101200406.

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Using feminist deconstructive strategies, this paper exposes some of the rhetorical and cultural conditions that have sustained the organizational leadership literature as a seductive game. The juxtaposition of 'leadership' and 'seduction' functions as the focus of analysis for understanding the cultural limits of know ledge at times when innovations in theory and research are expected, but do not seem to be happening. Through various analytical approaches, the paper creates 'reading effects' that may be unsettling for the community of organizational scholars. This opens different spaces for reflecting upon and arguing against the closure imposed by organizational research and theory on what can be said to be organizational knowledge.
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Gambrell, Kem M., and Susan M. Fritz. "Healers and Helpers, Unifying the People." Journal of Leadership & Organizational Studies 19, no. 3 (May 1, 2012): 315–25. http://dx.doi.org/10.1177/1548051812442749.

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Previously, scholars have implied that leadership theory is “universal” enough and can be applied systematically regardless of cultural influences in subcultures. Leadership research has limited its scope of discernment to dominant society, implying that nonmainstream individuals will acquiesce and that cultural differences are inconsequential. Therefore, the intention of this study was to address the disparity between current leadership theories and a subgroup perspective. Specifically, this study explored leadership from a Lakota Sioux perspective. In this qualitative grounded theory study, six major and five minor themes surfaced: Traditional Values and Behaviors, Putting Others First, Lakota Leadership Qualities (Men, Women, and Fallen Leaders), The Red Road, Nation Building (“Real” Natives and Bicultural), and Barriers. These findings reveal that Lakota leadership is not elucidated by current theory. Thus, to effectively illustrate leadership, researchers should broaden contextual aspects to include subcultures.
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Guerrero, Erick, Karissa Fenwick, and Yinfei Kong. "Advancing Leadership Theory: Organizational Climate and the Implementation of Cultural Competence." Academy of Management Proceedings 2017, no. 1 (August 2017): 11140. http://dx.doi.org/10.5465/ambpp.2017.11140abstract.

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Dissertations / Theses on the topic "Cultural theory of leadership"

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McKie, David S. "A Cross-cultural test of Implicit Leadership Theory." Thesis, Cranfield University, 2003. http://hdl.handle.net/1826/115.

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This research builds on Implicit Leadership Theory, which suggests that a leader's performance is likely to be higher when there is congruence between a follower's prototype of what a leader should be and his or her perception of the leader's behaviour. The essence of effective leadership, according to this theory, is being seen as a leader by others. Data were collected from 196 leaders and 1,738 followers from 23 countries within Cargill Incorporated, a US food and agricultural multinational. The research was conducted in two phases. During the first phase data were collected on followers' desired leadership values and their perception of their leader's behaviour on the same dimensions. These data were used to compute a congruence score based on a weighted sum of absolute differences. The congruence score data formed the heart of an individualised Leadership Fit Report written for each leader in the study showing the extent of congruence across 21 leadership characteristics (see Appendix A). The second phase of the study focused on a subset of 933 followers from five countries testing the two hypotheses. The two hypotheses in Phase Two were partially supported. The first was that congruence between desired leadership values and perceived behaviour leads to high performance of a leader and incongruence leads to lower performance. The second was that the relationship between congruence and leader performance varied by nationality. The cross-cultural test of Implicit Leadership Theory captured in Hypothesis 2 was particularly important to Cargill because it revealed unique and important differences between the five countries included in the second data set. This study found that the nature of the relationship between congruence and leader performance varies significantly between all five countries. More specifically the data suggests that congruence does not always lead to high performance. This study, albeit exploratory, makes theoretical, methodological and practical contributions in the following ways. i. A cross cultural test of Implicit Leadership Theory in a multinational organisation with a significant sample size. ii. An existing desired leadership values questionnaire was used and developed further to measure leadership values and leader perception. iii. All 196 leaders received a personalised feedback report showing the level of congruence (or degree of fit) for 21 leadership characteristics. iv. A methodological contribution was made by using Polynomial Regression Equations and Response Surface Methodology to measure the nature of the relationship between desired leadership values, perceived behaviour and leaders' performance. Implicit Leadership Theory was shown to be complex yet very relevant to management practice. The research undertaken was exploratory yet it has created the basis for on going discussion.
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Hong, EunSun Sunny. "A grounded theory of leadership and followership in multicultural teams in sil." Thesis, Biola University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3620400.

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There is a growing need to understand what effective multicultural leadership and followership look like in a faith-based, nonprofit, international organization where communication is mostly conducted through electronic means. Very little research has been done on this subject. The purpose of this grounded theory study is to understand and describe what leaders and followers want leadership and followership to look like in this kind of setting. Data for this study were gathered largely through interviews with ten leaders and sixty-five followers working in SIL International and its partner organizations. Study participants originated from twenty-one countries, and, at the time of the study, were based in ten countries. The core elements of desired qualities of leadership and followership emerged through the analysis of these semi-structured interviews. This study proposes a substantive theory about the perception of leadership and followership: Both followers and leaders in SIL, where computer-aided communication is the most frequently used communication platform, perceive that effective leadership and effective followership derive from specific and identifiable relational qualities, task-oriented competencies, character-related qualities, spiritual qualities, cultural intelligence, and the way communication by computer is used and understood. Strengths and drawbacks of communication methods impact the relationship between leaders and followers.

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Leander, A. Brian. "Intercultural leadership| A mixed methods study of leader cultural intelligence and leadership practices in diversity-oriented churches." Thesis, Eastern University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3645746.

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The purpose of this two-phase, sequential mixed methods study was to examine and explain factors relating to leadership in diversity-oriented churches in the United States by obtaining quantitative results from a sample of 65 senior pastors and 92 top-management team members, then follow-up with a multiple case study to explain the results in more depth. The instruments used for quantitative data collection were the 20-item four-factor Cultural Intelligence Scale, the adapted 8-item Openness to Diversity Scale, and the Leadership Practices Inventory. The study's sixteen findings establish significant relationships between leader cultural intelligence, top-management team openness to diversity, and leadership practices, and elucidate how those relationships contribute to a positive organizational diversity climate. In addition, openness to diversity and church polity were discovered to influence TMT perceptions of the senior pastor's leadership practices. Therefore, the findings support the conclusion that investigating intercultural leadership in a domestic organization could reveal new theoretical insights while having implications for leadership practice and organizational effectiveness.

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Takoeva, Vasilisa. "The re-appearing act of leadership : an exploration of leadership practice through the lens of cultural-historical activity theory." Thesis, University of Birmingham, 2017. http://etheses.bham.ac.uk//id/eprint/7485/.

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The notion of reappearing responds to a prominent article by Alvesson and Sveningsson (2003a) who argued for the disappearance of leadership, predominantly due to their failure to look for the practices. This research focuses on this ontological orientation and undertakes a theoretical and empirical exploration of leadership practice in a Russian organisation, and provides three main contributions for the emerging field of leadership-as-practice. Firstly, I develop a framework primarily based on cultural-historical activity theory and critical realism that conceptualises leadership practice by placing agents’ actions and interactions within the context of their relationships, objectives, experiences, material and non-material artefacts and wider organisational processes and structures; work that has not yet been undertaken in the field. Secondly, I provide a methodological guidance for future qualitative research design that connects ethnographically informed approaches to fieldwork with critical realist Grounded Theory techniques for data analysis process. Thirdly, drawing on the findings from my empirical research, I suggest how leadership practice is enacted within the day-to-day interactions and activities and how it affects the very context of its appearance. I conclude with suggestions for future research that draws on these contributions, as well as making recommendations for leadership development practice.
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Rowe, B. David. "Cultural Leadership and Peace: An Educational Response to Religious Violence." unrestricted, 2007. http://etd.gsu.edu/theses/available/etd-04302007-101357/.

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Thesis (Ph. D.)--Georgia State University, 2007.
Title from file title page. Philo A. Hutcheson, committee chair; Theophus Smith, Susan Talburt, Douglas R. Davis, committee members. Electronic text (355 p.) : digital, PDF file. Description based on contents viewed Nov. 1, 2007. Includes bibliographical references (p. 348-355).
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Albritton, Frankie. "A CULTURAL CONTINGENCY LEADERSHIP MODEL FOR A MULTINATIONAL HIGHER EDUCATION JOINT VENTURE." Doctoral diss., University of Central Florida, 2007. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/2333.

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This dissertation addressed the need for empirical research on the leadership of multinational virtual teams (Davis & Bryant, 2003; Early & Gibson, 2002; Ilgen, Lepine, and Hollenbeck, 1997; Prieto & Arias, 1997), particularly in the field of educational leadership (Cheng, 1995). This was accomplished through the development of a model based upon the cultural values discovered through the use of Hofstede's (1980, 2001) Values Survey Module 94 (VSM 94). As workers will bring values from their own cultures to the multinational workplace (Bochner & Hesketh, 1994), research was conducted to determine the cultural values of economics professors in the United States and Germany in order to formulate a cultural contingent leadership model based on Triandis' (1993) adaptation of Fiedler's (1967) contingency theory. Given a total response from 194 U.S. and German economics professors, it was discovered that faculty in both the United States and Germany had values that differed significantly from those that Hofstede discovered for his IBM employee samples in four out of five dimensions. However, it was found that the values for the U.S. and German faculties were a close replication of Hoppe's (1990) findings which were based on a sample that was similar to the economics faculties in both occupation and education. These findings add a cautionary note to the recommendation by Hofstede and Peterson (2000) that existing cultural values can be used by cultural researchers: Previous cultural value data can be used if the samples are closely matched to the previous samples in both nationality as well as educational and occupational background. The research thus indicated that differences in national culture, as measured by Hofstede's (1980, 2001) cultural dimensions, still exist. In addition, a direct comparison of the cultural values between the two faculties indicated that the U.S. and German economics faculties differed significantly in two of Hofstede's cultural dimensions, individualism and collectivism and masculinity and femininity. The two samples were not significantly different in the cultural dimensions of power distance, uncertainty avoidance, and long term orientation. Using the Triandis (1993) approach, application of the research results to Fiedler's (1967) LPC model indicated that a relationship oriented leader would be an in-match leader for a group of U.S. and German higher education economics faculty. This result was contingent upon the cultural values discovered for the U.S. and German faculties who would be involved in an endeavor with situational variables similar to that which would be found in an international joint venture to offer online distance economics education to students in a developing country.
Ed.D.
Department of Educational Research, Technology and Leadership
Education
Educational Leadership
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Bullough, Amanda M. "Global Factors Affecting Women's Participation in Leadership." FIU Digital Commons, 2008. http://digitalcommons.fiu.edu/etd/184.

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This dissertation is a multi-level, cross-cultural study of women in leadership conducted with both macro-society data and individual-level data aggregated to the country level. The research questions are, “What macro and micro forces are hindering or advancing women into business or political leadership?” “How do these forces impact the level of women’s involvement in business and political leadership in a particular country?” Data was collected from 10 secondary sources, available for 213 countries, and includes about 300 variables for business leadership (N=115) and political leadership (N=181). To date, most women in leadership research has been Western- or US- based, and little rigorous empirical, multi-level research has been done across countries. The importance of cross-cultural studies on women in leadership stems from the potential to better understand why some countries have more women in positions of both business and political leadership; and the factors that affect women’s involvement in such positions in different countries. A “Levels of Women’s Participation in Leadership” country model is tested using cluster and discriminant analyses. Results indicate that the factors that affect women’s participation in leadership in countries with fewer women leaders are different from the factors that affect women’s participation in countries with high levels of participation. This dissertation proposes that initiatives to increase participation of women in leadership need to consider the relevant factors that significantly affect countries at certain Levels of Women’s Participation in Leadership.
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Goolaup, Sandhiya, and Tural Ismayilov. "The Influence of Power Distance on Leadership Behaviours and Styles : Case Studies of Japanese and French companies operating in Sweden." Thesis, Umeå universitet, Handelshögskolan vid Umeå universitet (USBE), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-52256.

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As a result of globalization and increase interdependence of the world economies, people from different cultures are interacting more frequently. However, most problems and misunderstandings occur when members of one culture assumes that their own unconscious values and beliefs are equally appropriate in other cultures. Typically, this is more prominent in an international business setting where companies are increasingly operating outside their usual working environment and interacting more with people belonging to other cultures. Even though, there are a huge number of studies which have focused on assessing the behaviours prevailing in different cultures and countries, we have noticed that there is a lack of literature aiming to find the leadership behaviours and styles becoming prevalent when there is a shift from one culture to another. More specifically, we have observed that there is a theoretical gap in the literature for understanding the behaviours which leaders adopt when they move from a high power distance culture to operate in a country classified as low power distance. Additionally, even on the basis of the extensive literature review conducted, it has been noticed that there are no studies which have aimed to find out the reasons behind adopting the prevailing leadership behaviours and styles. To achieve the purpose of this study, a qualitative research design and semi structured interviews were conducted with twelve managers in two different companies. Typically, a French and a Japanese company (both classified with high power distance index) operating in Sweden (classified with low power distance index) were selected. The data was analyzed using grounded theory and appropriate coding (open and selective coding) was adopted to generate sub-categories and categories which would help to explain the phenomenon being studied. As a result of the analysis undertaken, we have found out that both companies belonging to the high power distance culture have adopted distinct leadership styles. Basically, the French company has adopted a directive leadership style owing to the increasing influence which it receives from the home culture whilst the Japanese company has adopted a participative leadership style. It has also been found that the prevailing leadership behaviours are because of a number of factors like; the management cultural beliefs, labour laws, local employees, decision making process, monitoring and supervision process and influence from the host culture.
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Martin, Emily M. "Examining the Effect of Expatriate Narcissism Levels on Cultural Adjustment and Global Leadership Effectiveness." TopSCHOLAR®, 2017. http://digitalcommons.wku.edu/theses/1966.

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The purpose of this study was to investigate the relationship between narcissism, cultural adjustment, and leadership of expatriates. Specifically, it was predicted that cultural adjustment would partially mediate the relationship between narcissism and selfperceptions of leadership effectiveness such that narcissism would be negatively related to cultural adjustment, and cultural adjustment would be positively related to selfperceptions of leadership effectiveness. It was also predicted that cultural adjustment would partially mediate the relationship between narcissism and LMX perceptions such that narcissism would be negatively related to cultural adjustment, and cultural adjustment would be positively related to LMX perceptions. Fifty-three participants completed an online survey through Qualtrics. Participants consisted of individuals who were teaching abroad for an extended period of time. Results indicated support for the mediating role of cultural adjustment in the relationship between narcissism and perceived leadership effectiveness, but not in the relationship between narcissism and LMX perceptions. Results also indicated positive correlations between narcissism and cultural adjustment. The implications and limitations of these findings are discussed, and multiple directions for future research are suggested.
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Soucie, Jeanine. "Contextual Creativity and the Experience of Cultural Pivoting in the Workplace." Antioch University / OhioLINK, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1596540211223212.

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Books on the topic "Cultural theory of leadership"

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Wildavsky, Aaron B. Dilemmas of presidential leadership from Washington through Lincoln: A cultural theory. New Brunswick, N.J., U.S.A: Transaction Books, 1988.

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The missionary congregation, leadership & liminality. Harrisburg, Pa: Trinity Press International, 1997.

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Bagdasaryan, Vardan. Leadership. ru: INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1086964.

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The study of the course "Leadership" is associated with an increasing demand for the formation and disclosure of human leadership potentials. The presented textbook allows you to carry out this work in a targeted way. It summarizes and systematizes the world experience in the development of the theory and practice of leadership, discusses the classification of types of leaders, issues of practical use in leadership scenarios of personal qualities of a person, and offers a methodology for developing team strategies and team building. The distinctive features of the proposed program are its adaptability to the socio-cultural context of Russian society and its strong connection with the task of training the future generation of leaders in the interests of the Russian state. Each of the sections of the textbook is accompanied by practical tasks, the solution of which develops the skills of self-knowledge of a person in the perspective of developing leadership potentials and understanding the variability of leadership strategies. It is focused primarily on the preparation of bachelors studying in pedagogical areas of training, but it can also serve as a basic source for training in the course "Leadership" within the framework of a bachelor's degree in the humanities and the direction of social sciences.
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Statesmanship, character and leadership in America. New York, NY: Palgrave Macmillan, 2012.

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Deetz, Stanley. Leading organizations through transition: Communication and cultural change. Thousand Oaks: Sage Publications, Inc., 2000.

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Richard, Ellis, and Wildavsky Aaron B, eds. Cultural theory. Boulder, Colo: Westview Press, 1990.

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Oswell, David. Cultural theory. Los Angeles: SAGE, 2010.

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Oswell, David. Cultural Theory. 1 Oliver's Yard, 55 City Road, London EC1Y 1SP United Kingdom: SAGE Publications Ltd, 2010. http://dx.doi.org/10.4135/9781446261323.

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Chandler, Jennifer L. S., and Robert E. Kirsch. Critical Leadership Theory. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-96472-0.

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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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Book chapters on the topic "Cultural theory of leadership"

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Vennebo, Kirsten Foshaug. "A study of case-based problem-solving work in groups of principals participating in a school leadership programme." In Applying Cultural Historical Activity Theory in Educational Settings, 108–25. Abingdon, Oxon ; New York, NY : Routledge, 2020. | Series: Routledge research in education: Routledge, 2019. http://dx.doi.org/10.4324/9780429316838-8.

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Cimene, Francis Thaise A., and Alan N. Aladano. "Leadership Perspective from the Philippines: Its Implications for Theory, Research and Practice." In Culture and Gender in Leadership, 48–63. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137311573_4.

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Lopez, Ann E. "Toward a Theory of Culturally Responsive and Social Justice Leadership." In Culturally Responsive and Socially Just Leadership in Diverse Contexts, 15–31. New York: Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/978-1-137-53339-5_2.

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Mitroff, Ian I., and Ralph H. Kilmann. "Enlightened Leadership: Coping with Chaos in Increasingly Turbulent Times." In The Psychodynamics of Enlightened Leadership, 67–76. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-71764-3_11.

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AbstractWe want to summarize and thereby tie together all of the previous discussions on Mental Health, Attachment Theory, Inquiring Systems, Culture, the Jungian Framework, Conflict Management, Surfacing Assumptions, and Defense Mechanisms. Used appropriately, they are indispensable in helping people deal with Reality.
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Ylimaki, Rose M., and Lynnette A. Brunderman. "Values, Culture and Context." In Evidence-Based School Development in Changing Demographic Contexts, 43–53. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-76837-9_3.

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AbstractThis chapter presents our conception of culture for school development, including broader cultural aims and humanistic values of education for an increasingly multicultural society reflected in the micro-organizational culture of schools and the sub-culture of the leadership team. Specifically, drawing on the International Successful School Principalship Project (ISSPP) research, related studies, and education theory, we defined culture as the values, beliefs and norms of behavior embedded within the individual, the leadership team, the organization, and the larger community. The balance of the chapter presents application of theory and practice in the Arizona project (AZiLDR) as well as lessons learned. The chapter illustrates the critical importance of culture to readiness for school development. Often, during the project, teams were at different stages of readiness, resulting in the need to spend time building and solidifying the culture. In schools with less readiness, we found the diffusion process to progress much more slowly. We saw these schools existing in the Zone of Uncertainty much longer. We describe our process to develop school culture through leadership teams, using the AZiLDR delivery system of institutes, regional meetings and on-site coaching. Example case studies and activities are provided.
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Wildavsky, Aaron. "A Cultural Theory of Leadership." In Cultural Analysis, edited by Brendon Swedlow, Dennis Coyle, Richard Ellis, Robert Kagan, and Austin Ranney, 253–82. Routledge, 2018. http://dx.doi.org/10.4324/9780203794234-16.

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Eskiyörük, Diğdem. "Cross-Cultural Leadership." In Cultural Factors and Performance in 21st Century Businesses, 23–49. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-3744-2.ch002.

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This chapter aims to explain how the differences in national cultures have an impact on understanding the concept of leadership and leadership styles in an intercultural perspective. Leaders need to recognize the culture of their community and be aware of cultural differences. These cultural characteristics affect the behavior and attitudes of the leaders. Leaders need to understand the effects and possible consequences of these cultural differences at the organizational and managerial levels for effective management and organizational success. In this respect, the concept of leadership and the process of development of leadership are examined in a literature review. Following the analysis of leadership theories and leadership styles, the cultural dimensions of Hofstede are examined in the section of cultural differentiation and dimensions. Finally, national culture dimensions in cross-cultural leadership were examined.
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D’Iribarne, Philippe, Sylvie Chevrier, Alain Henry, Jean-Pierre Segal, and Geneviève Tréguer-Felten. "Leadership." In Cross-Cultural Management Revisited, 71–92. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780198857471.003.0005.

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It is generally admitted that, in different national contexts, employees expect different behaviours from their managers. This chapter goes further and highlights the diverse culturally rooted conceptions of ‘virtuous authority’ which meets employees’ expectations. It draws upon a comparison between the recommendations on how to develop their leadership addressed to future managers in the United States, Germany, and France. These prescriptions, taken from management consulting sites of the three countries, differ in several respects. The differences relate to the diverse cultural interpretations of the particular social relationship that the hierarchical subordination represents. More precisely, the acceptable ways of exercising hierarchical authority in each country are those that dispel the fears locally associated with subordination. Each way offers counterbalances that, in practice and symbolically, make it possible to rebalance a social relationship that would otherwise be considered too unequal.
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Irish, Kerry E. "Cross-Cultural Leadership." In The Art of Command. University Press of Kentucky, 2017. http://dx.doi.org/10.5810/kentucky/9780813174723.003.0005.

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This chapter examines the idea of cross-cultural leadership through the military career of Dwight D. Eisenhower. Eisenhower’s successful leadership as the supreme Allied commander stemmed from nearly two decades of preparation. Serving overseas during the interwar period under generals such as Fox Conner and Douglas MacArthur, Eisenhower came to appreciate both the need for truly unified allied commands and the leadership behaviors essential for their effectiveness. He recognized the importance of flexibility, accountability, humility, consultation, patience, and trust in his relationships with fellow officers and foreign leaders. During the war, Ike proved especially deft at working with political leaders like Franklin Roosevelt and Winston Churchill, with Allied military commanders like Bernard Montgomery and Charles de Gaulle, and with his senior military subordinates like George Patton.
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Scott, Lawrence, and Marisa Perez-Diaz. "Strategic Leadership." In Advances in Religious and Cultural Studies, 215–29. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-4093-0.ch014.

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The purpose of this chapter is to discuss the process of building and developing ethnic studies courses, particularly the Mexican American and African American Studies Curriculum for Texas high schools. Dr. Lawrence Scott and the Honorable Marisa Perez-Diaz will discuss their contributions in the passage and implementation of Ethnic Studies courses, particularly as it relates to the African American Studies and Mexican American Studies Courses now offered for high schools around the State of Texas. This chapter explores the inception of both courses, the development, and the process of gaining consensus and concessions for both courses. Both courses were unanimously passed by the Texas State Board of Education (SBOE), but did see some challenges throughout the process. Dr. Lawrence Scott and Texas State Board of Education Member Marisa Perez-Diaz will also discuss how they employed varying leadership styles, in collaboration with stakeholders from around Texas to help establish, pass, and implement the Mexican American and African American Studies Courses in Texas.
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Conference papers on the topic "Cultural theory of leadership"

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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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Siokos, George. "Leadership and Culture: Turning Theory into Reality." In SPE International Health, Safety & Environment Conference. Society of Petroleum Engineers, 2006. http://dx.doi.org/10.2118/98760-ms.

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Zaharia (Ştefănescu), Diana Elena, and Bogdan Ștefănescu. "The Leading Woman in the Knowledge-Based Economy." In G.I.D.T.P. 2019 - Globalization, Innovation and Development, Trends and Prospects 2019. LUMEN Publishing, 2022. http://dx.doi.org/10.18662/lumproc/gidtp2022/25.

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This scientific approach takes into account the analysis of the leadership type, present in the Romanian cultural institutions in terms of identifying the opinion and attitude of the members of the organizations towards the management, as well as the level of their involvement in the accomplishment of the management act, considering that these are important elements that ensure the achievement of the organization's objectives. The research methods used are the following: Observation and analysis of documents and quantitative analysis based on questionnaires. Research Question: Is women accepted as a leader in the contemporary knowledge-based economy? Research hypothesis: Does the gender of the leader influence the organizational performance of cultural institutions in Romania? Purpose of the research: To make a comparison between leadership styles related to gender differences.
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Zaharia (Ştefănescu), Diana Elena, and Bogdan Ştefănescu. "Leadership and Motivation, Determinants of Sustainability." In International Conference Innovative Business Management & Global Entrepreneurship. LUMEN Publishing, 2020. http://dx.doi.org/10.18662/lumproc/ibmage2020/10.

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This article pays more attention to the analysis of the direct relationship between staff motivation and applied leadership, with the final result - the sustainability of the organization's activity. Organizational culture and the environment are characterized by mutual adaptation, by the way in which human practices and organizations are led to a cohabiting relationship. Their adaptation is defined as a learning process, rather than an activity in itself, guided by material forces. Through this article we aim to highlight the importance of the interdependent relationship between staff motivation, leadership and sustainability. A big obstacle is the lack of awareness of this triangular relationship, at the level of the organization's management. Starting from the theory of self-motivation and from the research of psychologists Edward Deci and Richard Ryan, we deduce that each individual has three basic psychological needs: the need for connection, the need for competence and the need for control, which must be met. If, at the level of the organization's management, there is a real concern about these needs, employees will feel motivated to maximize their involvement in achieving proposed objectives. The need to connect refers to the desire to be visible, valued, respected, unique, self-confident, connected, belonging to a group. The need for competence implies the need to be able, to succeed. The need for control is the power to make decisions, to make choices, to be the source of your own behaviors. Satisfying these needs of the team members must be a real concern of the leader, if the sustainability of the organization's activity is desired.
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Ribič, Timotej, and Miha Marič. "LMX – teorija odnosa med vodjo in zaposlenim." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.58.

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Employees represent a key part of the organization. Their satisfaction has direct effect on co-workers and their productivity. Leader is largely responsible to create general satisfaction in work environment. With organizing, choosing appropriate management concepts and correct approach to his employees, he creates good relationships with colleagues and contributes to the internal culture of the organization. Good interpersonal relationships are thus an important factor in building success in the company and the operation of processes, as they directly affect work performance, organizational climate and organizational culture. Many companies use classic and wellknown leadership styles. Regardless of the chosen style, it is noticed an alienated relationship between the manager and the employee. The issue can be attributed to strict adherence to the set organizational structure and, in connection with this, the expression of the legitimate power of leaders, yet to some extent the problem is in different understanding of leadership, both with individuals and leaders themselves. The newer leadership style, called Leader-member Exchange Theory, focuses on building relationships, mutual respect and trust, and treating employees as co-workers on the same horizontal hierarchical level. The implementation of this style of management can be seen mainly in foreign markets. This approach is not well known or widespread in Slovenia, nevertheless it is noticed in some companies. Based on a case study from the business environment, we studied a company with such leadership in Slovenia.
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Shay, Marnee, Jodie Miller, and Suraiya Abdul Hammed. "Exploring excellence in Indigenous education in Queensland secondary schools." In Research Conference 2021: Excellent progress for every student. Australian Council for Educational Research, 2021. http://dx.doi.org/10.37517/978-1-74286-638-3_8.

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In the national and international landscape, there is very limited exploration of cultural constructs of excellence, in particular, in Indigenous contexts. This pilot study aimed to centre the voices of Indigenous people in conceptualising excellence in Indigenous education, as well as to share understandings between Indigenous and non-Indigenous practitioners. Qualitative data collection methods were used including collaborative yarning, storying, and semi-structured interviews. Data were analysed using cross-case analysis to examine the views of educators across three school sites. Indigenous participants highlighted the importance of nurturing culture and identity; building up young people; and, building a culture of inclusivity and belonging. Supportive leadership was also identified as an enabler for enacting excellence in schools. A direct outcome of this project was a whole-school policy that builds on a strengths perspective and forefronts the embedding of Indigenous knowledges and perspectives, supporting the wellbeing of Indigenous students, affirming the identities of Indigenous students and having specific strategies to engage with local Indigenous communities.
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Guettaoui, Amel, and Ouafi Hadja. "Women’s participation in political life in the Arab states." In Development of legal systems in Russia and foreign countries: problems of theory and practice. ru: Publishing Center RIOR, 2021. http://dx.doi.org/10.29039/02061-6-93-105.

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The level of political representation of women in different legislative bodies around the world varies greatly. The women in the Arab world, is that as in other areas of the world, have throughout history experienced discrimination and have been subject to restriction of their freedoms and rights. Many of these practices and limitations are based on cultural and emanate from tradition and not from religion as many people supposed, these main constraints that create an obstacle towards women’s rights and liberties are reflected in the participation of women in political life. Although there are differences between the countries, the Arab region in general is noted for the low participation of women in politics. Universal suffrage has become common in most countries, but there are still some Arab women who are denied such rights. There have been many highly respected female leaders in Arab history, such as Shajar al-Durr (13th century) in Egypt, Queen Orpha (d. 1090) in Yemen. In the modern era there have also been examples of female leadership in Arab countries. However, in Arabic-speaking countries no woman has ever been head of state, although many Arabs remarked on the presence of women such as Jehan Al Sadat, the wife of Anwar El Sadat in Egypt, and Wassila Bourguiba, the wife of Habib Bourguiba in Tunisia, who have strongly influenced their husbands in their dealings with matters of state. Many Arab countries allow women to vote in national elections. The first female Member of Parliament in the Arab world was Rawya Ateya, who was elected in Egypt in 1957. Some countries granted the female franchise in their constitutions following independence, while some extended the franchise to women in later constitutional amendments.
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Hernandez, Susan D., and Mary E. Clark. "Building Capacity and Public Involvement Among Native American Communities." In ASME 2001 8th International Conference on Radioactive Waste Management and Environmental Remediation. American Society of Mechanical Engineers, 2001. http://dx.doi.org/10.1115/icem2001-1251.

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Abstract The United States Environmental Protection Agency (U.S. EPA) supports a number of local community initiatives to encourage public involvement in decisions regarding environmental waste management and remediation. Native American tribal communities, in most cases, operate as sovereign nations, and thus have jurisdiction over environmental management on their lands. This paper provides examples of initiatives addressing Native American concerns about past radioactive waste management practices — one addresses uranium mining wastes in the Western United States and the other, environmental contamination in Alaska. These two projects involve the community in radioactive waste management decision-making by encouraging them to articulate their concerns and observations; soliciting their recommended solutions; and facilitating leadership within the community by involving local tribal governments, individuals, scientists and educators in the project. Frequently, a community organization, such as a local college or Native American organization, is selected to manage the project due to their cultural knowledge and acceptance within the community. It should be noted that U.S. EPA, consistent with Federal requirements, respects Indian tribal self-government and supports tribal sovereignty and self-determination. For this reason, in the projects and initiatives described in the presentation, the U.S. EPA is involved at the behest and approval of Native American tribal governments and community organizations. Objectives of the activities described in this presentation are to equip Native American communities with the skills and resources to assess and resolve environmental problems on their lands. Some of the key outcomes of these projects include: • Training teachers of Navajo Indian students to provide lessons about radiation and uranium mining in their communities. Teachers will use problem-based education, which allows students to connect the subject of learning with real-world issues and concerns of their community. Teachers are encouraged to utilize members of the community and to conduct field trips to make the material as relevant to the students. • Creating an interactive database that combines scientific and technical data from peer-reviewed literature along with complementary Native American community environmental observations. • Developing educational materials that meet the national science standards for education and also incorporate Native American culture, language, and history. The use of both Native American and Western (Euro-American) educational concepts serve to reinforce learning and support cultural identity. The two projects adopt approaches that are tailored to encourage the participation of, and leadership from, Native American communities to guide environmental waste management and remediation on their lands. These initiatives are consistent with the government-to-government relationship between Native American tribes and the U.S. government and support the principle that tribes are empowered to exercise their own decision-making authority with respect to their lands.
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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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Reports on the topic "Cultural theory of leadership"

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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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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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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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Batchelder, William H. Statistical Inference for Cultural Consensus Theory. Fort Belvoir, VA: Defense Technical Information Center, February 2014. http://dx.doi.org/10.21236/ada605989.

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Zhao, Sophia. Overcoming Barriers to Women’s Leadership. Center for Creative Leadership, 2020. http://dx.doi.org/10.35613/ccl.2020.2041.

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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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Carter, Becky. Strengthening Gender Equality in Decision-making in Somaliland. Institute of Development Studies (IDS), February 2021. http://dx.doi.org/10.19088/k4d.2021.078.

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This rapid review searched for literature on how and why women continue to struggle in Somaliland to achieve formal political representation and to take on informal decision-making roles on local peace and political matters, from community to national levels. Women’s participation in peacebuilding and political decision-making in Somaliland is very limited. A key barrier is the clan system underpinning Somaliland’s political settlement. Entrenched and politicised, patriarchal clans exclude women (and other minority groups) from formal and customary leadership and decision-making roles. Other contributing factors are conservative religious attitudes and traditional gender norms. Structural inequalities – such as low levels of education, lack of funds, and high levels of violence towards women and girls – impede women’s participation. Some women are more disempowered than others, such as women from minority clans and internally displaced women. However, there is increasing disillusionment with clan politicisation and a growing recognition of women’s value. There are opportunities for framing gender equality in local cultural and religious terms and supporting grassroots activism.
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Batchelder, William H. Statistical Development and Application of Cultural Consensus Theory. Fort Belvoir, VA: Defense Technical Information Center, March 2012. http://dx.doi.org/10.21236/ada578264.

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O'Halloran, Kay, and Kevin Judd. Synthesis of Systemic Functional Theory & Dynamical Systems Theory for Socio-Cultural Modeling. Fort Belvoir, VA: Defense Technical Information Center, January 2011. http://dx.doi.org/10.21236/ada536099.

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O'Halloran, Kay. Synthesis of Systemic Functional Theory & Dynamical Systems Theory for Socio-Cultural Modeling. Fort Belvoir, VA: Defense Technical Information Center, May 2012. http://dx.doi.org/10.21236/ada560376.

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