This document proposes a framework to help multinational companies develop culturally appropriate leadership models for their subsidiaries operating in different countries. The framework involves identifying the cultural aspects that impact the workplace in the host country, the leadership practices associated with the host country's culture, and other contextual factors. Companies would use this framework to understand how the host country's culture shapes effective leadership and to develop models that fit with cultural values. The framework is presented as a multi-step process that companies can follow, with periodic reassessment to account for cultural changes over time. The document recommends using case study and action research methods to implement the framework.
Leadership Styles and Organisational Performance in Nigeria: Qualitative Pers...Dr. Amarjeet Singh
Organizations in different sectors of the Nigerian economy continue to record high cases of misappropriation, embezzlement, immoral and unethical practices, gratifications, high labour turnover, inability to meet basic required obligations, and employees’ dissatisfaction, which have further resulted in poor performance. The theoretical paper dwelled on the concepts of leadership styles as opined by several scholars in the literature and used these as springboards to arrive at elaborate ones that encapsulated all and introduced a range of common and contemporary models and approaches, including an addition of a cutting-edge competitive list to help managers discover, devise and adjust their individual management practice and style for navigation towards a sustainable organizational performance.
Antecedents of Organizational Commitment of Lecturer in South Sumaterainventionjournals
Theoretically it was predicted that leadership style and organizational culture have partially and simultaneously affected employees commitment to organization. Fwthermore, those factors i.e. leadership style, organizational culture and organizational commitment have impact on lecture performance, this research was conducted at Palembang, South Sumatera. This research was conducted by using descriptive quantitative approach with questionnaire as the data gathering instrument. In addition to that explanatory approach was carried out to get a deeper insight on the research phenomenon 325 samples was collected from 5 (five) participating universitir in South Sumatera, Palembang. Data analysis was carried out by using Structural Equation Modelling (SEM). The research found that all independent variables have a significant effect on dependent variables both partially and simultaneously. Simultaneously it was found that leadership style and organizational culture affected organizational commitment by R2 = 0.77 with the most significant factor was on organizational communication. This result shows that there are still 43% of other factors that affected on organizational commitment. The next result was also gathered simultaneously which is the effect of leadership style, organizational culture and organizational commitment on employees ’performance with R2 = 0.79 with the most significant factor was on organizational commitment. This result shows that there are still 51% of other factors thataffected on employees 'performance that needs to be looked into in further research.
The main objective of the current study is to investigate the effects of organizational culture on organizational health. Modern organizations are in a very intense competitive conditions and in order to survive, they need parameters which guarantee their survival. Therefore, the current study will investigate the significance of culture in this regard. Municipalities as one of the organizations providing urban services are in a position where it is possible to lose their impact due to the activities of other organizations. Accordingly, the statistical population selected for this study includes all the employees in Tehran Municipality. In order to gather the required data, after determining the sample size as 384 participants using Krejcie and Morgan table, standard questionnaire of Denison for culture (2000) and organizational health (2008) were used. The current study is a quantitative one carried out as a descriptive survey. The validity and reliability of the study are confirmed using appropriate methods. Finally, in order to test the hypotheses of the study, various descriptive and inferential statistical tests were used. It was found out that the organizational survival of Municipality was affected by various cultural parameters, among which compatibility had the highest impact.
Leadership Styles and Organisational Performance in Nigeria: Qualitative Pers...Dr. Amarjeet Singh
Organizations in different sectors of the Nigerian economy continue to record high cases of misappropriation, embezzlement, immoral and unethical practices, gratifications, high labour turnover, inability to meet basic required obligations, and employees’ dissatisfaction, which have further resulted in poor performance. The theoretical paper dwelled on the concepts of leadership styles as opined by several scholars in the literature and used these as springboards to arrive at elaborate ones that encapsulated all and introduced a range of common and contemporary models and approaches, including an addition of a cutting-edge competitive list to help managers discover, devise and adjust their individual management practice and style for navigation towards a sustainable organizational performance.
Antecedents of Organizational Commitment of Lecturer in South Sumaterainventionjournals
Theoretically it was predicted that leadership style and organizational culture have partially and simultaneously affected employees commitment to organization. Fwthermore, those factors i.e. leadership style, organizational culture and organizational commitment have impact on lecture performance, this research was conducted at Palembang, South Sumatera. This research was conducted by using descriptive quantitative approach with questionnaire as the data gathering instrument. In addition to that explanatory approach was carried out to get a deeper insight on the research phenomenon 325 samples was collected from 5 (five) participating universitir in South Sumatera, Palembang. Data analysis was carried out by using Structural Equation Modelling (SEM). The research found that all independent variables have a significant effect on dependent variables both partially and simultaneously. Simultaneously it was found that leadership style and organizational culture affected organizational commitment by R2 = 0.77 with the most significant factor was on organizational communication. This result shows that there are still 43% of other factors that affected on organizational commitment. The next result was also gathered simultaneously which is the effect of leadership style, organizational culture and organizational commitment on employees ’performance with R2 = 0.79 with the most significant factor was on organizational commitment. This result shows that there are still 51% of other factors thataffected on employees 'performance that needs to be looked into in further research.
The main objective of the current study is to investigate the effects of organizational culture on organizational health. Modern organizations are in a very intense competitive conditions and in order to survive, they need parameters which guarantee their survival. Therefore, the current study will investigate the significance of culture in this regard. Municipalities as one of the organizations providing urban services are in a position where it is possible to lose their impact due to the activities of other organizations. Accordingly, the statistical population selected for this study includes all the employees in Tehran Municipality. In order to gather the required data, after determining the sample size as 384 participants using Krejcie and Morgan table, standard questionnaire of Denison for culture (2000) and organizational health (2008) were used. The current study is a quantitative one carried out as a descriptive survey. The validity and reliability of the study are confirmed using appropriate methods. Finally, in order to test the hypotheses of the study, various descriptive and inferential statistical tests were used. It was found out that the organizational survival of Municipality was affected by various cultural parameters, among which compatibility had the highest impact.
Effect of Leadership Styles, Organizational Culture, and Employees Developme...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
The Influence of Leadership on Followers Performance among Bottle Water Compa...Dr. Amarjeet Singh
This study was to investigate the relationship
between leadership style and followers performance in the
bottle water companies in port Harcourt. In this study, we
have two variables leadership style as the independent
variable and followers performances as the dependent
variable, the methodology adopted were descriptive
research design to collect both primary and secondary data.
The population of this study consists of 100 (one hundred)
employees in the selected bottle water companies in Port
Harcourt. The instrument used for data collection was a
questionnaire in four point likert scale. 100 copies of
questionnaire were distributed to employees of selected
bottle water companies in Port Harcourt which 90 was
retrieved for the analysis. From the above it was discovered
that leadership styles have a positive impact on the
followers, but each have to be used strategically in different
environment in other to maximize employees performance.
It was recommended that organizations should empower
and motivate employees since this will ensure total loyalty
and increase their retention and productivity to the
organization.
Analyzing Correlation of Leadership Style with Organizational Maturity a Mili...inventionjournals
Management and leadership are the pillars of every organization and society. Advancement of technology, complexity and size of today’s organizations, and organizations’ continuous effort to gradually evolve their processes and achieve organizational maturity to gain competitive advantage and greater sustainability have highlighted the role of organizational leadership more than ever. Conducted in 2016, the present research is an attempt to determine the Correlation between Leadership Style and Organizational Maturity in a Military Organization .This research is an applied study in terms of objective, and a descriptivesurvey study with respect to data collection method. The statistical population included 150 personnel of a military organization. The data is collected using two questionnaires: the leadership style questionnaire and the organizational maturity questionnaire. The questionnaire's reliability is 0.98 using the Cronbach’s alpha for all dimensions of the questionnaire. A construct validity assessment is conducted to calculate the questionnaire’s validity, and results reflected validity of the research instrument (AVE>0.5). Data analysis is carried out through structural equations modeling in Smart PLS. Results revealed that the variance and path coefficients have significantly adequate values. Findings were also reflective of a significant Correlation between leadership style and organizational maturity of employees. However, a significant negative Correlation is observed between organization’s leadership goal setting and organizational maturity on the one hand, and leadership style and organizational maturity on the other. As a result, the research hypotheses were rejected. In addition, there is no Correlation between organizational maturity and leadership style, and thus the related hypothesis is rejected in studied organization.
Effect of Organizational Culture and Employee Performance of Selected Banks i...ijtsrd
This study determined the organizational culture and employee performance of selected banks in Anambra state. The specific objectives are to determine whether supportive culture has a significant influence on employees’ performance and evaluate the extent to which power culture has a significant influence on employees’ performance. This study adopted a survey research design. The population of the study consists of seven selected commercial banks operating in Anambra State, Nigerian. A questionnaire was used to generate data from targeted respondents. Data collected for the study were analyzed by the researcher using five point likert’s scale. The hypotheses were tested using a simple regression statistical tool with aid of SPSS version 20.0 at5 level of significance. The result of the analysis specifies that supportive and power culture is positively influenced the employee’s performance of Nigerian banks. Olise, Moses C | Okolocha, Chizoba B "Effect of Organizational Culture and Employee Performance of Selected Banks in Anambra State" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd42440.pdf Paper URL: https://www.ijtsrd.commanagement/hrm-and-retail-business/42440/effect-of-organizational-culture-and-employee-performance-of-selected-banks-in-anambra-state/olise-moses-c
A Learning and Improvement Model in Entrepreneurial LeadershipIOSR Journals
Currently entrepreneurial leadership has expended and increased momentum as developingmodel of both in research and practice. Though, there is not sufficient knowledgeon the theoretical and intangible basis of this emerging area of analysisandlot of questions are raised up on how to grow entrepreneur leadershipabilities, capabilitiesprecisely in university students. The basicmotive of thistheoretical paper is to slight the gap through offering the theoretical andconceptual basics of entrepreneur leadership. This paper has also examinedvariousfeatures of entrepreneurial education in the perspective of universitygiven entrepreneur-ship programs and then projected a model for entrepreneurial-leadership enlargement. The projected model describes entrepreneurial leadershipenlargementbase on a dynamic progression of “experimental, social interactive,observational and reflective learning” which make available a base for entrepreneur leadership exercise, enlightenment and research.
View a collection of our responsive LMS designs for some of our Totara and Moodle clients including; Toyota, Save the Children & Marie Curie Cancer Care.
Effect of Leadership Styles, Organizational Culture, and Employees Developme...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
The Influence of Leadership on Followers Performance among Bottle Water Compa...Dr. Amarjeet Singh
This study was to investigate the relationship
between leadership style and followers performance in the
bottle water companies in port Harcourt. In this study, we
have two variables leadership style as the independent
variable and followers performances as the dependent
variable, the methodology adopted were descriptive
research design to collect both primary and secondary data.
The population of this study consists of 100 (one hundred)
employees in the selected bottle water companies in Port
Harcourt. The instrument used for data collection was a
questionnaire in four point likert scale. 100 copies of
questionnaire were distributed to employees of selected
bottle water companies in Port Harcourt which 90 was
retrieved for the analysis. From the above it was discovered
that leadership styles have a positive impact on the
followers, but each have to be used strategically in different
environment in other to maximize employees performance.
It was recommended that organizations should empower
and motivate employees since this will ensure total loyalty
and increase their retention and productivity to the
organization.
Analyzing Correlation of Leadership Style with Organizational Maturity a Mili...inventionjournals
Management and leadership are the pillars of every organization and society. Advancement of technology, complexity and size of today’s organizations, and organizations’ continuous effort to gradually evolve their processes and achieve organizational maturity to gain competitive advantage and greater sustainability have highlighted the role of organizational leadership more than ever. Conducted in 2016, the present research is an attempt to determine the Correlation between Leadership Style and Organizational Maturity in a Military Organization .This research is an applied study in terms of objective, and a descriptivesurvey study with respect to data collection method. The statistical population included 150 personnel of a military organization. The data is collected using two questionnaires: the leadership style questionnaire and the organizational maturity questionnaire. The questionnaire's reliability is 0.98 using the Cronbach’s alpha for all dimensions of the questionnaire. A construct validity assessment is conducted to calculate the questionnaire’s validity, and results reflected validity of the research instrument (AVE>0.5). Data analysis is carried out through structural equations modeling in Smart PLS. Results revealed that the variance and path coefficients have significantly adequate values. Findings were also reflective of a significant Correlation between leadership style and organizational maturity of employees. However, a significant negative Correlation is observed between organization’s leadership goal setting and organizational maturity on the one hand, and leadership style and organizational maturity on the other. As a result, the research hypotheses were rejected. In addition, there is no Correlation between organizational maturity and leadership style, and thus the related hypothesis is rejected in studied organization.
Effect of Organizational Culture and Employee Performance of Selected Banks i...ijtsrd
This study determined the organizational culture and employee performance of selected banks in Anambra state. The specific objectives are to determine whether supportive culture has a significant influence on employees’ performance and evaluate the extent to which power culture has a significant influence on employees’ performance. This study adopted a survey research design. The population of the study consists of seven selected commercial banks operating in Anambra State, Nigerian. A questionnaire was used to generate data from targeted respondents. Data collected for the study were analyzed by the researcher using five point likert’s scale. The hypotheses were tested using a simple regression statistical tool with aid of SPSS version 20.0 at5 level of significance. The result of the analysis specifies that supportive and power culture is positively influenced the employee’s performance of Nigerian banks. Olise, Moses C | Okolocha, Chizoba B "Effect of Organizational Culture and Employee Performance of Selected Banks in Anambra State" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd42440.pdf Paper URL: https://www.ijtsrd.commanagement/hrm-and-retail-business/42440/effect-of-organizational-culture-and-employee-performance-of-selected-banks-in-anambra-state/olise-moses-c
A Learning and Improvement Model in Entrepreneurial LeadershipIOSR Journals
Currently entrepreneurial leadership has expended and increased momentum as developingmodel of both in research and practice. Though, there is not sufficient knowledgeon the theoretical and intangible basis of this emerging area of analysisandlot of questions are raised up on how to grow entrepreneur leadershipabilities, capabilitiesprecisely in university students. The basicmotive of thistheoretical paper is to slight the gap through offering the theoretical andconceptual basics of entrepreneur leadership. This paper has also examinedvariousfeatures of entrepreneurial education in the perspective of universitygiven entrepreneur-ship programs and then projected a model for entrepreneurial-leadership enlargement. The projected model describes entrepreneurial leadershipenlargementbase on a dynamic progression of “experimental, social interactive,observational and reflective learning” which make available a base for entrepreneur leadership exercise, enlightenment and research.
View a collection of our responsive LMS designs for some of our Totara and Moodle clients including; Toyota, Save the Children & Marie Curie Cancer Care.
TTIP - the Transatlantic Trade and Investment Partnership - is highly controversial. Yet critics and opponents find it tough to speak meaningfully about it and to make their arguments real. Here are a few tips.
A Novel Approach to Digital Gate DesignIDES Editor
Designing the digital gates and circuits has been
based on separating the designing levels: circuit level
designing and device level designing. In this paper, we will
discuss the point that the concept of contact in this distinction
is a key-concept and that, by the progress of technology and
advancing towards very tiny quantum devices as SET, necessity
of having contact, because of its size is considered a basic
obstacle; therefore, separating the design into designing the
circuit level and device level should be stopped. In this paper,
a method of a three level designing has been presented which
is based on composing of some parts of the two former
designing levels and the new ideas called “contact-less
quantum device” and “macro-gate”. When the concept of
“contact” is omitted, the concept of current in the wires and
voltage of the nodes and according to them the KVL and KCL
laws should also be omitted. The proper concepts and
formulation to be used instead of the omitted ones have been
introduced in this paper. In the new designing method, not
only the physical dimensions became smaller, but also the
new abilities to use the electron phase -which was destroyed
before because of contacts- are produced.
1Running Head LITERATURE REWIEW2LITERATURE REVIEW.docxdrennanmicah
1
Running Head: LITERATURE REWIEW
2
LITERATURE REVIEW
Assignment 2: RA 1 Literature Review
Karen Crump
Argosy University
Introduction
Vision, ethics, modeling, coaching, and shared values are an essential aspect of professional leadership development. Such perimeters ensure that leadership composure is well defined and outlined for developing skills and providing unity and integral growth. Reflecting on these aspects helps the individual in utilizing their power and influence in the building of alliances, creation of passion at work as well as empowering their employees and subordinate workers in achieving the set goals and objectives of the organization.
They help the individual gain personal insights and deepen their self, social and relationship awareness which results in higher performance in their respective teams. Numerous leadership approaches help govern and thrive in professional leadership development. Such methods include taking leadership as a position, taking command as a result and taking direction as a process. Essentially, there is a need to evaluate the various articles that described the professional leadership development through the use of the leadership mentioned above approaches.
Belinda Johnson (2017), A Leadership & Professional Development Teaching and Learning Model for Undergraduate Management Programs, Journal of Higher Education Theory and Practice, Vol. 17(4), pp. 55-57
This article describes a holistic leadership and professional development teaching and learning model for undergraduate students with universal application across all disciplines and functional areas of organizations due to its emphasis on the non-technical skill requirements of leadership. The model highlights the development of intrapersonal, interpersonal and professional skills or KSAs (knowledge, skills, and abilities) and uses the mnemonics FOCUS and ACTION to structure the large number of traits, behaviors, and KSAs.
The archetype is advantageous as it helps management competencies in the early stage of career development. The upcoming leaders show their potentiality in leading others through this archetype. This signals for individuals developing aggressive attention towards professional leadership especially the learning students.
Darryl C. Hill & Richard Olawoyin (2018), Safety Leadership & Professional Development, Professional Safety, pp. 145-149.
The article facilitates a raid map of the safety profession and promotes leadership and professional development. Darryl and Richard describe professional leadership development to be controlled by crucial factors. These essential factors include ethics, administration as well as management. Besides, the authors suppose that certification and accreditation have ensured the safety profession in leadership as well as an entire professional development.
Daryl and Richard believe in the identification of professional leadership development hazards that may retard the growth and .
T h e J o u r n a l o f D e v e l o p i n g A r e .docxperryk1
T h e J o u r n a l o f D e v e l o p i n g A r e a s
Special Issue on Sydney Conference Held in April 2015
Volume 49 No. 6 2015
THE EMERGING ROLE OF
TRANSFORMATIONAL LEADERSHIP
Mostafa Sayyadi Ghasabeh
Claudine Soosay
Carmen Reaiche
University of South Australia, Australia
ABSTRACT
This paper presents a literature review of leadership over the years and the emerging role of
transformational leadership. We also argue that this form of leadership is appropriate in the context
of globalized markets, where there is increasing diffusion of goods, services, values and technologies
globally, which results in the convergence of societies toward a uniform pattern of economic,
political and cultural organization. There are various issues and consideration existing in the
leadership literature as “the core of the criticism in the literature is that organisations of all sorts
(corporations, government agencies, and not-for-profit organisations) tend to be over-managed
(and/or over-administrated) and under-led” (Mills 2005, p.19). Mills (2005) highlights the vital
importance of leadership in both political and business areas, and argues that organisations in both
areas, in the absence of effective leadership, are not capable of effectively implementing changes at
the organisational level. This paper adopts a conceptual approach aiming to convey the importance
of transformational leadership amongst other styles. In this paper, we review the role of leadership
in the business area and establish the need to investigate transformational leadership, as an ideal
leadership form in enabling firms to accomplish sustainable competitiveness as they operate in global
markets. Based on the various leadership theories discussed be further argued that leadership is highly
essential for business organisations to achieve a sustained change and eventually higher degree of
effectiveness, especially when operating in global markets. Transformational leadership, comprising
characteristics of idealised influence, individualised consideration, intellectual stimulation, and
inspirational motivation has been found to have implications for higher leadership effectiveness in
new market environments and production locations. Various empirical studies highlighted
transformational leadership as an enabler of innovation. To demonstrate the role of transformational
leadership in organizational innovation, it can be argued that these leaders facilitate the generation
of new knowledge and ideas through applying intellectual stimulation aspect that motivates
employees to approach organizational problems in a more novel approach. Accordingly, we establish
the appropriateness of transformational leadership as a managerial-based, output-based as market-
based competency for firms in globalized markets. We conclude by providing suggestions and scope
for empirical investi.
18 Volume 18, Issue 1, March 2017 Review of.docxdrennanmicah
18 Volume 18, Issue 1, March 2017 Review of International Comparative Management
The Emergence of Leadership Styles:
A Clarified Categorization
Franco GANDOLFI1
Seth STONE2
Keywords: leadership, leadership styles, leadership categories, categorization
JEL classification: M12, M14
Introduction
The world is in the midst of a leadership crisis. Despite the fact that there is
a vast body of literature on leadership, it has remained one of the most misunderstood
business phenomena (Gandolfi & Stone, 2016). Thus, it becomes of paramount
importance to understand the consequences, both positive and negative, that emerge
from the various known and validated leadership styles found in modern-day
organizations. Further, it is critical to have metrics in the form of known attributes
of effective leadership to serve as a benchmark for the effectiveness of each
leadership style. A thorough understanding of both the potency and effectiveness of
recognized leadership styles will benefit the academic and professional communities
alike.
Therefore, the purpose of this article is to showcase the different leadership
styles in practice in organizations today and to provide a categorization of existing
leadership styles. A key objective of this research is to compare leadership styles to
a functional and comprehensive working definition of leadership. With this in mind,
1 Dr. Franco GANDOLFI, Georgetown University, Email: [email protected]
2 Dr. Seth STONE, Regent University, Email: [email protected]
Abstract
The study of leadership has become a prominent scholarly and professional focus
in an ever-changing, multi-dimensional globalized world. Despite abundant scientific and
anecdotal work on the effectiveness and potency of “good” leadership, several leadership-
related questions have remained unanswered. For instance, what does good, effective
leadership look like? What is a leadership ‘style’ at its most basic? What leadership styles
are at a leader’s disposal? While leadership may be seen as one of the most over-
researched topics, it remains one of the most misunderstood phenomena of our time
(Gandolfi & Stone, 2016). This conceptual paper addresses the notion of a leadership style
and purports to categorize the ever-increasing pool of leadership styles that emerge both
in scholarly and professional circles. The paper culminates in a graphic depiction of the
categorization of leadership styles based on the scientific work of Lewin, Lippit, and White
(1939).
mailto:[email protected]
mailto:[email protected]
Review of International Comparative Management Volume 18, Issue 1, March 2017 19
this work begins with a brief review of a working definition of leadership and the
key empirically researched attributes of effective leaders. The article then provides
a deeper analysis o.
Leadership and teams inbusiness a study of IT projectsin .docxDIPESH30
Leadership and teams in
business: a study of IT projects
in the United Arab Emirates
Kasim Randeree
BT Centre for Major Programme Management, Saı̈d Business School,
Kellogg College, University of Oxford, Oxford, UK, and
Mathews Ninan
IT Department, Sharjah Municipality, Sharjah, United Arab Emirates
Abstract
Purpose – The purpose of this paper is to examine the effectiveness of leadership and team processes
in information technology (IT) projects in business environments. The paper contextualizes the study
in the United Arab Emirates (UAE).
Design/methodology/approach – The paper addresses two central questions: what is the level of
IT project team effectiveness in the UAE context? What is the maturity level of leadership in IT project
management in the UAE? A tailored instrument, based on Cohen and Bailey’s team effectiveness
evaluation model, was used in this study of 42 project teams in the UAE across various sectors.
Findings – The findings demonstrate that IT projects in the UAE demonstrate a maturity level that
is transactional, with task-focused teams and people-oriented leadership styles.
Research limitations/implications – The implications of the paper can facilitate broader
contextualized research on leadership and IT project team effectiveness, with particular emphasis on
developing economies. This is important in addressing the issue of high failure rates in IT projects in
general.
Practical implications – Understanding the role of leadership and its responsibility in facilitating
teams in technical and high failure environments can impact on productivity and success rates in
future projects.
Originality/value – This paper is unique in providing collated opinion about constructs within IT
project team processes and leadership effectiveness in the context of businesses in developing
economies. The use of a maturity structure addressing leadership, trust, teams and cohesion is
distinctive.
Keywords Information technology, Leadership, Team working, Project teams, United Arab Emirates
Paper type Research paper
1. Introduction
Two key factors in organizational effectiveness are leadership and teams. Leadership
has been prominent since the early twentieth century and there have been several
periods of study starting from trait-based studies to adaptive and cognitive studies
prevalent over the last few decades (Van Maurik, 2001; Chemers, 2000). Similarly, teams
have been a key component of successful organizations. The use of teams in
project-based businesses has been widely accepted as an effective way of delivering
strategic goals (Dvir et al., 1998). The leadership influence on an effective team can
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1753-8378.htm
The authors would like to thank Santander and The British University in Dubai for their support
of this research.
IJMPB
4,1
28
Received 2 November 2009
Accepted 9 April 2010
International Journal of Managing
Proje ...
International Journal of Humanities and Social Science Invention (IJHSSI)inventionjournals
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Workplace diversitymanagement in AustraliaWhat do manage.docxambersalomon88660
Workplace diversity
management in Australia
What do managers think and
what are organisations doing?
Paul J. Davis, Yuliya Frolova and William Callahan
KIMEP University, Almaty, Kazakhstan
Abstract
Purpose – The purpose of this paper is to identify Australian managers’ attitudes and understandings
regarding workforce diversity management (WDM) and the practices and incorporation of WDM
in organisations.
Design/methodology/approach – Methodology is quantitative. A questionnaire in the form of a
self-administered survey instrument was mailed to 650 managers (325 HR managers and 325 other
managers) in Sydney, Melbourne and Brisbane.
Findings – The research found that workforce diversity is not especially well understood or
appreciated; especially by non-HR managers. Organisations appear generally not to prioritise WDM
and levels of senior manager engagement with the topic are tentative. Statistical analysis highlighted
considerable divergence of opinion across the surveyed group.
Research limitations/implications – As an exploratory study, further research is encouraged to
better understand cause and effect relationships pertaining to the findings.
Practical implications – There are implications for HR managers or those in related roles who
might design, implement and promote WDM initiatives. There are implications for consultants,
employees and senior managers regarding education, awareness and support of diversity objectives.
Originality/value – Addresses a gap in the literature by looking at contemporary attitudes and
practices regarding WDM in Australian organisations. Provides the first empirical comparison
between HR and other managers on the topic.
Keywords Australia, Diversity, Gender, Human resource management, Managers,
Diversity management
Paper type Research paper
Introduction
Over the past few decades workforce diversity management (WDM) has evolved to
become an increasingly important part of human resource management (HRM) in
organisations. It is arguably the case that academic and practitioner interest in the
topic has grown owing to the benefits that diversity management (DM) strategies can
deliver. According to McCuiston et al. (2004), for example, properly implemented
policies to promote workplace diversity can result in an improved bottom line;
increased competitive advantage; superior business performance; higher levels of
employee satisfaction and loyalty; a strengthened relationship with multicultural
communities, and attracting the best and the brightest candidates. Indeed,
contemporary scholars concur: having and making use of a diverse workforce is
beneficial to organisations (Stewart and Brown, 2010; Ivancevich and Konopaske, 2012;
Dessler, 2013; Mathis et al., 2013; Mondy and Mondy, 2014; Noe et al., 2014).
It is important that equal employment opportunities (EEO) are embedded in the
firm’s routine business practices to ensure the success of DM initiatives. This means,
for example, that firms must provide EEO thro.
Management Styles and Employee Performance: A Study of a Public Sector Compan...Masroor Soomro
Abstract: This research investigated that do management styles have any significant effect over employee performance with HR being an intervening variable, a trend setter or culture molder in the organization and judging its impact over employee performance of Sui Southern Gas Company (SSGC) limited, which is an organization with diversified backgrounds and cultures of working people having different norms and values. Keeping the problem statement in the mind four hypotheses were proposed including autocratic and MBWA management styles. Culture has significant effect over employee performance with respect to autocratic and MBWA management styles. There is significant difference between employee perceived performance and HRIS employee performance record. The target population with sample size of 158 E-grade officer as respondents were provided questionnaire. Tests of Multiple Linear Regression (MLR) and Paired Sample T-test showed that two of proposed hypotheses were accepted and two were rejected. Hence, autocratic management styles do affect employee performance while management has to work hard to establish a good governing norms and values. This helpsto mold its new management styles and culture and set new image of the organization and generate productive results.
untitled folder 2A whole new global mindset for leadership.pdf.docxdickonsondorris
untitled folder 2/A whole new global mindset for leadership.pdf
36 PEOPLE & STRATEGY
A Whole New
Global Mindset for Leadership
By Mansour Javidan and Jennie L. Walker
VOLUME 35/ISSUE 2 — 2012 37
to 63,000 (Gabel, Medard and Bruner, 2003).
During that same time period, multinationals
in the United States created 31 percent of the
country’s growth in private-sector real GDP
and 41 percent of labor productivity gains
(McKinsey Global Institute, June 2010).
Despite the exponential growth (or perhaps
because of it), leaders continue to be unpre-
pared for global contexts. A recent survey of
senior HR executives revealed that a shortage
of global executive talent was the primary
concern in their firm’s global expansion plans
G
lobal Mindset includes specific
knowledge, skills and abilities that
have been defined through scientific
research at the Najafi Global Mindset Insti-
tute at Thunderbird School of Global
Management. This article discusses the criti-
c a l i m p o r t a n c e o f G l o b a l M i n d s e t
development for leaders. It also defines and
describes each component.
A Whole New Global
Mindset for Leadership
In 1969, Howard Perlmutter was among the
first researchers to point out that running suc-
cessful global operations required a whole
new mindset. This gives pause for reflection.
How did this mindset differ from status quo
leadership? Perlmutter found that global
leaders needed to navigate increased com-
plexity in organizational culture, management
practices and recruitment of top talent (1969)
— the very domains human resources profes-
sionals are charged with developing. This
holds true today. Global leadership is excit-
ing, challenging and certainly complex (see
Exhibit 1). It has only been recently, however,
that the whole new mindset to which Perl-
mutter referred was scientifically defined by
the Najafi Global Mindset Institute at Thun-
derbird School of Global Management.
Are Your Leaders
Prepared for Global
Complexities?
Before we dive into the specifics of Global
Mindset, take a moment to assess the global
leadership needs in your own organization
(see Exhibit 2). Chances are that your orga-
nization is touched by global complexities,
even if it does not have geographically dis-
persed operations.
In the past 40 years, both the number and
impact of multinational companies grew
exponentially. Between 1990 and 2003 alone,
the number of multinational corporations
throughout the world increased from 3,000
Global leaders need to navigate increasing complexity in organizational culture, management
practices and recruitment of top talent — the very domains human resources professionals are
charged with developing. This requires a whole new mindset for leadership: Global Mindset.
➤
ExHIBIT1:THE COMPLExITY OF GLOBAL LEADERSHIP
• International JV,
global partners
and alliances
ExHIBIT2: GLOBAL MINDSET NEEDS ASSESSMENT (SHORT-FORM)
1. Throughout the next fi ...
Running Head Leadership Responsibility –Preparing Self .docxcowinhelen
Running Head: Leadership Responsibility –Preparing Self 1
Leadership Responsibility –Preparing Self 2
Leadership Responsibility- Preparing Self
James Smith
MBA 6026 Unit 4 Assignment 1
5/8/2016
Leadership Responsibility- Preparing Self
Accepting responsibility is actually a measure standard of one’s self-worth, security level and also indicate the true sign of courage and strength of taking charge of one’s actions. Possessing this ability can inspire an individual to grow in ways which would create good rewards and even achievements in one’s life and it is also a sign of maturity and personal growth and not a show of weakness (Kramer, 2005).Considering responsibility earns one respect having in mind that human beings can never be faultless all the times and therefore are prone to making mistakes which creates way for an appropriate ground for considering leadership via making improvements on the regions of weakness.
Lack of the ability to take responsibility for behaviours and actions in our everyday lives is triggered by the sense of insecurity of surrendering to being powerless, weak, or exposes them to a possibility of losing the respect they had gained from others therefore, leading to a lost sense of dignity and value (Kramer, 2005). A person who takes personal responsibility garners greater respect for owning up and is thus likely to perform much better in facilitating the accomplishment of the set goals and success in life.
As a way of taking responsibility, one must learn not to blame others for the decisions they make for themselves and they also need to understand that making a mistake is a normal incident and should be treated as an opportunity for betterment. One should instead seek on ways of improving on the self-esteem and avoid the pretending to be what you are not but reasonably build your confidence in the abilities you possess. Developing self-centeredness by offering yourself in service to others is another key step forward to ensuring a good preparation for self (Andriessen & Drenth, 1998).
Architectural development in leadership is a key perspective in improving corporate leadership capacity which identifies the level of the competence and can be portrayed as an extensive system approach to substantial investment in time, money as well as energy in developing potential leaders (Rosen, 2000). Several initiatives to leadership development do not indicate good and required results because of the approach of observing at leadership development too narrowly and also failures to exhibit thorough development priorities to leadership. There are many ways that can be implemented to improve on the skills for global leadership encompassing taking initiative of indulging into projects which are external to your job description (Rosen, 2000). Thiscan assist in progressing into a leadership responsibility in the workplace.
To become a good and productive leader, one should basically be ...
Similar to A framework for developing leadership model based on national culture aspects (20)
A framework for developing leadership model based on national culture aspects
1. Developing Country Studies www.iiste.org
ISSN 2224-607X (Paper) ISSN 2225-0565 (Online)
Vol.4, No.22, 2014
109
A Framework for Developing Leadership Model Based on
National Culture Aspects
Asmaa M.S. Ibrahim
Maastricht School of Management, MSM, Endepolsdomein 150, 6229 EP Maastricht, Netherlands
E-mail: asmaa.s.ibrahim@gmail.com
Abstract
This is a conceptual paper inspired by studies that focus on leadership in specific cultural settings. It is based on
the assumption that there is a systematic way by which national culture shapes multinational corporations’
leadership styles. Such leadership styles should be consistent with host-countries’ cultural values shared by
members working in companies’ subsidiaries. Unfortunately, researches conducted on such area failed to present
a simple model for managers and executives to implement it. Further, companies attempts to identifying the
company-specific leadership attributes that apply around-the-world, failed in employing the right steps and
procedures.
This paper proposes a framework that helps in bridging a gap between theory and practice. It proposes a user-
friendly framework to help companies develop their unique leadership model. When companies apply such
framework on their subsidiaries in different host countries, they will be able to identify and consider the
generalizable and idiosyncratic (context-specific) characteristics of effective leadership. This will increase the
companies’ ability to maintain its competitive advantage and to activate its code of conduct. The paper also
presents a checklist based on which companies can follow up on the process presented in the framework. The
framework focuses on leaders’ activities, followers’ perception towards leadership styles, as well as the
contextual factors, other than culture, that may impact this process. This is not a onetime process. It should be
replicated, especially if host-countries experience unusual social changes, or companies are entering new
markets. The paper proposes that both case study research and action research are the best research
methodologies that help in implementing the framework and building the leadership model.
Key words: national culture, leadership, cultural fit, contextual factors.
1. Introduction
The paper main focus is cultural leadership, particularly, in cross-cultural settings. It is inspired by studies that
apply cultural lens to extant leadership theories (Dickson et al. 2003). Such studies are part of the immerging
field of research known as cross-cultural leadership, which became a standalone field of study rather than an
“adjunct to cross-cultural research” (Dickson et al. 2003). Cross-cultural leadership attracted many researchers
over the past years (Shahin & Wright 2004). However, few researches have been conducted on cross-cultural
leadership models competencies and approaches in particular settings (Morrison 2000; Javidan et al. 2006).
Cross-cultural issues appear as employees in multinational companies’ subsidiaries work on international
operations (Suutari 1996b), or deal with managers, peers, and subordinates from different countries.
2. Significance of the study
Scholars suggest that leaders’ practices affect both subordinates’ performance and organizational performance
(Jing & Avery 2008). Effective leadership increases the organization’s ability to maintain its competitive
advantage and to activate its code of conduct (Jones & George 2003, 443). However, leadership effectiveness is
even subject to many factors such as the followers, the situation, and others (Luthans 2005, 58; Byrne & Bradley
2007; Zhu 2007). One of the main factors is culture (Jing & Avery 2008). Both national culture and
organizational culture impact the leadership styles and practices. However, the company’s home country cultural
values have a significant effect on the organizational culture and the company performance (Lau & Ngo 1996).
Yet, the feasible leadership style depends also on the culture of the subordinates (Hofstede 1980; Jing & Avery
2008).
Thus, leaders working on international assignments should not depend on their domestic leadership practices
(Morrison 2000). Their practices should, also, be consistent with the host-country norms and values shared and
internalized by the members working in multinational companies’ subsidiaries (Kirca et al, 2009). This issue
should not only be considered on the individual level; i.e.; the leaders, but also on the organizational level; the
organization approach for leadership. Thus, multinational corporations should be cautious in developing their
managerial methods and principles for their corporate units and subsidiaries located in foreign countries (Suutari
1996a).
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3. Study problem: A Gap Between literature and practice
Many companies attempted to develop their customized leadership model. Some of them succeeded while others
failed. Companies were mainly unsuccessful as they failed in employing the right steps and procedures in order
to develop their unique leadership model (Morrison 2000). Furthermore, researches conducted on such area
failed to present a simple model for managers and executives to implement it. Also, the data collection
instrument was always an issue as some cultures response would be better when using specific instruments
(Morrison 2000). This presented a major factor that impacted results. Thus, academics and human resource
management professionals must find new ways to work more closely together in the future, to develop reliable
and user-friendly leadership models (Morrison 2000; Jepson 2009).
4. Paper objectives
The main objective of this paper is to propose a user-friendly framework that helps mainly multinational
companies, in exploring host-countries’ cultural values that have a significant effect on its performance (see Lau
& Ngo 1996). This framework will help them in developing unique leadership models and implementing
leadership practices that fit into the host-countries’ cultural aspects.
The paper first presents review of relevant scholarly work that focused on leadership in cross-cultural aspects.
Second, based on such review the researcher presents the main assumptions that helped in creating the
framework. It also describes the proposed framework which presents a guide to developing effective leadership
models. Further it presents a proposed methodology to implement this process. Moreover, it presents the
limitations of the proposed methodology.
5. Review of literature
5.1 Companies attempts to develop a Cross-cultural Leadership Model
Companies started to focus on developing their own specific leadership competency models with a global
perspective (Morrison 2000). Many companies dedicated long-term human resource management teams to
develop a template that present the company-specific leadership attributes that apply around-the-world
(Morrison 2000). However, such attempts did not succeed as the human resource management teams faced
many problems. For example, the models developed were really complex and their results were inconsistent,
which decreased the models reliability and acceptance by employees. Another problem was the pressure that the
team faced from managers to enforcing specific leadership approaches that they believe to be successful. This
resulted in biased results. This discouraged HRM teams from working on further projects (Morrison 2000). In
addition to multinational companies' attempts to create their company-specific competency models, the second
approach to reach such creating models was through depending on generalizable competency models developed
by academic researchers (Morrison 2000).
5.2 Academic attempts to Cross-cultural Leadership
Most of the academic results were not useful. Some results were complicated and contained a large number of
competencies which are hard for employees and managers to comprehend. Other researches were limited to
transformational leadership themes. Others need specific characteristics in the company’s leaders so as to
successfully implement them, with partial insight on the unique leaders’ characteristics. Further, others focused
on differences across-cultures rather than similarities which did not help in developing an aptitude of work
across diversity of cultures. Also, the data collection instrument used in the research was a major factor that
impacted results. Some cultures responded well when interviews are used, while others prefer questionnaires
(see Morrison 2000).
Thus, academics and human resource management professionals must find new ways to work more closely
together in the future (Morrison 2000). Future researches should focus on helping companies in developing
unique leadership models. Such models should be flexible enough to embrace and tolerate differences in national
cultures of all the countries in which they operate (Jones & George 2003, 202). Researches should focus on
developing frameworks and procedures to guide companies, working in international environment, in
considering the different host-countries national cultures (Jones & George 2003, 202). This is important as the
norms and values shared inside subsidiaries should be consistent with the value and belief systems in the host-
countries (Kirca et al. 2009).
5.3 Researches on Cross-cultural Leadership
Researchers, such as Suutari, Van Oudenhoven, and Scandura and Dorfman (the GLOBE Project researchers),
presented different frameworks addressing leadership in cross cultural settings.
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For example, Suutari (1996a) identified eight aspects of leadership that are significantly related to differences
across different national cultures. Suutari (1669a) based her work on Hofstede's dimensions as they remain the
most relevant base for formulating and developing leadership studies from a cultural perspective. These
leadership aspects are decision participation, autonomy-delegation, rewarding, production emphasis, role
clarification, conflict management, individualized consideration and providing vision (Suutari 1996a).
Suutari conducted multiple researches using multiple data collection instrument such as interviews (telephone),
and questionnaires (Suutari 1996a, 1996b; Suutari & Riusala, 2001). The main focus of the study was to discover
if the national origin of managers is a significant factor in determining their leadership styles. The researcher
used the matched sample principle strategy. This helped in getting similar samples of managers across countries,
to control the effect of contingency factors and observe the effect of nationality. This process is easier when
conducting researches on multinational companies, as in such companies the technological and structural
variables are controlled. However, this may lead to a question regarding the organizational culture and its impact
on multinational companies. As a point for further studies, the researcher suggested that instead of focusing only
on managers’ point of view, subordinate’s point of view should also be considered as well. Also the researcher
called for more researches to be conducted on other multinational companies from different industries and
different origins to increase the generalizability of findings (Suutari 1996a).
Another researcher, Van Oudenhoven (2001), based his study on Hofstede’s cultural model. He focused on the
national cultural aspects associated with workplace, through highlighting leaders’ activities, companies’
approaches, and subordinates’ perceptions. The main assumption for this research is that companies should focus
on “double layered acculturation” that focus on leaders’ adjustment based on organizational culture and national
culture. He believed that such work may benefit in decreasing expatriates’ failure, through increasing the
awareness of international variations in culture. The researcher used short questionnaire in order to enhance the
participation of respondents. However, this resembles a difficulty in assessing the reliability of the research
instrument. His sample included (higher education) university students from different educational institutions in
different countries. Van Oudenhoven, (2001) depended on using statements to stimulate topics relevant to culture.
Through such statements participants were asked to describe the issue and how it impacts their perception
towards their leaders’ practice and organization approach. He referred to the decision making process to measure
the power distance; the level of formalizing rules and regulations to measure uncertainty avoidance; the level of
career orientation versus relationship orientation to measure masculinity; and the level of separation between
work and personal life to measure individualism. In addition to culture, the researcher considered gender, age,
and working experience to be the most relevant contextual factors for the study. At the end of this research Van
Oudenhoven, (2001), raised the issue that national culture is not static and questioned whether such changes
increase or decrease the differences in national cultures. He also highlighted a new aspect for research, mainly
focusing on the increased participation of females in organizations and how they may impact organizational
practices, as mainly females tend to value low power distance (Van Oudenhoveon 2001).
Further, researchers of the GLOBE project highlighted some leadership practices associated with national culture;
charismatic/value-based, team oriented, participatory, human oriented, autonomous, and self-protective
(Scandura & Dorfman 2004). This was actually the second step of the GLOBE project that focused on
perceptions about leadership, using questionnaire as data collection method. Findings, confirmed that the cultural
values surrounding the leader determine which leadership behaviors tend to be most effective. However, this
project was conducted on managers only. It considered leaders’ perception while neglecting subordinates’
perception. Thus the GLOBE project researchers suggest that future researches should focus on followers’
perception in determining the characteristics of the ideal and effective leader within their country or culture.
Such research will help in developing frameworks that help in narrowing and providing direction for future
research in cross-cultural leadership (Dickson et al. 2003).
5.4 Other relevant aspects: contextual factors other than culture
In addition to the cultural aspects associated with workplace and the leadership practices associated with national
culture, researches that tackle leadership in cross-cultural settings should also consider other contextual factors.
It should consider factors, other than culture, which impact leadership practices. According to Jepson, (2009)
there are three levels of contexts; the immediate social context which includes the group, the hierarchy, the job,
technology, the department, the organization and the industry; the general cultural context which includes the
organizational culture, national culture; and the historical, institutional context which includes history, education,
regulations and socialization.
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6. A proposed User-Friendly Framework (a guide to developing effective leadership models)
6.1 The main assumption
The model is inspired by the need for further studies highlighted in literature (see Suutari 1996a; Morrison 2000;
The Corporate Leadership Council 2000; Van Oudenhoven 2001; Dickson et al. 2003; Jepson 2009). This
research aims to present a user-friendly framework to help companies operating across-countries in developing
their unique leadership model (see Morrison 2000). This framework should help companies fit their leadership
practices into the host-countries’ national cultural aspects. Thus its main focus is to explore the systematic
process by which multinational companies can consider the host-country’s national cultural values that impact
workplace, in order to develop successful leadership practices and approaches. To investigate this process, two
main aspects should be considered; leader’ activities and subordinates’ perceptions towards best leadership
practices (see Suutari & Riusala 2001; Dickson et al. 2003).
6.2 Proposed steps and checklist
This research propose that the process that help companies in fitting leadership practices into host-country
national culture can be explored through investigating the cultural aspects that impact workplace, the leadership
practices associated with the host-country national culture, and the contextual factors that impact this process.
Companies, that intend to develop their unique leadership models, should identify the cultural aspects associated
with workplace based on employees’ (leaders and followers) perception. The cultural aspects identified can be
verified through inquiring about their impact on workplace. Further companies should identify the recommended
leadership practices based on participants’ perception towards the outstanding and disruptive leadership activities.
This process should also take into consideration the contextual factors that impact the employees’ perception
towards best leadership practices. Furthermore, this process should consider comparing and contrasting leaders’
current practices to the recommended leadership practices to identify area of development needed. As a matter of
fact, the successful implementation of such leadership practices may vary due to some contextual factors. Such
factors should be considered when companies attempt to develop their leadership approaches to fit their
leadership styles and practices into the host-country national culture. Nevertheless, this process should be an
ongoing process as companies should put into consideration that culture changes overtime. Thus, companies
should always examine subordinates’ perception towards current leadership practices and identify factors that
cause variances, when they exist. However, the interval by which such process should be replicated, need to be
considered in further research work. Further the replication of this process is urgent if host-countries experience
unusual social changes (see Dickson et al. 2003), or companies are entering new markets. Thus even companies
whom developed their unique leadership model need to continuously reassess the validity and effectiveness of
such model. The following figure summarizes the process flow.
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Figure 1: A User-Friendly Framework: Process Flow
The researcher proposes a checklist based on which companies can follow up on the process presented in the
framework. It is guided by Van Oudenhoven (2001) cultural aspects associated with workplace, Suutari (1996a)
leadership practices associated with national culture, and Jepson (2009) conceptual factors (See Appendix).
6.3 Proposed methodology
The researcher proposes that the qualitative paradigm should guide the implementation of the proposed user-
friendly model, for many reasons. First, the research nature is subjective and mainly depends on respondents’
opinion and perception. Second, this may need a direct interaction with participants. Third, the words will be
mostly expressive and qualitative rather than quantitative. Fourth, the study is “value-laden” as it is subject to the
informants and the researcher values and biases (Creswell 1994, 5). Fifth, this study is an inductive process
rather than a deductive process, where its’ categories emerge during the study instead of specifying them before
the study (Creswell 1998, 16).
This process should be conducted on two phases. The first phase of the study is an exploratory one which should
be implemented using a case study research methodology. This will help the investigators in obtaining an in-
depth insight, in real-life context (Yin 2003, 9). It is recommended for several reasons. First, the study mainly
will focus on exploring factors. Second, the study will focus on contemporary events rather than historical events;
third, the study does not require control over behavioral events (Yin, 2003:1). Multiple case studies should be
conducted, with replication logic, to reach more robust findings and develop a rich theoretical framework (Yin,
1981 2003, 46; Payne et al. 2007). It is proposed to conduct multiple case studies, so as to cover several
subsidiaries from different host-countries. Each subsidiary presents a single case study. It is advised to 1) first,
implement the study (apply the process checklist) on few selected departments, functions, or business unities in
each subsidiary; 2) second, analyze findings; 3) third, replicate the study (apply the process checklist) on the rest
of the departments, functions, or business unities, in each subsidiary, to see if the they will reveal the same
findings as the ones discovered in the second step. Such literal replication will help in presenting more robots
and generalizable findings from each case study. This study should focus on both leaders and subordinates
working along the company organizational hierarchy, instead of focusing only on the perceptions of managers
(see Suutari 1996a; Suutari & Tahvanainen 2002; Jepson 2009). The case study sample should present
employees from different business units/functions, and through all managerial and non-managerial positions.
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Thus, “purposive” sampling should be employed to make sure that participants are from different categories
(Creswell 1994, 148; Devers & Frankel 2000; Silverman 2000, 104).
The second phase, the implementation process should be conducted using action research. This phase focuses on
problem solving to change the organizational behavior. It should depend on the empirical data derived from the
first phase, using questionnaires, interviews, or focus groups (see Bargal 2008). In this phase the facilitator and
participants can enhance the development and implementation of the leadership model. However, the successful
implementation of such phase needs “an intimate, a pleasant, a rewarding organizational climate”, and a “strong
institutional support for the program” (see Bargal 2008). In this phase the facilitators may develop several small
groups based on job nature, department, function, business unit, and so on. This will help in developing
customized leadership practices based on the different priorities and values (see Bargal 2008).
6.4 Limitations of the proposed methodology
However, in qualitative research reality is subjective and multiple. It is constructed by individuals involved in the
research situation such as, the researcher, the individuals being investigated, and the readers interpreting the
study (Creswell 1998, 76). The researchers’ “values and expectations may influence the conduct and the
conclusion of the study” (Maxwell 2005, 108).The researcher may have an influence over individuals’ response
(Maxwell 2005, 108). The interaction between research and informants may lead participants to change their
behavior to present a “good face” to the researchers (Payne et al. 2007).
7 Conclusions
Multinational companies need to develop a sound leadership model. This model should consider the cultural
values of the host-countries where the companies’ subsidiaries exist. Unfortunately, some of the companies’
attempts to develop such models were unsuccessful. They failed in employing the right steps and procedures.
Furthermore, researches failed to present a simple model for managers and executives to implement it. This
created a major gap between theory and practice.
This paper proposed a user-friendly framework to help companies develop their own unique leadership model.
The proposed study was inspired by researches that apply cultural lens to extant leadership theories. It presented
the factors that need to be considered in developing a sound approach to cultural fit. It described the process and
methodology that helps in identifying and verifying the best leadership practices that fit into the host-country
cultural aspects that impact workplace. This framework takes into consideration contextual factors, other than
culture, that impact the effectiveness of leadership practices and approaches. This process can be implemented
with the help of the checklist proposed to follow up on the process presented in the framework. The researcher
proposed that process should be implemented using case study and action research methodologies.
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Appendix
Process checklist
Major Question(s)
o What are the main cultural aspects that impact work place and how to successfully approach such
them?
Minor Question(s)
o What are the main cultural aspects associated with workplace, based on the host-country national
culture? (What to consider).
Such as: decision making process to measure the power distance; the level of formalizing rules
and regulations to measure uncertainty avoidance; the level of career orientation versus
relationship orientation to measure masculinity; and the level of separation between work and
personal life to measure individualism
o What are the impacts of such aspects on workplace? (Why to consider them)
o What are the outstanding and disruptive leadership styles, according to the host-country subordinates’
perception? (what are the best leadership practices)
o What are the major factors affecting employees’ perception towards outstanding and disruptive
leadership styles? (what impact employees’ perception)
Such as the group, the hierarchy, the job, technology, the department, the organization and the
industry; the organizational culture, historical events, institutional context, education,
regulations and socialization.
o How does the companies approach and tackle such cultural aspects? (How to deal with them)
Such as decision participation, autonomy-delegation, rewarding, production emphasis, role
clarification, conflict management, individualized consideration and providing vision
o What are the major factors affecting the effectiveness of leadership practices? (what impact leaders’
practices)
Such as the group, the hierarchy, the job, technology, the department, the organization and the
industry; the organizational culture, historical events, institutional context, education,
regulations and socialization.
o Through comparing current leadership practices to employees recommendations regarding
outstanding and disruptive leadership styles what are the aspect that the company should modify or
develop (What should the company reconsider )
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Acknowledgements
I would like to express my gratitude to my Supervisor Prof. Marc Jones for his great support and constructive
feedback. Also, I would like to thank Dr. Mohamed El Kaloubi' for sharing with me their research experience.
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