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Artículos de revistas sobre el tema "Cross-cultural leadership"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 25 de julio de 2025

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1

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

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2

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

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3

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

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4

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

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5

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

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6

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

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7

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

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Purpose – The purpose of this paper is to explore leadership styles and patterns in India, Indonesia, Pakistan, and the USA in order to contribute to a greater understanding of global leadership. Design/methodology/approach – The paper uses cultural mythologies as a lens (Kessler and Wong-MingJi, 2009a) to extract the most favored leadership traits within selected countries. In doing so, the paper explores historical trajectories and core values of each country to identify their distinctive characteristics. Additionally, leadership styles of well-known business leaders in each culture are exam

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8

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

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9

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

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10

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

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11

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

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Strategies for the development of Christian leaders in cross-cultural ministry tend to focus on communicating essential knowledge and skills, yet the need to facilitate growth in godly character is arguably of greater importance. Throughout his writings the Apostle Paul regularly presents himself as a model to be imitated by his readers. Careful consideration of his use of imitation reveals an invaluable approach to the development of core gospel values in emerging leaders today. In cross-cultural leadership development this will require contextualization of both the developmental relationship

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12

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

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13

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

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14

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

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15

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

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

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17

Perdana, Regy Citra, Ana Yuliana, Yosart Adi Suyoso, Muhammad Risqi Agustino, and Ratna Sari. "Cross-Cultural and Inter-Cultural Leadership Approaches in Asian and Western Countries." Business Innovation and Entrepreneurship Journal 4, no. 4 (2022): 321–25. https://doi.org/10.35899/biej.v4i4.140.

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ABSTRACT This study aims to determine cross-cultural leadership between countries in Asia and in western countries, this is because leaders have subordinates consisting of different cultures, ethnicities, social status, and citizenship. Culture, values, norms, and ethics have an influence on the attitude of a leader in behavior. Although there are many differences in culture, attitudes, and language used in behaving as a leader, many studies have shown similarities in leadership between western countries and countries in Asia. These similarities are shown in the same perception about leadershi

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18

Huang, Liangwei. "Leadership Enhancement in Cross-Cultural Management - From the Cultural Dimension." Communications in Humanities Research 23, no. 1 (2023): 70–74. http://dx.doi.org/10.54254/2753-7064/23/20230717.

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From the perspective of cultural dimension, this paper discusses the importance of cross-cultural management for business leaders and how to enhance cross-cultural leadership in the context of globalisation. Firstly, it proposes to cultivate cross-cultural awareness and multicultural wisdom so that business leaders can reduce misunderstanding and cultural conflicts and enhance team cohesion. Secondly, establishing effective cross-cultural communication is proposed to promote co-operation, enhance influence and create a positive work environment. In addition, adopting appropriate cross-cultural

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19

Chengere, Kedir, and Mitiku Bekele. "Cross-Cultural Leadership and Diversity: A Comprehensive Literature Review." Science Innovation 12, no. 6 (2024): 109–12. http://dx.doi.org/10.11648/j.si.20241206.14.

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This comprehensive literature review explores the concepts, challenges, and strategies associated with cross-cultural leadership and diversity. The review synthesizes research on leadership within diverse cultural contexts, emphasizing the importance of cultural intelligence, inclusive leadership, and effective diversity management in enhancing organizational performance. Key areas examined include the ethical and moral dimensions of leadership, cross-cultural leadership models, and the impact of diversity on organizational success. The review also addresses specific challenges in cross-cultur

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20

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

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Purpose A common conception is that transformational, transactional, and other types of leaders implement similar time management skills; however, this paper aims to state that this is not true to a very large extent. Design/methodology/approach The characteristics of transactional, transformational, and other leadership styles are defined, while the popular and latest time management principles are incorporated with this description. There are eight time management categories, and this paper connects the respective categories to nine leadership styles based on each style’s nature. Cross-cultu

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21

Shi, Shuisheng, and Jason D. Shaw. "The Cross-Cultural Generalizability of Paradoxical Leadership." Academy of Management Proceedings 2017, no. 1 (2017): 15546. http://dx.doi.org/10.5465/ambpp.2017.15546abstract.

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22

Paramova, Petia, and Herbert Blumberg. "Cross-cultural variation in political leadership styles." Europe’s Journal of Psychology 13, no. 4 (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 (

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23

Murata, Fortune Mwenje. "Cross-cultural leadership for global construction projects." Proceedings of the Institution of Civil Engineers - Management, Procurement and Law 166, no. 5 (2013): 240–48. http://dx.doi.org/10.1680/mpal.12.00014.

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24

Alves, José C., Kathi J. Lovelace, Charles C. Manz, Dmytro Matsypura, Fuminori Toyasaki, and Ke (Grace) Ke. "A cross‐cultural perspective of self‐leadership." Journal of Managerial Psychology 21, no. 4 (2006): 338–59. http://dx.doi.org/10.1108/02683940610663123.

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25

Houghton, Jeffery D., Andrew Carnes, and Christopher N. Ellison. "A Cross-Cultural Examination of Self-Leadership." Journal of Leadership & Organizational Studies 21, no. 4 (2013): 414–30. http://dx.doi.org/10.1177/1548051813515753.

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26

Grisham, Thomas. "Metaphor, poetry, storytelling and cross‐cultural leadership." Management Decision 44, no. 4 (2006): 486–503. http://dx.doi.org/10.1108/00251740610663027.

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27

Hanges, Paul J., Juliet R. Aiken, Joo Park, and Junjie Su. "Cross-cultural leadership: leading around the world." Current Opinion in Psychology 8 (April 2016): 64–69. http://dx.doi.org/10.1016/j.copsyc.2015.10.013.

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28

Nguyen, Nhu T. B., and Katsuhiro Umemoto. "Understanding leadership for cross-cultural knowledge management." Journal of Leadership Studies 2, no. 4 (2009): 23–35. http://dx.doi.org/10.1002/jls.20078.

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29

Kajal Bhadoriya, Kajal Bhadoriya, and Dr Rahul Kushwah Dr Rahul Kushwah. "Cross-Cultural Management Challenges in Multinational Corporations." International Journal of Business and Management Invention 14, no. 6 (2025): 76–84. https://doi.org/10.35629/8028-14067684.

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In an era of rapid globalization, multinational corporations (MNCs) are increasingly reliant on culturally diverse teams to maintain their competitive advantage. However, cultural diversity presents a complex matrix of challenges in communication, leadership, conflict resolution, and employee expectations. This study investigates the cross-cultural management challenges faced by MNCs using a mixed-methods approach. Combining qualitative interviews and focus groups with a quantitative survey of 300 employees across diverse cultural backgrounds, the research identifies key variables influencing

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30

Taqwiem, Ahsani, Yulian Arpianto, Faradina ., Lita Luthfiyanti, and Pipit Aprilia Susanti. "Cross-Cultural Leadership Models in Global Education Systems Implications for Policy and Practice." International Journal of Religion 5, no. 11 (2024): 7343–53. http://dx.doi.org/10.61707/1zwc2a56.

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Cross-cultural leadership has emerged as a critical factor in the effectiveness of global education systems, where diverse cultural contexts demand adaptive leadership models. This article reviews existing literature to explore various cross-cultural leadership frameworks and their implications for policy and practice in educational settings. By analyzing theoretical perspectives and empirical studies, the article highlights the challenges and opportunities of implementing cross-cultural leadership within global education systems. The findings suggest that successful leadership models are thos

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31

Shapovalova, Inga. "Development of effective leadership in a cross-cultural space." Ukrainian Journal of Applied Economics and Technology 8, no. 3 (2023): 236–40. http://dx.doi.org/10.36887/2415-8453-2023-3-35.

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The purpose of the article is to analyze the features of the formation of an effective personnel management mechanism based on the consideration of leadership theory with an emphasis on companies operating in a cross-cultural space. The initial thesis of the study was the statement about the multivariate nature of cultural spaces, which, based on the leading values, determine the behavior of their bearers. It was determined that the leading concept of personnel management, considering the cultural validity of leadership, is cross-cultural management. The practice and leadership styles were stu

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32

Rogito, Jeremiah M., and Geoffrey Nyamota. "Cross-cultural differences in leadership and management of agricultural projects in Africa." Journal of Innovations and Sustainability 6, no. 2 (2022): 01. http://dx.doi.org/10.51599/is.2022.06.02.01.

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Purpose. The paper explores leadership in the face of cross-cultural differences in the management of agricultural projects in Africa. Cross-cultural differences are a result of the diversity of cultures. The differences are especially in behaviors, attitudes, functioning, and communication in the management of agricultural projects across Africa. Results. Cultural varieties are observed in the leadership of agricultural projects based on the leadership style of the manager or leader. The leadership styles range from servant leadership, and charismatic to transformational leadership, the

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33

Dr. Khurram Ellahi Khan, Muhammad Abdullah, and Dr. Shaheer Ellahi Khan. "Iqbal's Philosophy and Norse Leadership: A Cross-Cultural Exploration." Social Science Review Archives 3, no. 2 (2025): 1843–51. https://doi.org/10.70670/sra.v3i2.802.

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This research explores the leadership traits of Ragnar Lothbrok and Uhtred of Bebbanburg through the lens of Allama Muhammad Iqbal's philosophy of Khudi. By analyzing these figures from Western historical and fictional narratives, the study bridges Eastern and Western perspectives on leadership. Key findings include the significance of Khudi (self-development) for effective leadership, the importance of courage, resilience, and ethical conduct, and the role of vision, purpose, and cultural understanding. The research culminates in a proposed framework for leadership development that integrates

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34

Mahmoud, Rahma Salwan, Saif Ali Kamil, Moroj Mohammed, and Zainab Jali Madhi. "Cross-Cultural Leadership Approaches for Managing Diverse Workforces Globally." Journal of Ecohumanism 3, no. 5 (2024): 682–99. http://dx.doi.org/10.62754/joe.v3i5.3931.

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Background: In the ever-evolving global business landscape, companies are faced with diverse employees from different cultural backgrounds. Effective leadership is essential for overseeing such diversity, as it impacts organizational unity, efficiency, and overall achievements. Objective: The article aims to investigate leadership strategies from different cultures that can be used to effectively oversee diverse teams worldwide. It aims to discover important leadership tactics that support inclusivity, improve team effectiveness, and nurture a positive organizational environment. Methods: A th

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35

Serrie, Hendrick. "Training Chinese Managers for Leadership: Six Cross-Cultural Principles." Practicing Anthropology 21, no. 4 (1999): 35–41. http://dx.doi.org/10.17730/praa.21.4.c3175321268u3778.

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I deas of leadership and of what constitutes leadership behavior represent one of the most difficult intercultural challenges within American joint ventures in the People's Republic of China. Chinese and Americans have acquired such contrasting sets of cultural understandings about leadership, each set backed by an impressive history, tradition, and body of literature, that at times they seem unalterably opposed.

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36

Sertel, Gülsüm, Engin Karadag, and Hatice Ergin-Kocatürk. "Effects of leadership on performance: A cross-cultural meta-analysis." International Journal of Cross Cultural Management 22, no. 1 (2022): 59–82. http://dx.doi.org/10.1177/14705958221076404.

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We investigated the correlation between leadership types and performance in different national cultural contexts and across sectors through a meta-analysis of 79 studies published between 1995 and 2020 using a random effects model. Although the analysis indicated that the type of leadership has only a medium-level effect on performance, our moderator analysis of the national culture variable found that the effect of leadership on performance was significantly higher in vertical-collectivist cultures, in healthcare and production and for the democratic leadership type. Our results also indicate

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37

Varma, Pooja, Santosh Singh, Ashok Kr Sharma, and Shivangi Bansal. "Cross-Cultural Leadership Approaches and Their Influence on Community Health Quality of Life Metrics." Health Leadership and Quality of Life 1 (December 30, 2022): 141. https://doi.org/10.56294/hl2022141.

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Introduction: This study sought to explore the effect of cross-cultural leadership models on community health quality of life indicators. Increasing diversity in communities and a demand for leaders in healthcare to be culturally competent have aroused interest in researching the relationship between cultural leadership models and health outcomes in communities. Methods: A thorough literature review was performed to find previous research on cross- cultural leadership and community health QOL metrics. A search of peer–reviewed literature from 2000 to 2020 focusing on leadership approaches in v

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38

Усенова, Н. Э., та Кунь Ли. "КРОСС-КУЛЬТУРНОЕ ПРЕПОДАВАНИЕ В МЕЖКУЛЬТУРНОМ ОБРАЗОВАНИИ ИНОСТРАННЫХ СТУДЕНТОВ". Vestnik Bishkek state university af K Karasaev 67, № 1 (2024): 97–103. http://dx.doi.org/10.35254/bsu/2024.67.14.

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The study investigated foreign student teaching conditions through cross-cultural interactions with modern educators. Notably, the authors employed a two-fold framework of cross-cultural education: objective and subjective. Objective factors encompass external variables like curriculum structure, teaching mechanisms, academic environment, literacy, teacher attitudes, research skills, teaching style, and leadership level. The study also identified student motivation, attitude, ability, cultural differences, conflict resolution strategies, and cross-cultural communication skills as influential e

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Mittal, Rakesh, and Steven M. Elias. "Social power and leadership in cross-cultural context." Journal of Management Development 35, no. 1 (2016): 58–74. http://dx.doi.org/10.1108/jmd-02-2014-0020.

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Purpose – The purpose of this paper is to examine how the exercise of power by leaders is impacted by cultural factors. The authors present a conceptual framework to examine the interaction of various cultural dimensions with harsh and soft power bases, thereby delineating the cross-cultural appropriateness of various power bases that may be tapped by organizational leaders. Design/methodology/approach – Compatibility of each cultural dimension with harsh of soft power bases is conceptually examined, in the context of Raven’s power interaction model of interpersonal influence. Findings – Soft

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40

Normore, Anthony H., Kamal Hamdan, and M. C. Esposito. "A cross-cultural perspective on leadership development programmes." Journal of Educational Administration and History 51, no. 1 (2019): 1–4. http://dx.doi.org/10.1080/00220620.2018.1508129.

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41

Lakshman, C. "Biculturalism and attributional complexity: Cross-cultural leadership effectiveness." Journal of International Business Studies 44, no. 9 (2013): 922–40. http://dx.doi.org/10.1057/jibs.2013.36.

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42

Choromides, Constantinos. "Leadership and Change Management: A Cross-Cultural Perspective." International Journal of Entrepreneurial Behavior & Research 24, no. 2 (2018): 575–78. http://dx.doi.org/10.1108/ijebr-03-2018-428.

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43

Caligiuri, Paula, and Ibraiz Tarique. "Dynamic cross-cultural competencies and global leadership effectiveness." Journal of World Business 47, no. 4 (2012): 612–22. http://dx.doi.org/10.1016/j.jwb.2012.01.014.

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44

Silverthorne, Colin. "Leadership effectiveness and personality: a cross cultural evaluation." Personality and Individual Differences 30, no. 2 (2001): 303–9. http://dx.doi.org/10.1016/s0191-8869(00)00047-7.

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Yan, Jun, and James G. Jerry Hunt. "A Cross Cultural Perspective on Perceived Leadership Effectiveness." International Journal of Cross Cultural Management 5, no. 1 (2005): 49–66. http://dx.doi.org/10.1177/1470595805050824.

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46

Kamwiyo, Martha Kanchiputu, and Prof Musa Nyakora. "Exploring the Role of Leaders in Cross-Cultural Contexts in Seventh-Day Adventist Institutions in Malawi." International Journal of Research and Innovation in Social Science VIII, no. I (2024): 408–16. http://dx.doi.org/10.47772/ijriss.2024.801030.

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The article has a critical impact on SDA institutions with a diverse workforce, therefore, leaders and employees in Adventist institutions must be oriented to cross-culture behaviors, making the organizations achieve its goals. The responsibility of the leaders is to define, teach, measure, and reward the type of culture they want to adopt. Organizations that practice cross-cultural behaviors become accommodative to all cultures, and employees have positive attitudes towards each other and have outstanding performance. The gap of lack of culturally oriented leaders in the institutions must be

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47

Pandey, Madhukar. "Cultural collisions: the struggle for recognition in a cross-cultural workplace." Emerald Emerging Markets Case Studies 15, no. 2 (2025): 1–17. https://doi.org/10.1108/eemcs-08-2024-0358.

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Learning outcomes Analyze: Examine the role of cultural fit in job satisfaction and organizational effectiveness, using theoretical frameworks such as Hofstede’s Cultural Dimensions and Person–Organization Fit Theory. Analyze how ShowVista’s opaque decision-making and performance metrics, leadership communication and recognition practices influenced Brown’s engagement and performance. Evaluate: Assess the impact of recognition, or the lack thereof, on employee motivation and retention using Herzberg’s Two-Factor Theory and Self-Determination Theory. Create: Design actionable strategies for Bro

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48

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 (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/methodol

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49

Ekene Ezinwa Nwankwo, Damilola Emmanuel Ogedengbe, James Olakumle Oladapo, Oluwatobi Timothy Soyombo, and Chinwe Chinazo Okoye. "Cross-cultural leadership styles in multinational corporations: A comparative literature review." International Journal of Science and Research Archive 11, no. 1 (2024): 2041–47. http://dx.doi.org/10.30574/ijsra.2024.11.1.0273.

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This review explores the dynamic landscape of cross-cultural leadership styles within multinational corporations (MNCs). As organizations expand globally, understanding the intricate interplay of cultural nuances on leadership becomes imperative for sustainable success. This study delves into existing research to compare and contrast various cross-cultural leadership styles prevalent in MNCs, aiming to provide insights into the complexities and challenges faced by leaders operating in diverse cultural contexts. The review identifies key cultural dimensions, such as individualism-collectivism,

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Eisenbeiß, Silke Astrid, and Felix Brodbeck. "Ethical and Unethical Leadership: A Cross-Cultural and Cross-Sectoral Analysis." Journal of Business Ethics 122, no. 2 (2013): 343–59. http://dx.doi.org/10.1007/s10551-013-1740-0.

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