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Thematische Bibliographien / Cross-cultural leadership / Zeitschriftenartikel

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Zeitschriftenartikel zum Thema „Cross-cultural leadership“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 5. März 2023

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1

Grisham, Thomas, und Derek H. T. Walker. „Cross‐cultural leadership“. International Journal of Managing Projects in Business 1, Nr. 3 (20.06.2008): 439–45. http://dx.doi.org/10.1108/17538370810883873.

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2

Frost, J., und M. Walker. „Cross cultural leadership“. Engineering Management 17, Nr. 3 (01.06.2007): 27–29. http://dx.doi.org/10.1049/em:20070303.

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3

Snaebjornsson, Inga Minelgaite, Ingi Runar Edvardsson, Vilma Zydziunaite und Vlad Vaiman. „Cross-Cultural Leadership“. SAGE Open 5, Nr. 2 (04.05.2015): 215824401557972. http://dx.doi.org/10.1177/2158244015579727.

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4

Robertson, Jan M., und Charles F. Webber. „Cross-cultural leadership development“. International Journal of Leadership in Education 3, Nr. 4 (Oktober 2000): 315–30. http://dx.doi.org/10.1080/136031200750035950.

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5

Dimmock, Clive, und Allan Walker. „Cross-Cultural Values and Leadership“. Management in Education 14, Nr. 3 (Juni 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, Nr. 1 (Januar 1998): 7–20. http://dx.doi.org/10.1177/0263211x98261002.

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7

Mihaela, Herciu. „A synergistic approach of cross-cultural management and leadership style“. JOURNAL OF INTERNATIONAL STUDIES 7, Nr. 2 (20.09.2014): 106–15. http://dx.doi.org/10.14254/2071-8330.2014/7-2/9.

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8

J. Wong-MingJi, Diana, Eric H. Kessler, Shaista E. Khilji und Shanthi Gopalakrishnan. „Cross-cultural comparison of cultural mythologies and leadership patterns“. South Asian Journal of Global Business Research 3, Nr. 1 (25.02.2014): 79–101. http://dx.doi.org/10.1108/sajgbr-09-2012-0110.

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

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9

Tsai, Chin-Ju, Chris Carr, Sasiya Supprakit und Kun Qiao. „Modes of Cross-cultural Leadership Adjustment“. Academy of Management Proceedings 2015, Nr. 1 (Januar 2015): 16102. http://dx.doi.org/10.5465/ambpp.2015.16102abstract.

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10

Sisk, Dorothy A. „Leadership Development for Cross-Cultural Understanding“. Gifted Child Today Magazine 11, Nr. 6 (November 1988): 31–33. http://dx.doi.org/10.1177/107621758801100611.

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11

Georgianna, Sibylle. „Self‐leadership: a cross‐cultural perspective“. Journal of Managerial Psychology 22, Nr. 6 (21.08.2007): 569–89. http://dx.doi.org/10.1108/02683940710778440.

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12

Silberman, Tim. „Imitation in cross-cultural leadership development“. Missiology: An International Review 46, Nr. 3 (Juli 2018): 240–50. http://dx.doi.org/10.1177/0091829618782128.

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

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13

Hunt, James G. (Jerry), und Mark F. Peterson. „International and cross-cultural leadership research“. Leadership Quarterly 8, Nr. 3 (September 1997): 201–2. http://dx.doi.org/10.1016/s1048-9843(97)90001-1.

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14

McKenna, Steve. „Cross‐cultural attitudes towards leadership dimensions“. Leadership & Organization Development Journal 19, Nr. 2 (April 1998): 106–12. http://dx.doi.org/10.1108/01437739810208683.

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15

Gerstner, Charlotte R., und David V. Day. „Cross-cultural comparison of leadership prototypes“. Leadership Quarterly 5, Nr. 2 (Juni 1994): 121–34. http://dx.doi.org/10.1016/1048-9843(94)90024-8.

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16

Wooi, Chow Tong, Lailawati Mohd Salleh und Ismi Arif Ismail. „A Preferred Leadership Portrait of Successful Cross-Cultural Leadership“. Studia Universitatis Babeș-Bolyai Negotia 62, Nr. 4 (29.12.2017): 21–43. http://dx.doi.org/10.24193/subbnegotia.2017.4.02.

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17

Shi, Shuisheng, und Jason D. Shaw. „The Cross-Cultural Generalizability of Paradoxical Leadership“. Academy of Management Proceedings 2017, Nr. 1 (August 2017): 15546. http://dx.doi.org/10.5465/ambpp.2017.15546abstract.

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18

Paramova, Petia, und Herbert Blumberg. „Cross-cultural variation in political leadership styles“. Europe’s Journal of Psychology 13, Nr. 4 (30.11.2017): 749–66. http://dx.doi.org/10.5964/ejop.v13i4.1412.

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Guided by gaps in the literature with regard to the study of politicians the aim of the research is to explore cross-cultural differences in political leaders’ style. It compares the MLQ (Avolio & Bass, 2004) scores of elected political leaders (N = 140) in Bulgaria and the UK. The statistical exploration of the data relied on multivariate analyses of covariance. The findings of comparisons across the two groups reveal that compared to British political leaders, Bulgarian leaders were more likely to frequently use both transactional and passive/avoidant behaviours. The study tests Bass’s (1997) strong assertion about the universality of transformational leadership. It contributes to the leadership literature by providing directly measured data relating to the behaviours of political leaders. Such information on the characteristics of politicians could allow for more directional hypotheses in subsequent research, exploring the contextual influences within transformational leadership theory. The outcomes might also aid applied fields. Knowledge gained of culturally different leaders could be welcomed by multicultural political and economic unions, wherein understanding and allowances might aid communication.

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19

Murata, Fortune Mwenje. „Cross-cultural leadership for global construction projects“. Proceedings of the Institution of Civil Engineers - Management, Procurement and Law 166, Nr. 5 (Oktober 2013): 240–48. http://dx.doi.org/10.1680/mpal.12.00014.

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20

Alves, José C., Kathi J. Lovelace, Charles C. Manz, Dmytro Matsypura, Fuminori Toyasaki und Ke (Grace) Ke. „A cross‐cultural perspective of self‐leadership“. Journal of Managerial Psychology 21, Nr. 4 (Juni 2006): 338–59. http://dx.doi.org/10.1108/02683940610663123.

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21

Houghton, Jeffery D., Andrew Carnes und Christopher N. Ellison. „A Cross-Cultural Examination of Self-Leadership“. Journal of Leadership & Organizational Studies 21, Nr. 4 (23.12.2013): 414–30. http://dx.doi.org/10.1177/1548051813515753.

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22

Grisham, Thomas. „Metaphor, poetry, storytelling and cross‐cultural leadership“. Management Decision 44, Nr. 4 (April 2006): 486–503. http://dx.doi.org/10.1108/00251740610663027.

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23

Hanges, Paul J., Juliet R. Aiken, Joo Park und 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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24

Nguyen, Nhu T. B., und Katsuhiro Umemoto. „Understanding leadership for cross-cultural knowledge management“. Journal of Leadership Studies 2, Nr. 4 (September 2009): 23–35. http://dx.doi.org/10.1002/jls.20078.

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25

Sarfraz, Haniya. „Differentiated time management skills between leadership styles: simplified with a cross-cultural approach“. Development and Learning in Organizations: An International Journal 31, Nr. 6 (06.11.2017): 14–18. http://dx.doi.org/10.1108/dlo-02-2017-0009.

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

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26

Serrie, Hendrick. „Training Chinese Managers for Leadership: Six Cross-Cultural Principles“. Practicing Anthropology 21, Nr. 4 (01.09.1999): 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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27

Sertel, Gülsüm, Engin Karadag und Hatice Ergin-Kocatürk. „Effects of leadership on performance: A cross-cultural meta-analysis“. International Journal of Cross Cultural Management 22, Nr. 1 (28.03.2022): 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 indicated a relationship between performance types and the effect of leadership on performance. As such our analysis contributes to our understanding of the relationship between leadership and performance in different national contexts and across sectors, in that national culture is an important moderator in the relationship between leadership and performance. Although only focusing on quantitative correlation studies, our work paves the way for more detailed qualitative research that can further focus on the nature of leadership and its relationship to performance in different cultural settings.

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28

Mittal, Rakesh, und Steven M. Elias. „Social power and leadership in cross-cultural context“. Journal of Management Development 35, Nr. 1 (08.02.2016): 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 power bases are more likely to be activated by managers in cultures that are collectivist, loose, long-term oriented, but low on power distance and uncertainty avoidance. Harsh power bases are expected to be chosen for influencing subordinates in cultures that are tight, short-term oriented, and high in power distance. Research limitations/implications – This is only an initial attempt to look at the exercise of social power in the context of societal culture. The framework can be extrapolated to a more fine-grained examination of the phenomenon. Practical implication – The conceptualization has potential implications for developing training programs aimed at improving managers’ cross-cultural competencies. Originality/value – Using a cross-cultural lens to examine how a leader exercises power contributes to a holistic view of power and culture. A cross-cultural extension of the power/interaction model, as suggested by the authors, adds value to the field of management development thinking and practice.

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29

Normore, Anthony H., Kamal Hamdan und M. C. Esposito. „A cross-cultural perspective on leadership development programmes“. Journal of Educational Administration and History 51, Nr. 1 (02.01.2019): 1–4. http://dx.doi.org/10.1080/00220620.2018.1508129.

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30

Lakshman, C. „Biculturalism and attributional complexity: Cross-cultural leadership effectiveness“. Journal of International Business Studies 44, Nr. 9 (15.08.2013): 922–40. http://dx.doi.org/10.1057/jibs.2013.36.

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31

Choromides, Constantinos. „Leadership and Change Management: A Cross-Cultural Perspective“. International Journal of Entrepreneurial Behavior & Research 24, Nr. 2 (12.03.2018): 575–78. http://dx.doi.org/10.1108/ijebr-03-2018-428.

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32

Caligiuri, Paula, und Ibraiz Tarique. „Dynamic cross-cultural competencies and global leadership effectiveness“. Journal of World Business 47, Nr. 4 (Oktober 2012): 612–22. http://dx.doi.org/10.1016/j.jwb.2012.01.014.

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33

Silverthorne, Colin. „Leadership effectiveness and personality: a cross cultural evaluation“. Personality and Individual Differences 30, Nr. 2 (Januar 2001): 303–9. http://dx.doi.org/10.1016/s0191-8869(00)00047-7.

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34

Yan, Jun, und James G. Jerry Hunt. „A Cross Cultural Perspective on Perceived Leadership Effectiveness“. International Journal of Cross Cultural Management 5, Nr. 1 (April 2005): 49–66. http://dx.doi.org/10.1177/1470595805050824.

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35

Eisenbeiß, Silke Astrid, und Felix Brodbeck. „Ethical and Unethical Leadership: A Cross-Cultural and Cross-Sectoral Analysis“. Journal of Business Ethics 122, Nr. 2 (23.05.2013): 343–59. http://dx.doi.org/10.1007/s10551-013-1740-0.

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36

Rogito, Jeremiah M., und Geoffrey Nyamota. „Cross-cultural differences in leadership and management of agricultural projects in Africa“. Journal of Innovations and Sustainability 6, Nr. 2 (21.05.2022): 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, these differences sometimes cause conflicts. The culture of the community or society has an effect on the management of agricultural projects as well. This is witnessed in the case of individualistic versus collectivistic societies; these two cultures bring about cross-cultural leadership differences. Misunderstandings arise due to their different beliefs, backgrounds, or values. To address cross-cultural differences, both the leader and follower must do something, for a greater impact on agricultural projects in Africa. Scientific novelty. The paper highlights that cultural intelligence has a great deal of impact in management of agricultural projects in Africa. However, cross cultural leaders in this space need to demonstrate cultural intelligence beyond linguistic intelligence to have interpersonal, intrapersonal and spatial intelligence to effectively deliver in the cross-cultural agricultural world. Practical value. This paper entails ideas that will help leaders of agricultural projects in Africa overcome cross cultural difference for effective management of the projects. The followers also have a role to play in managing cross cultural difference so to achieve greater impact in agriculture projects in Africa. Flexible leadership and culturally sensitivity while promoting creativity and motivation there will be great achievement to project goals. To achieve great success in a cross-cultural environment, mutual respect, leadership and effective cross-cultural communication is required.

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37

Paul Jones, Robert, Jewon Lyu, Rodney Runyan, Ann Fairhurst, Youn-Kyung Kim und Laura Jolly. „Cross cultural consensus: development of the universal leadership model“. International Journal of Retail & Distribution Management 42, Nr. 4 (08.04.2014): 240–66. http://dx.doi.org/10.1108/ijrdm-09-2012-0078.

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Purpose – Retailers have demonstrated mixed results during international expansions. However, home market saturation and the economic climate are forcing more and more retailers to look beyond their borders for revenue. A critical participant in the internationalizing effort is the expatriate manager. Unfortunately the literature is unclear and at times conflicted over how to select and prepare expatriate management for their leadership role. Therefore, this study was designed with the purpose of uncovering various factors which may lead to expatriate retail management success. Design/methodology/approach – Based on the lack of unanimity in the literature this study adopted a qualitative research methodology in order to develop some consensus regarding successful expatriate leadership attributes. Grounded theory was employed utilizing extensive in-depth interviews as the primary data gathering and analysis tools. Findings – A multi-dimensional construct emerged from the data requiring all dimensions to be utilized for a successful retail expatriate assignment. The construct of “Universal Leadership”, is proposed as formative, comprised of reflective sub-dimensions; Ability, Adaptability, Ambassadorship, and Awareness (Self), which we refer to as the Four A's, for successful expatriate management assignments. Several propositions are put forward as suggestions for future research in the use of the universal leadership model for both selection and training of retail expatriate managers. Originality/value – The study develops a theoretical platform for expatriate leadership success allowing for cultural and business variation. Awareness is introduced as a critical attribute in achieving success as an expatriate success. The universal leadership model proposes attributes beneficial for training and also selection which is critically under examined in the literature.

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38

Mittal, Rakesh, und Steven M. Elias. „Social Power and Cross-cultural Leadership: A Conceptual Exploration“. Academy of Management Proceedings 2013, Nr. 1 (Januar 2013): 15106. http://dx.doi.org/10.5465/ambpp.2013.15106abstract.

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39

Javalagi, Anoop, und Daniel A. Newman. „Cross-Cultural Collectivism supports Extraversion and Agreeableness Leadership Advantage“. Academy of Management Proceedings 2021, Nr. 1 (August 2021): 16418. http://dx.doi.org/10.5465/ambpp.2021.16418abstract.

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40

Martinelli, Diana, und Elina Erzikova. „Public relations leadership development cycle: A cross-cultural perspective“. Public Relations Review 43, Nr. 5 (Dezember 2017): 1062–72. http://dx.doi.org/10.1016/j.pubrev.2017.09.002.

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41

Flatten, Tessa, Daniel Adams und Malte Brettel. „Fostering absorptive capacity through leadership: A cross-cultural analysis“. Journal of World Business 50, Nr. 3 (Juli 2015): 519–34. http://dx.doi.org/10.1016/j.jwb.2014.08.010.

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42

DeLellis, Anthony J. „Leadership for Cross-Cultural Respect Among Health Care Personnel“. Health Care Manager 25, Nr. 1 (Januar 2006): 85–90. http://dx.doi.org/10.1097/00126450-200601000-00012.

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43

Lewis, Dianne, Erica French und Thipaphone Phetmany. „Cross-Cultural Diversity, Leadership and Workplace Relations in Australia“. Asia Pacific Business Review 7, Nr. 1 (September 2000): 105–24. http://dx.doi.org/10.1080/13602380000000005.

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44

Peterson, Mark F., und James G. (Jerry) Hunt. „Overview: International and cross-cultural leadership research (part II)“. Leadership Quarterly 8, Nr. 4 (Dezember 1997): 339–41. http://dx.doi.org/10.1016/s1048-9843(97)90018-7.

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45

Gupta, Vipin, Ian C. MacMillan und Gita Surie. „Entrepreneurial leadership: developing and measuring a cross-cultural construct“. Journal of Business Venturing 19, Nr. 2 (März 2004): 241–60. http://dx.doi.org/10.1016/s0883-9026(03)00040-5.

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46

Scandura, Terri, und Peter Dorfman. „Leadership research in an international and cross-cultural context“. Leadership Quarterly 15, Nr. 2 (April 2004): 277–307. http://dx.doi.org/10.1016/j.leaqua.2004.02.004.

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47

Zhu, Weichun, Xiaoming Zheng, xi Zhang und Hongwei He. „Measuring Ethical Leadership: Scale Refinement and Cross-Cultural Validation“. Academy of Management Proceedings 2015, Nr. 1 (Januar 2015): 11403. http://dx.doi.org/10.5465/ambpp.2015.11403abstract.

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48

Toor, Shamas ur Rehman, und Stephen O. Ogunlana. „Leadership skills and competencies for cross-cultural construction projects“. International Journal of Human Resources Development and Management 8, Nr. 3 (2008): 192. http://dx.doi.org/10.1504/ijhrdm.2008.018787.

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49

Ahmad, Khaliq. „Leadership and work motivation from the cross cultural perspective“. International Journal of Commerce and Management 19, Nr. 1 (13.03.2009): 72–84. http://dx.doi.org/10.1108/10569210910939681.

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50

Tavares, Joan. „Building a leadership development program: A cross-cultural collaboration“. Leadership in Action 15, Nr. 4 (06.07.2007): 9. http://dx.doi.org/10.1002/lia.4070150404.

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