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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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SMITH, PETER B., MARK F. PETERSON, JYUJI MISUMI, and TOSHIO SUGIMAN. "Cross-Cultural Tests of P-M Leadership Theory: East meets West." JAPANESE JOURNAL OF EXPERIMENTAL SOCIAL PSYCHOLOGY 29, no. 3 (1990): 53–63. http://dx.doi.org/10.2130/jjesp.29.3_53.
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Paramova, Petia, and Herbert Blumberg. "Cross-cultural variation in political leadership styles." Europe’s Journal of Psychology 13, no. 4 (November 30, 2017): 749–66. http://dx.doi.org/10.5964/ejop.v13i4.1412.
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Guided by gaps in the literature with regard to the study of politicians the aim of the research is to explore cross-cultural differences in political leaders’ style. It compares the MLQ (Avolio & Bass, 2004) scores of elected political leaders (N = 140) in Bulgaria and the UK. The statistical exploration of the data relied on multivariate analyses of covariance. The findings of comparisons across the two groups reveal that compared to British political leaders, Bulgarian leaders were more likely to frequently use both transactional and passive/avoidant behaviours. The study tests Bass’s (1997) strong assertion about the universality of transformational leadership. It contributes to the leadership literature by providing directly measured data relating to the behaviours of political leaders. Such information on the characteristics of politicians could allow for more directional hypotheses in subsequent research, exploring the contextual influences within transformational leadership theory. The outcomes might also aid applied fields. Knowledge gained of culturally different leaders could be welcomed by multicultural political and economic unions, wherein understanding and allowances might aid communication.
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Strydom, Danna Booyens. "Ethical leadership and performance: The effect of follower individualism-collectivism." International Journal of Cross Cultural Management 21, no. 2 (May 13, 2021): 261–83. http://dx.doi.org/10.1177/14705958211013395.
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This study seeks to understand how cultural value orientation – specifically individualism/collectivism – influence the relationship between ethical leadership and employee behaviour. Social cognitive theory was used to explain how cultural value orientations change the social learning process associated with ethical leadership. Using matched multi-source sample data from managers and subordinates of a South African multinational operating in several African countries, supplemented with objective performance data, ethical leadership was found to be positively related to both in- and out-of-role performance. However, horizontal collectivism positively moderated the relationship between ethical leadership and organizational citizenship behaviour, while horizontal individualism and vertical collectivism negatively moderated it. Leadership research and theory will benefit from a greater emphasis on follower characteristics, as differences in the cultural value orientations of employees affect the effectiveness of ethical leadership. Awareness of this difference also stands to benefit organizations.
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Zakaria, Zaridah, Marinah Awang, and Ramlee Ismail. "Malaysia Education: Explanations From the Perspective of Leader-member Exchange Theory." Responsible Education, Learning and Teaching in Emerging Economies 1, no. 2 (December 31, 2019): 47–50. http://dx.doi.org/10.26710/relate.v1i2.1122.
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Objective: The purpose of this paper is to examine the leadership practices in unique Eastern perspectives of Malaysian educational institutions through the lens of Leader-Member Exchange (LMX) Theory.
Methodology: A survey using LMX 7 questionnaire was used to obtain LMX explanations among Malaysian educational sector workers, determining whether they belong to either in-group or out-group in their workplace setting.
Results: Although the research found descriptive classifications of the workers as followers in the leadership setting, there are cultural factors inherent in the result leading to the significance of the research in Malaysia as a unique multi-cultural country in the East.
Implication: The study is useful for the policy makers so they can formulate better policies through clear identification of followers’ types in leadership setting. For the practitioners, this study adds to the knowledge to better delegation of the followers in regards to responsibility and administrative sharing of tasks. This paper gives valuable reference to educational practitioners especially the managers to enlighten on the suitable practice of leadership style grounded on the unique cultural context in Malaysian education.
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Adams, David. "Leadership." Australian Cultural History 27, no. 2 (October 2009): 103–13. http://dx.doi.org/10.1080/07288430903164728.
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Malik, Amina Raza, and Parbudyal Singh. "Transformational leadership and cultural minorities: a conceptual model." European Business Review 29, no. 5 (August 14, 2017): 500–514. http://dx.doi.org/10.1108/ebr-12-2015-0181.
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Purpose The purpose of this paper is to examine how diversity of cultural minority newcomers and transformational leadership affect the socialization process of cultural minorities in organizations. Design/methodology/approach A conceptual model is developed based on diversity theory and past research studies. Findings The authors highlight the roles of transformational leadership and diversity mindsets in facilitating their socialization process. Research limitations/implications Using quantitative studies, future research should attempt to test the propositions presented in this paper by conducting employee-level studies. Practical implications The focus of diversity training needs to be changed from preventing unfairness and discrimination to viewing diversity as an important informational resource. Leaders of cultural minority newcomers should be trained to lead in a more transformational manner. Originality/value Scholars suggest that research on cultural minorities is lacking and their integration in organizations is examined less extensively. In this paper, the authors fill this gap and present a conceptual model examining the socialization process of cultural minorities.
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Brown, Mary. "Entrepreneurial Leadership and Cultural Change in a Faith-Based Organization." International Journal of Entrepreneurship and Innovation 10, no. 2 (May 2009): 125–35. http://dx.doi.org/10.5367/000000009788161271.
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This paper considers entrepreneurial leadership in a faith-based organization, the Scottish Episcopal Church (SEC), between 1996 and 2000. It analyses the strategy of the then Primate, Richard Holloway, to attempt to broaden the Church's membership base through a cultural change initiative. The initiative was designed to question and challenge existing cultural norms and attract new members who might not share them. Although Jungian type theory is usually applied to understanding individual differences, this paper employs type theory innovatively to describe and analyse the SEC's essentially pluralist culture at the time. It appears that a predominantly traditionalist approach was leavened with a more liberal and mystical strain. Holloway set out to define a new cultural vision embracing diversity and to attract others to make it happen. However, he was unable to convince enough existing SEC members that he was right to seek a more heterogeneous membership whose views would better reflect his own increasingly liberal stance. Understanding how fundamental views of reality, held often unconsciously by individuals, inform and influence culture in a faith-based organization sheds new light on the experiences of entrepreneurs in a religious environment. In this case, Jungian-derived type theory may explain how Holloway's entrepreneurial approach attempted to stretch existing cultural norms, reflecting tradition and convention, too far towards a questioning and challenging approach. An entrepreneurial strategy that appeared to make sense in rational terms (and to embrace the Christian ethic of universal acceptance) was ultimately unsuccessful in changing deeply held cultural norms.
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Si Nam Park and Eun-Soo Choi. "Case study of Lincoln's leadership development: Based on cultural historical activity theory." Journal of Lifelong Education and HRD 7, no. 1 (March 2011): 41–61. http://dx.doi.org/10.35637/klehrd.2011.7.1.001.
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O'Brien, Catherine, and Kerry K. Robinson. "Cultural Leadership in Schools for the Deaf: Leadership for Cultural and Language Diversity in the Context of Schools for the Deaf." Journal of School Leadership 27, no. 3 (May 2017): 304–32. http://dx.doi.org/10.1177/105268461702700301.
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This study examined the variation in cultural competence among leaders in four different residential schools for the Deaf across the United States. The study explored where leaders fell on the cultural continuum, and how this was reflected in the schools in the way each perceived and validated Deaf culture as well as other cultures present in the schools. This qualitative multi-case ethnographic methodology utilized interviews as primary data sources which were video-taped in order to accurately transcribe them and to score concepts and themes for analysis by grounded theory methodology. The findings highlighted the complexities of culture and the ways that administrators embraced or knowingly or unknowingly overlooked the cultures that the students brought to the schools. Finally, the leadership decisions made by administrators were also tied to their own cultural proficiency.
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Qiu, Shaoping, and Larry Dooley. "Servant leadership." Leadership & Organization Development Journal 40, no. 2 (March 29, 2019): 193–212. http://dx.doi.org/10.1108/lodj-04-2018-0148.
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Purpose The purpose of this paper is to develop and validate an instrument intended to measure servant leadership behavior in the Chinese hospitality industry. Design/methodology/approach After reviewing the literature, a scale of nine dimensions with 81 items was generated and then subjected to exploratory factor analysis (EFA) using a sample of 600 participants from a polytechnic college and hospitality industry, resulting in 6-factor-33-item solution. The derived measure was then shortened to 24 items by using item response theory (IRT). Drawing on the data from 440 respondents in the hospitality industry, this 6-factor-24 item measure was subsequently validated with confirmatory factor analysis (CFA) and the test of construct validity. Findings Difference in factors has been found between this instrument and western-developed scales. This study resulted in 6-dimension-24-items scale. These dimensions were named integrity, self-sacrifice, building community, empowering people, emotional healing and visioning. This servant leadership scale was demonstrated to have good internal consistency reliability and strong construct validity. Originality/value This is the first study that used IRT as a statistic tool to shorten a servant leadership scale and also this study provided additional support to cultural psychology theory.
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Linder, Christian. "Expatriates’ willingness to adjust their symbolic leadership abroad. An analysis of how culture affects expatriates’ use of symbolic interaction." Journal of Global Mobility 3, no. 3 (September 14, 2015): 244–72. http://dx.doi.org/10.1108/jgm-05-2014-0013.
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Purpose – The purpose of this paper is to analyze the relation between perceived cultural distances and the willingness to adjust symbolic leadership by expatriates. Further, it is asked whether this adjustment has the potential to increase their acceptance as leader by the foreign workforce. Design/methodology/approach – The research derives testable propositions from symbolic leadership theory and the theory about cultural distance and transfers them into a structural equation model in order to identify the impact of cultural distance on expatriates’ adjustment effort. Therefore, an empirical investigation among German expatriates in the Philippines was conducted. Findings – The study contributes to the understanding of symbolic leadership in several unique ways. It is found that there is a relationship between perceived cultural distance and a willingness for symbolic leadership behavior in order to reduce social sanctions caused by unappropriated symbolism. The study shows that willingness to adopt foreign symbols does not lead to an increased acceptance. Originality/value – This research implies that the willingness alone is not sufficient if the appropriate cultural knowledge and required skills do not exist. Thus, this study points to the importance of expatriates’ cultural knowledge for the success of foreign assignments.
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Yang, Inju. "Lost overseas?" critical perspectives on international business 12, no. 2 (May 3, 2016): 121–39. http://dx.doi.org/10.1108/cpoib-09-2013-0036.
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Purpose This conceptual paper aims to explore the leadership of Korean middle managers in a cross-cultural context. Design/methodology/approach This paper presents three propositions in relation to perceived charisma, individualized consideration and inspirational communication of Korean transformational leadership at home and overseas, especially in comparison with Anglo-Saxon countries such as North America and the UK. Findings Following the notion of implicit theory of leadership, this paper argues that the effectiveness of Korean leadership may depend on cultural dimensions such as collectivism/individualism and power distance. Research limitations/implications In this paper, the perspective of transformational leadership with its universal appeal to various cultures in examining the effectiveness of Korean leadership at home and overseas has been adapted. Practical implications This illustration of the Korean leadership in a cross-cultural context sheds light on the challenges facing the Korean management in global contexts. Originality/value Despite significant ongoing investment abroad by Korean conglomerates, relatively little has been written on Korean leadership in cross-cultural contexts. This paper could stimulate further studies in this area.
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Mukherji, Shoma, Neera Jain, and Radha Sharma. "Relevance Of Cultural Intelligence And Communication Effectiveness For Global Leadership Preparedness: Study Of Indian Managers." Journal of International Business Research and Marketing 1, no. 3 (2015): 7–13. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.13.3001.
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Business environment world over has undergone major transformation in the last fifty years. Global organisations, where operations are not restricted to home or host country, need business leaders with a global mindset and multicultural effectiveness. This paper examines and confirms the relevance on leadership preparedness of global managers of two important constructs – cultural intelligence and communication effectiveness in the context of anxiety and uncertainty management. Adding to extant literature, the study empirically confirms the suitability of three assessment instruments. It establishes the importance of cultural adaptability and AUM theory for assessing leadership potential of managers working in multicultural environments with culturally diverse teams. The objective of this study is to understand the relevance of cultural intelligence and communication effectiveness for leadership preparedness in a multicultural environment. The present century is seeing accelerated transformation of businesses into truly global entities. As organizations operate in a boundary-less world, multicultural teams are the order of the day. Business leaders, who are able to understand, accept, and effectively respond to cultural differences are therefore in great demand.
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Alfoqahaa, Sam, and Eleri Jones. "Leading at the edge of chaos: historical perspectives on the qualities of leadership for cultural diversity and conflict resolution." International Journal of Public Leadership 16, no. 2 (April 21, 2020): 217–48. http://dx.doi.org/10.1108/ijpl-10-2019-0065.
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PurposeBuilding on the contributions of chaos and complexity theories, this paper aims to conceptualize how the leadership of Mahatma Gandhi, Martin Luther King and Nelson Mandela were able to transform chaos (randomness) into order (integration). More specifically, it aims to identify the qualities by which such leadership worked in the context of conflict and cultural confrontations, which is, leading at the edge of chaos.Design/methodology/approachThis research follows a qualitative approach in data collection and analysis; it narrates and analyses biographic data as well as literature about these three prominent leaders. Common qualities of these leaders are explored in-depth, discussed and linked.FindingsSuccess in leading at the edge of chaos was attributed to the following leadership qualities: vision, non-violence and tolerance. This paper conceptualizes Gandhi, King and Mandela's embodiment of these qualities in transforming difference and disagreement to unity and how they inspired and developed their societies at home and all over the world. This paper concludes with the following results: Dr King, Gandhi and Mandela were visionary leaders; the three leaders had a vision about the future of freedom, equality and peace. More importantly, they were able to hearts and minds, and convey their visions to followers and to society at large. They struggled to achieve their goals non-violently, but knew that violence could destroy society due to unbalanced power structures. In the fight for their people's emancipation/freedom, they avoided ethnic, racial and religious discrimination. The three leaders were politically, culturally and socially tolerant.Research limitations/implicationsBy identifying their leadership qualities and analyzing their leadership mechanisms, this paper stresses the necessity of the emergence and preservation of leadership as exhibited by King, Gandhi, Mandela and many other influential leaders. Leaders, committed to enrichment and sustainability of cultural diversity and nurturing of tolerance, can play a role in unifying nations. Practically put, today’s leaders need to rethink their strategies, by taking into consideration what Gandhi, King and Mandela have contributed to leadership in dealing with cultural diversity and conflict. Furthermore, leaders must extend the applicability of such leadership to include the ending of violence in every facet of people's lives, and work publicly to overcome the challenges encountering human kind such as nuclear weapons, war, poverty, racism, global warming, drugs, religious bigotry and violence of any kind. That is, today's leaders need to lead at the edge of chaos due to the ongoing conflicts around the globe.Originality/valueThis paper uniquely conceptualizes leadership qualities by analyzing and comparing literature and biographical data of the above-mentioned leaders. The study also contributes to the existing literature on leadership using an interdisciplinary approach by proving the mechanisms by which leadership transforms chaos into order within the context of cultural diversity and confrontation, where studies are rare. This research contributes to the theory of leaderships at three levels. First, it offers an interdisciplinary theory on leadership qualities by linking these qualities with chaos and complexity theories. Second, unlike the majority of literature which views leadership from a business or public leadership perspective, this research provides a new perspective of leadership for cultural diversity. Third, it highlights the role models of three exemplary leaders for each of whom previous literature is lacking.
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Ren, Shuang, Ngan Collins, and Chris Rowley. "Managerial leadership within Vietnam’s transition." Journal of General Management 46, no. 3 (April 2021): 197–209. http://dx.doi.org/10.1177/0306307020953799.
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Vietnam’s transition towards a market orientation has generated many changes in cultural values, competing demands and diverse expectations related to managerial leadership. This study makes a timely contribution to both theory and practice by exploring what makes effective leadership in the Vietnam’s context. Taking into account ‘universalistic’ and ‘contextual’ perspectives, this study addresses two research questions regarding the characteristics of indigenous leadership in Vietnam and its interaction with coexisting cultural values and norms in the country’s transition. These research questions were examined based on 48 qualitative interviews conducted across a broad spectrum of domestic-private, foreign-invested and state-owned companies. Study findings enrich the understanding of indigenous interpretations of the leadership phenomenon and provide support for context-specific examinations of general management leadership issues in transitional economies.
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Kriskartika, Septi Anggita, Titis Srimuda Pitana, and Susanto Susanto. "JAVANESE ISLAM DURING MANGKUNEGARA I LEADERSHIP." IBDA` : Jurnal Kajian Islam dan Budaya 17, no. 1 (July 15, 2019): 60–78. http://dx.doi.org/10.24090/ibda.v17i1.2238.
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Religion is the main aspect in constructing a discourse because the Javanese society in the 18th are thickly related with religiosity (Islam) as an inherited principle from the previous king. Mangkunegara I is an influential and interesting figure in the history of Javanese leadership relating to Islam. The medium used in the Islamization process by Mangkunegara I are through art, culture, customs and Islamic religious education. This study aims to show the Javanese Islamic discourse during the leadership of Mangkunegara I in the Babad Kemalon (Pakunegara)/ BK manuscript. The BK manuscript is a Javanese manuscript contains of 30 macapat songs which tells about the struggle of R.M. Said until entitled Mangkunegara I. this research uses the cultural studies paradigm. The theory used is the discourse theory proposed by Michael Foucault. The method used is a qualitative method and the data analysis techniques are done descriptively and interpretatively. This research belongs to library research. The result shows how the leadership of Mangkunegara I was able to show its discourse in Javanese Islam, which was manifested by the way of Mangkunegara I leaderships towards himself, his families, and people. As well as the Islamic base struggle which is always emphasized by Mangkunegara I.
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Klein, Andrew S., Joseph Wallis, and Robert A. Cooke. "The impact of leadership styles on organizational culture and firm effectiveness: An empirical study." Journal of Management & Organization 19, no. 3 (May 2013): 241–54. http://dx.doi.org/10.1017/jmo.2013.34.
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AbstractThis research project seeks to contribute to the literature on management by presenting and testing a model of leadership linking leadership styles directly to culture type and indirectly to firm effectiveness. The authors selected a four-factor theory of leadership and examined how it directly impacted organizational culture, and indirectly impacted organizational effectiveness (via an organization's culture). Using surveys designed to measure attitudinal and behavioral indicators of organizational culture, leadership, and effectiveness, we collected data from 2,662 individuals in 311 organizations. The results generally support the hypotheses that organizational effectiveness is related to type of culture and that cultural norms are related to type of leadership styles. The results have implications for management and organizational development practices and processes. The results indicate that the leadership skills of managers and supervisors are critical factors in the creation and reinforcement of cultural norms. Furthermore, cultural norms seem to positively impact organizational effectiveness.
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Peters, Harvey Charles, Melissa Luke, Janine Bernard, and Heather Trepal. "Socially Just and Culturally Responsive Leadership Within Counseling and Counseling Psychology: A Grounded Theory Investigation." Counseling Psychologist 48, no. 7 (June 26, 2020): 953–85. http://dx.doi.org/10.1177/0011000020937431.
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The purpose of this study was to develop an abstracted theory concerning how counseling and counseling psychology leaders and educators engage in and enact socially just and culturally responsive leadership in professional association and higher education contexts. This grounded theory study included 18 participants with a range of social locations and professional leadership experiences in counseling and counseling psychology associations and higher education. Findings from this study were analyzed and are presented using the Straussian tradition of grounded theory. We discuss implications for counseling leadership, training, and development; social justice, cultural responsivity, and advocacy; and future research.
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Pellegrini, Ekin K., Terri A. Scandura, and Vaidyanathan Jayaraman. "Cross-Cultural Generalizability of Paternalistic Leadership: An Expansion of Leader-Member Exchange Theory." Group & Organization Management 35, no. 4 (August 2010): 391–420. http://dx.doi.org/10.1177/1059601110378456.
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Festing, Marion, and Martina Maletzky. "Cross-cultural leadership adjustment — A multilevel framework based on the theory of structuration." Human Resource Management Review 21, no. 3 (September 2011): 186–200. http://dx.doi.org/10.1016/j.hrmr.2011.02.005.
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Paul Jones, Robert, Jewon Lyu, Rodney Runyan, Ann Fairhurst, Youn-Kyung Kim, and Laura Jolly. "Cross cultural consensus: development of the universal leadership model." International Journal of Retail & Distribution Management 42, no. 4 (April 8, 2014): 240–66. http://dx.doi.org/10.1108/ijrdm-09-2012-0078.
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Purpose – Retailers have demonstrated mixed results during international expansions. However, home market saturation and the economic climate are forcing more and more retailers to look beyond their borders for revenue. A critical participant in the internationalizing effort is the expatriate manager. Unfortunately the literature is unclear and at times conflicted over how to select and prepare expatriate management for their leadership role. Therefore, this study was designed with the purpose of uncovering various factors which may lead to expatriate retail management success. Design/methodology/approach – Based on the lack of unanimity in the literature this study adopted a qualitative research methodology in order to develop some consensus regarding successful expatriate leadership attributes. Grounded theory was employed utilizing extensive in-depth interviews as the primary data gathering and analysis tools. Findings – A multi-dimensional construct emerged from the data requiring all dimensions to be utilized for a successful retail expatriate assignment. The construct of “Universal Leadership”, is proposed as formative, comprised of reflective sub-dimensions; Ability, Adaptability, Ambassadorship, and Awareness (Self), which we refer to as the Four A's, for successful expatriate management assignments. Several propositions are put forward as suggestions for future research in the use of the universal leadership model for both selection and training of retail expatriate managers. Originality/value – The study develops a theoretical platform for expatriate leadership success allowing for cultural and business variation. Awareness is introduced as a critical attribute in achieving success as an expatriate success. The universal leadership model proposes attributes beneficial for training and also selection which is critically under examined in the literature.
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Presbitero, Alfred, and Mendiola Teng-Calleja. "Ethical leadership, team leader’s cultural intelligence and ethical behavior of team members." Personnel Review 48, no. 5 (August 2, 2019): 1381–92. http://dx.doi.org/10.1108/pr-01-2018-0016.
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Purpose Drawing from Social Learning Theory and Multiple Loci of Intelligence Theory, the purpose of this paper is to assert that, through the mechanisms of social learning and role modeling, perceived ethical leadership is positively and significantly related to ethical behavior of individual members of global teams. Moreover, this study argues that perceived cultural intelligence (CQ) of leaders which consists of perceptions of members regarding leader’s cultural knowledge and skills on how to act ethically in different cultural contexts would moderate the relationship between ethical leadership and ethical behavior of individual members of global teams. Design/methodology/approach To test these assertions, a survey study was conducted involving individual members of global teams in Australia (n=234). Findings Results demonstrate that perceived ethical leadership is positively and significantly related to an individual’s ethical behavior. Furthermore, results show that perceived leader’s CQ serves as a moderator in strengthening the relationship between perceived ethical leadership and individual member’s display of ethical behavior. Originality/value This study fills the gaps in the literature by examining ethical behavior of individual members of culturally diverse teams and the role that leaders play in influencing their individual display of ethical behavior. Such knowledge can provide insights particularly for human resource practitioners on how to effectively generate and ensure the display of ethical behavior in contexts that are culturally diverse like in global teams.
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Dandekar, Dharmesh. "Concepts of political leadership: рhilosophical-anthropological and socio-cultural measurements." Grani 23, no. 3 (March 5, 2020): 73–81. http://dx.doi.org/10.15421/172027.
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The article reveals a conclusion that a significant number of approaches to understanding the phenomenon of a political leadership have been formed based on the presence of a significant number of studies on the problem of political leadership. They take into account a large number of factors that characterize the personality of a leader in the political, socio-economic, legal, religious and cultural spheres.The article analyzes the problem of political leadership in the works of such scientists as: N. Machiavelli, J. Dewey, F. Nietzsche, G. Storozheva, A. Priyatelchuk, S. Siegele, G. Lebon, G. Tard, Z. Freud, L. Edinger, Y. Jennings, S. Hook, M. Weber, T. Adorno, G. Marcuse, E. Fromm, K. Friedrich, G. Page, M. Samimi, B. Buyak, G. Grinlif, K. Hodgkinson, G. Fairholm, T., S. Kuchmarskikh, G. Hilmen, T. Fittssimen, A. Morozov, N. Gorbacheva, B. Bujak, A. Traverse, A. Pakhareva, N. Tkach and others.Despite the variety and variability of methodological approaches to understanding leadership, it is still necessary to conceptualize them.It is revealed that one of the most productive approaches to understanding the essence of political leadership is its interpretation based on value and socio-cultural orientations in the development of the individual and society, in general.It is clarified that the study of the category "personality"plays an important role within the socio-cultural approach to understanding of leadership. In addition, socio-cultural approach provides research on leadership through the prism of identifying individual, social communities and society as a whole in special forms of activity.The relevance of the socio-cultural approach is also explained by the fact that it allows the use of interdisciplinary research, opening a wide field for the possibility of developing a synthetic theory of political leadership.
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Benoliel, Pascale, and Anat Barth. "The implications of the school’s cultural attributes in the relationships between participative leadership and teacher job satisfaction and burnout." Journal of Educational Administration 55, no. 6 (September 4, 2017): 640–56. http://dx.doi.org/10.1108/jea-10-2016-0116.
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Purpose As a result of continuous reforms, increased emphasis has been placed on participative leadership as a means to improving school and teacher outcomes. However, along with the benefits of participative leadership comes the potential for strain and burnout, which stem from work intensification. Applying the implicit leadership theory and the conservation of resources theory, the purpose of this paper is to propose that differences in school’s cultural attributes will influence the emergence of participative leaders and their influence on teachers’ outcomes of job satisfaction and burnout. Design/methodology/approach Data were collected by survey from a sample of 367 teachers in Israel. Findings First, the results of general linear model (GLM) analysis indicated significant differences in the teachers’ perceptions of participative leadership between schools characterized by different cultural attributes. Second, the results of GLM indicated significant differences in the effects of participative leadership on teacher burnout across schools characterized by different cultural attributes. Originality/value This study has implications for policies involving the design and implementation of leadership tools for school management. Although research has emphasized the relationship between stressful job conditions associated with shared decision making and teachers’ well-being and job satisfaction, the volume of comparative work in the educational field shedding light on the impact of school’s cultural attributes on this question is limited. This study may assist principals in making their schools both more effective and more responsive to teacher expectations.
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N. Amiot, Michelle, Jennifer Mayer-Glenn, and Laurence Parker. "Applied critical race theory: educational leadership actions for student equity." Race Ethnicity and Education 23, no. 2 (May 30, 2019): 200–220. http://dx.doi.org/10.1080/13613324.2019.1599342.
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Lo, Patrick, Bradley Allard, Na Wang, and Dickson K. W. Chiu. "Servant leadership theory in practice: North America’s leading public libraries." Journal of Librarianship and Information Science 52, no. 1 (September 10, 2018): 249–70. http://dx.doi.org/10.1177/0961000618792387.
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This study aims to understand the current North American public library directors’ views and perceptions of successful library leadership in the 21st century. It was carried out based around a series of semi-structured interviews with 10 top-level directors of public libraries in the United States and Canada, which were published in the book World’s Leading National, Public, Monastery and Royal Library Directors: Leadership, Management: Future of Libraries. The data collection method for this study consisted of narrative analysis of the 10 interviews utilizing Robert Greenleaf’s servant leadership theory, which highlights the leader’s desire to serve others first and foremost. With the current trends of increased globalization, digitization, and cultural diversity, among others, public libraries need to have leadership focused on creating shared-power environments encouraging collaboration. Analysis of these interviews showed that many of the directors’ responses were quite similar to the concepts discussed in servant leadership. The library directors, through their leadership philosophies, benefited in boosting team cohesion, fostering collaboration, increasing creativity, and promoting morality-centered self-reflection amongst leaders, thereby helping their libraries gain and maintain competitive advantage, and improving the overall ethical culture of their organizations. The results of this study would be of interest to library professionals interested in management as well as LIS students who want to understand how library directors view successful traits of library leadership.
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Lord, Robert G., Olga Epitropaki, Roseanne J. Foti, and Tiffany Keller Hansbrough. "Implicit Leadership Theories, Implicit Followership Theories, and Dynamic Processing of Leadership Information." Annual Review of Organizational Psychology and Organizational Behavior 7, no. 1 (January 21, 2020): 49–74. http://dx.doi.org/10.1146/annurev-orgpsych-012119-045434.
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We offer a comprehensive review of the theoretical underpinnings and existing empirical evidence in the implicit leadership and implicit followership theories domain. After briefly touching on the historical roots of information-processing approaches to leadership and leader categorization theory, we focus on current contextualized and dynamic perspectives. We specifically present neural network approaches and adaptive resonance processes that guide leadership perceptions. We further address measurement issues, emerging areas of study such as implicit leadership theories, and identity and cross-cultural issues. We offer specific avenues for future research in the form of a systematic list of unanswered research questions and further outline leadership development implications.
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Basuki, Nur. "Servant leadership behavior." Monas: Jurnal Inovasi Aparatur 3, no. 1 (July 8, 2021): 269–81. http://dx.doi.org/10.54849/monas.v3i1.68.
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This research is based on the reality of the high leadership achievements of the participants of the Supervisory Leadership Training (PKP) of the Human Resources Development Agency (BPSDM) of DKI Jakarta Province in 2020 and the length of change in one's leadership. This study aims to describe the servant leadership behavior of the alumni of Supervisory Leadership Training. This research departs from the perspective that leadership behavior is formed through social processes. The theory used as an analytical tool and to explain the leadership behavior of PKP alumni is the theory of social practice from Pierre Bourdieu. According to this theory, leadership behavior depends on the habitus, capital and arena of leaders. This qualitative research categorized as a case study was conducted on 19 purposively selected PKP alumni informants of the 2nd generation. Data were collected by written interview and analyzed by ideal type approach. Field findings show that the leadership behavior of alumni varies depending on the habitus formed, the capital they have and the arena that surrounds them. In conclusion, the informants have behaviors that are in accordance with the characteristics of servant leadership. Informants have a new leadership habitus and a confirmed habitus of the existing leadership practice. The informants also have a variety of capital in the form of social, cultural, economic and symbolic capital. Finally, there are two kinds of arenas owned by the informants, namely the arena of the Official Responsible for Technical Activities (PPTK) and the arena of the Budget User Authority (KPA). As a recommendation, this research is continued with a phenomenological approach to dig deeper into leadership serving the informants.
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Ahmad, Saima, Syed Fazal-e-hasan, and Ahmad Kaleem. "Is the meaning of ethical leadership constant across cultures? A test of cross-cultural measurement invariance." International Journal of Manpower 41, no. 8 (April 28, 2020): 1323–40. http://dx.doi.org/10.1108/ijm-02-2019-0079.
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PurposeThis paper empirically addresses the question of whether the meaning of ethical leadership is constant across cultures. Drawing on the implicit leadership theory (ILT), we examine whether people in Australia and Pakistan respond to perceived ethical leadership in a similar or different manner. By comparing employees' interpretation of the key attributes associated with ethical leadership, we advance construct-specific knowledge in cross-national contexts.Design/methodology/approachSince meaningful cross-country comparisons of a research construct require an equivalent measurement of it, we examine the issue of cross-cultural measurement invariance of ethical leadership. Specifically, this study explores the configural, metric and scalar invariance of ethical leadership by obtaining data from matched international samples.FindingsThe findings broadly support cross-cultural generalisability of the construct's meaning and cross-cultural transferability of the ethical leadership scale (ELS). They suggest that measures of ethical leadership constructs should be used in different cultures with caution because significant differences may exist at the item level.Originality/valueThis study provides cross-cultural endorsement to the construal of ethical leadership by presenting evidence that supports convergence in the construct's meaning across Eastern and Western cultures. The study has enhanced the construct validity of ethical leadership through the use of the refined multiple-sample analytical approach. Previous studies have assumed that measures of ethical leadership are invariant across various contexts. However, this is the first study to employ a robust methodological technique (metric and path invariance) that demonstrates the significant difference between each item and path and generalises the validity of ethical leadership construct and its measures by using international samples.
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Gibbs, Leanne. "“That’s your right as a human isn’t it?” The emergence and development of leading as a socially-just practice in early childhood education." Australasian Journal of Early Childhood 45, no. 4 (October 21, 2020): 295–308. http://dx.doi.org/10.1177/1836939120966093.
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This article reports on an Australian study of the emergence and development of leadership that supports children’s rights and their access to high-quality early childhood education (ECE). The qualitative study contributes to a growing body of research on ECE leadership practice; specifically, the area of site-based leadership cultivation and development. Complexity leadership theory was used to situate leadership within the Australian ECE context; accounting for the competing purposes of high-quality education programs and for the complex array of practices required for leadership to be effective. Additionally, the theory of practice architectures was employed as an analytical tool. The theory of practice architectures helped to identify socially-just leadership practices that uphold children’s rights, and to understand the organisational arrangements that enabled and constrained those practices within each site. Study findings illuminate how leadership can be cultivated and developed in ECE. As a result of the study, organisations are encouraged to create the cultural-discursive, material-economic and social-political arrangements that shape leadership within ECE sites. The paper argues for the development of ECE leadership as a socially-just practice, that upholds the rights of children and their access to high-quality early childhood education.
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Subedi, Sudarshan, Colin MacDougall, Darlene McNaughton, Udoy Saikia, and Tara Brabazon. "Leadership development among public health officials in Nepal: A grounded theory." PLOS ONE 16, no. 11 (November 5, 2021): e0259256. http://dx.doi.org/10.1371/journal.pone.0259256.
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Leadership in public health is necessary, relevant, and important as it enables the engagement, management, and transformation of complex public health challenges at a national level, as well as collaborating with internal stakeholders to address global public health threats. The research literature recommends exploring the journey of public health leaders and the factors influencing leadership development, especially in developing countries. Thus, we aimed to develop a grounded theory on individual leadership development in the Nepalese context. For this, we adopted constructivist grounded theory, and conducted 46 intensive interviews with 22 public health officials working under the Ministry of Health, Nepal. Data were analysed by adopting the principles of Charmaz’s constructivist grounded theory. The theory developed from this study illustrates four phases of leadership development within an individual–initiation, identification, development, and expansion. The ’initial phase’ is about an individual’s wishes to be a leader without a formal role or acknowledgement, where family environment, social environment and individual characteristics play a role in influencing the actualisation of leadership behaviours. The ’identification phase’ involves being identified as a public health official after having formal position in health-related organisations. The ’development’ phase is about developing core leadership capabilities mostly through exposure and experiences. The ’expansion’ phase describes expanding leadership capabilities and recognition mostly by continuous self-directed learning. The grounded theory provides insights into the meaning and actions of participants’ professional experiences and highlighted the role of individual characteristics, family and socio-cultural environment, and workplace settings in the development of leadership capabilities. It has implications for academia to fulfill the absence of leadership theory in public health and is significant to fulfill the need of leadership models grounded in the local context of Asian countries.
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Bean, Erik. "Autoethnography of the Cultural Competence Exhibited at an African American Weekly Newspaper Organization." Issues in Informing Science and Information Technology 16 (2019): 153–64. http://dx.doi.org/10.28945/4309.
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Aim/Purpose: Little is known of the cultural competence or leadership styles of a minority owned newspaper. This autoethnography serves to benchmark one early 1990s example. Background: I focused on a series of flashbacks to observe an African American weekly newspaper editor-in-chief for whom I reported to 25 years ago. In my reflections I sought to answer these questions: How do minorities in entrepreneurial organizations view their own identity, their cultural competence? What degree of this perception is conveyed fairly and equitably in the community they serve? Methodology: Autoethnography using both flashbacks and article artifacts applied to the leadership of an early 1990s African American weekly newspaper. Contribution: Since a literature gap of minority newspaper cultural competence examples is apparent, this observation can serve as a benchmark to springboard off older studies like that of Barbarin (1978) and that by examining the leadership styles and editorial authenticity as noted by The Chicago School of Media Theory (2018), these results can be used for comparison to other such minority owned publications. Findings: By bringing people together, mixing them up, and conducting business any other way than routine helped the Afro-American Gazette, Grand Rapids, proudly display a confidence sense of cultural competence. The result was a potentiating leadership style, and this style positively changed the perception of culture, a social theory change example. Recommendations for Practitioners: For the minority leaders of such publications, this example demonstrates effective use of potentiating leadership to positively change the perception of the quality of such minority owned newspapers. Recommendations for Researchers: Such an autoethnography could be used by others to help document other examples of cultural competence in other minority owned newspapers. Impact on Society: The overall impact shows that leadership at such minority owned publications can influence the community into a positive social change example. Future Research: Research in the areas of culture competence, leadership, within minority owned newspapers as well as other minority alternative publications and websites can be observed with a focus on what works right as well as examples that might show little social change model influence. The suggestion is to conduct the research while employed if possible, instead of relying on flashbacks.
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Schneider, Andreas, and Tobias Schröder. "Ideal Types of Leadership as Patterns of Affective Meaning." Social Psychology Quarterly 75, no. 3 (July 5, 2012): 268–87. http://dx.doi.org/10.1177/0190272512446755.
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We propose that macro-level ideal types of leadership, as described in the classic work of Max Weber and reflected in the contemporary management literature, are mirrored in micro-level affective meanings. Within Osgood’s three-dimensional affective space, we identify specific patterns corresponding to leadership styles: people evaluate authoritative/transactional leadership as positive, powerful, and neither passive nor active. Charismatic/transformational leadership is perceived as equally positive and powerful but involves a much higher degree of activity-arousal. Finally, coercive leadership is negative, powerful, and active. Based on Heise’s cybernetic symbolic-interactionist affect control theory, we compare cultural representations of business managers in the United States and Germany at different points in time. We demonstrate a shift from transactional to charismatic leadership in the U.S. manager stereotype and a contrasting consolidation of coercive leadership expectations in Germany. We discuss implications for (1) cross-cultural communication and (2) affective meaning as indicator of social change.
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Walsh, Gianfranco. "Relationships among immigrant consumers' cultural orientation, innovativeness and opinion leadership." International Marketing Review 39, no. 1 (November 15, 2021): 80–104. http://dx.doi.org/10.1108/imr-03-2021-0141.
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PurposeThis research examines the direct and indirect effects of immigrant consumers' (heritage vs host) cultural orientation on their opinion leadership, in relation to heritage versus host culture peers. In addition to examining the potential mediation of different exhibitions of innovativeness, the research tests whether the relative size of the immigrant population in a country might affect the relationship of consumers' cultural orientation and opinion leadership.Design/methodology/approachTests of the theoretical arguments rely on data from three samples of more than 1,000 consumers collected from Russian immigrants to three countries–Israel, Germany and the United States.FindingsThis study offers broad support for the foundational theorizing, in that the findings confirm a mediating role of consumer innovativeness. Cultural orientation relates directly to opinion leadership, though only in two countries with a relatively small (Russian) immigrant population, that is, Germany and the United States. Accordingly, these findings have pertinent theoretical and practical implications.Originality/valueLittle research centers on opinion leaders among immigrant consumer segments or details the antecedents of opinion leadership relative to ethnic and immigrant consumer segments. This study contributes to marketing theory and practice by investigating immigrants from Russia who have migrated to Israel, Germany or the United States and by elucidating whether and to what extent their heritage versus host culture orientations exert indirect (via innovativeness) or direct impacts on their opinion leadership, expressed toward heritage and host culture peers.
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Chai, Dae Seok, Shinhee Jeong, and Baek-Kyoo Joo. "The multi-level effects of developmental opportunities, pay equity, and paternalistic leadership on organizational commitment." European Journal of Training and Development 44, no. 4/5 (February 10, 2020): 405–24. http://dx.doi.org/10.1108/ejtd-09-2019-0163.
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Purpose The purpose of this study is to examine the effects of developmental opportunities and perceived pay equity-and paternalistic leadership on affective organizational commitment and the moderating role of paternalistic leadership at the team level in a Korean context. Design/methodology/approach Hierarchical linear modeling with a two-level design was used to analyze data collected from 844 employees and 59 work teams. Findings The study identified that developmental opportunities and perceived pay equity were significantly associated with affective organizational commitment. However, paternalistic leadership was not significantly related to affective organizational commitment. The results also showed that the moderation effect of paternalistic leadership on the relationship between pay equity and organizational commitment was non-significant, and paternalistic leadership moderated the relationship between developmental opportunities and organizational commitment. In particular, the relationship of developmental opportunities with organizational commitment became weaker when the supervisor’s paternalistic leadership was stronger. Research limitations/implications The results of this study supported the applicability of organizational support theory and previous empirical studies supporting the relationships between human resource (HR) practices and commitment, particularly in the Korean cultural context. The results have several practical implications for employers, mangers and HR practitioners in an East Asian cultural context. Originality/value This study extends the body of knowledge in leadership research by investigating the influences of two key factors of HR practices and a Confucianism-based indigenous leadership theory on organizational commitment. More importantly, the results can guide future cross-national or cross-organizational studies exploring the relationships among leadership, organizational culture and organizational effectiveness. This study also offers clearer empirical evidence for why and how developmental opportunities and perceived pay equity need to be enhanced in an East Asian cultural context.
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Wang, Shuman, and Yao Ma. "Compare Leadership Characteristics of CEOs in Chinese Hospitality Industry: A Case Study of Zhang Yong and Sun Jian." Business and Management Research 9, no. 4 (October 30, 2020): 1. http://dx.doi.org/10.5430/bmr.v9n4p1.
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In recent years, the influence of the leadership style and characteristics under the local cultural background on employees’ attitudes and behaviors has attracted the attention of scholars at home and abroad. With rapid development, China’s catering and hotel industry has produced a number of well-known and influential leaders, such as Zhang Yong and Sun Jian. In this study, Zhang and Sun are selected as the research objects to explore the unique leadership styles and characteristics of entrepreneurs who grew up under the local cultural background. Based on grounded theory, this qualitative study compares and analyzes the characteristics of the two leaders. It conclude that Zhang has a paternalistic leadership style and Sun has a transformational leadership style with Chinese characteristics.
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Singh, Niti, and Venkat R. Krishnan. "Towards Understanding Transformational Leadership in India: A Grounded Theory Approach." Vision: The Journal of Business Perspective 9, no. 2 (April 2005): 5–17. http://dx.doi.org/10.1177/097226290500900203.
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An important factor that contributes to successful organizational transformation is leadership. Transformational leaders take strategic decisions and give shape to such changes, thereby ensuring that their organizations stay competitive. While the core of transformational leadership is universal, timeless and immanent, its behavioural manifestations, however, differ across cultures. This paper attempts to take a preliminary look at those behavioural manifestations of transformational leadership that are unique to Indian culture, most of which have been drawn from Singh and Bhandarker's (1988) model. After using the grounded theory method for data generation, 1617 response sets obtained from 250 working managers were content analyzed. Results show that the universal dimension of transformational leadership constitutes 44 per cent of the responses, while culture-specific dimensions constitute the rest. The 56 per cent Indian cultural dimensions have been operationalized through seven sub-dimensions, ‘Nurturant’ (20 per cent), ‘Personal Touch’ (13 per cent), ‘Expertise’ (7 per cent), ‘Simple-Living-High-Thinking’ (7 per cent), ‘Loyalty’ (4 per cent), ‘Self-Sacrifice’ (3 per cent), and ‘Giving Model of Motivation’ (2 per cent). The paper concludes by discussing the importance of recognizing culture-specific manifestations for leading change.
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Wulf, Alexander J. "Uncertainty as a Challenge for Leadership." Paragrana 24, no. 1 (August 1, 2015): 80–93. http://dx.doi.org/10.1515/para-2015-0008.
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AbstractThis essay develops an entrepreneur-oriented theory of risk-taking and innovation that is used to examine the different leadership styles of family business owners. This theory is based on the works of Schumpeter, who mainly focussed on the potential of supply in the competition for innovation, and the works of Hayek, who emphasized the importance of demand in this competition. By combining these two theories, a comprehensive understanding of economic innovation processes is presented. In the subsequent empirical section of the essay, these theoretical ideals of supply-oriented and demand-oriented innovators will be examined for what they look like in practice. Data from India and Japan is analysed in this explorative empirical research to examine the influence of cultural, social and legal norms on entrepreneurial risk-taking and innovation behaviour. The perspectives on “foreign cultures” expand our understanding of management in a way that encourages innovation- friendly entrepreneurship.
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Jenkins, Toby S. "Culture, Leadership, and Activism: Translating Fink’s Taxonomy of Significant Learning into Pedagogical Practice." Multicultural Learning and Teaching 11, no. 1 (March 1, 2016): 113–30. http://dx.doi.org/10.1515/mlt-2013-0018.
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AbstractThrough the article, I share the theoretical foundations, structure, knowledge acquisition, and outcomes of a cultural leadership course. The process for course development integrates several theories and research methods into practice: L. Dee Fink’s Taxonomy of Significant Learning, Feminist Theory, Critical Race Theory, and Portraiture/Phenomenology. This course has been piloted at two universities and represents a partnership between the Student Affairs Division and the College of Humanities & Social Sciences at both institutions. This article explores the importance of culture, examines knowledge production on leadership outside of traditional academic venues, and paints a portrait of culture and leadership in the lives of college students.
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Nurmayanti, Poppy, Evi Suryawati, Yohannes Firzal, Sinta Ramaiyanti, and Yusni Maulida. "MODEL KONSEPTUAL KEPEMIMPINAN, GENDER, DAN DIVERSITAS." Jurnal EL-RIYASAH 12, no. 1 (July 28, 2021): 1. http://dx.doi.org/10.24014/jel.v12i1.13151.
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This paper presents a conceptual model on leadership, gender, and diversity toward decision making with using role congruity theory. This paper also explore generally whether and why gender may matter for leadership and evaluate views on a feminine/masculine in effectiveness leadership. Recently, considerations of gender and diversity have predominantly focused on differences and similarities between female and male leaders that results from the difference between stereotypes and leadership stereotype. These difference exist worldwide and globalization of management brings to the need to examine this stereotype phenomenon in cross cultural area.