Tesi: "Cross-cultural leadership"

1

Grisham, Tom, e tgrisham@tampabay rr com. "Cross cultural leadership". RMIT University. Property, Construction and Project Management, 2006. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20061116.125205.

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Global markets are increasingly taking advantage of the strength and economic advantages of a diverse global workforce. It is common on international projects to find multi-cultural teams located in multiple countries. It is also common to find such projects led by Project Managers who come from many different countries. So having a person raised in India managing a project in China, with a design team in the USA, procurement procurement teams in Japan and Mexico, and a drafting team in Albania is not unusual. Even in historically monolithic markets like the USA, it is far more common to have mulit-cultural teams and foreign competition. In addition, the pressure on the industry to increase productivity and reduce costs is unrelenting. This leads to flatter project structures, and the need for leadership at multiple levels. My experience in such markets, and the glaring need for a Cross-Cultural Leadership model that could be used to improve leadership skills in international markets were the reasons for undertaking this thesis. The hypothesis of this thesis is that there are of cross-cultural leadership dimensions that are effective and essential, regardless of culture. Those dimensions are Trust, Empathy, Transformation, Power, and Communication. The thesis first explores the cultural and leadership aspects of Cross-Cultural Leadership through a review of the published literature. The literature research was then subjected to an exegetical review of the themes that emerged, and used to construct the Descriptors, and Sub-Descriptors for each of the leadership dimensions. The thesis also explored the transfer of cultural knowledge with metaphors and storytelling. In a fast paced business environment, developing a richer understanding and sensitivity to other coulters, in general and specific, is a skill that Leaders must possess. Lastly, the thesis explored the connections between conflict management and Cross-Cultural Leadership. Conflict management skills are becoming ever more important due to the rapid changes that are common in the current business environment. Change, cultural mis-information, scarce resources, poor communication skills, contractual ambiguity and complexity are but a few of the reasons that managing conflict is a critical skill for leaders. IV The design of the testing protocols was bifurcated. One track evaluated the hypothesis, the other track evaluated the connection between the Leadership Dimensions hypothesized, and the GLOBE survey. The GLOBE survey was utilized to investigate if a viable connection existed between the Leadership Dimensions and a broad based international survey of cultural dimensions. The testing of the hypothesis was performed using a Delphi panel of experts in international cross-cultural leadership, through two sessions of questions with feedback after the end of the first session. Subsequently, the results were analyzed, studied, and evaluated with an eye toward my practical experience in the field - sense making. The results were that the hypothesis was confirmed, and the connection to the GLOBE Survey cultural dimensions was also confirmed. A model is presented to summarize the findings of the thesis, called the Cross-Cultural Leadership Intelligence (XLQ) Model. As discussed in the thesis, Project Management has not emphasized leadership in the current body of knowledge (PMBOK), and it only makes general reference to cultural considerations. Recognizing this, The Project Management Institute (PMI) has funded a study that recommends more research in the area of cross-cultural leadership, and a new grant to study the question of how global the PMBOK really is. Both of these issues are addressed by this thesis. The XLQ model provides a framework for assessing and training Project Managers in cross-cultural leadership skills. The model is a global one that can be used across cultures, business models, and markets. The model also points towards the need for further research into metrics, education, training techniques, and of course, further empirical testing of the model itself.

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Vitale, Stefano <1994&gt. "CROSS-CULTURAL LEADERSHIP: LA CULTURAL INTELLIGENCE". Master's Degree Thesis, Università Ca' Foscari Venezia, 2020. http://hdl.handle.net/10579/18085.

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L'obiettivo della ricerca è quello di individuare il ruolo della Cultural Intelligence dal punto di vista di un leader e di esaminare l'impatto della cultura sulla leadership. Lo scopo della ricerca è quello di confrontare i risultati ottenuti da una ricerca qualitativa condotta tramite delle interviste a leader che lavorano in contesti cross-cultural, tenendo conto delle osservazioni teoriche riguardanti la leadership. I risultati esplorano e provano l'ipotesi che l'intelligenza culturale è un'abilità fondamentale per una leadership di successo in un ambiente interculturale.

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3

Yap, Kristiina, e Hellen Song. "Leadership in a Cross-Cultural Context : A Qualitative Study of Cross-Cultural Leadership Competence in a Multinational Organization in China". Thesis, Stockholms universitet, Institutionen för pedagogik och didaktik, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-122480.

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The essay aims to generate deeper understanding of leadership competences in a multinational organization in China, i.e. what competences that are required for managing professionals in a cross-cultural context. Previous research within this field of study discuss this topic from the perspective of Western or Chinese expatriate managers, but the authors of this study regard that it is of interest to study Chinese employees in a Western organization in China in order to understand how the global Western culture interacts with the local Chinese culture. The research questions were thus formulated to study what competences that are required in a managerial position in a multinational organization in China according to different organizational actors and documents, and what differences there are in the meaning of the various descriptions. The study has been conducted with a qualitative approach and the results indicate that To Manage, To Have Expertise and To Communicate are the most important competences needed in the managerial role. The results also indicate that the different sources are very similar in the description of cross-cultural leadership competence, which can be understood as the influence of a strong organizational culture. Finally, one can see that the younger employees differ slightly in expectations of leadership, which can be understood as leadership not being formed only by national culture but also by generational culture. In other words, the results from the study show that the meaning of cross-cultural leadership competence in this specific context is not merely restricted to the necessity of understanding national culture when exercising leadership; it is also about generational differences in culture.

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Biro, Eva, e Magda Forsman. "Effective Leadership in Cross-Cultural Teams - An Experiment". Thesis, Kristianstad University College, Department of Business Administration, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-3142.

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There is a lack of universally applicable team leadership models for cross-cultural work teams. The research on cross-cultural team leadership has mostly been conducted with an ethnocentric or culturally comparative approach. Therefore, the purpose of this study has been to discover a universal leadership theory, leading to high cross-cultural team performance.

This dissertation describes the prior research bound to the research topic and the development of a universal, cross-cultural team leadership style. The new, created leadership style, the Integration Oriented Leader, was designed to bring forth high cross-cultural team performance. The suggested theory was empirically tested in a laboratory experiment and received strong support. The conclusion of the conducted research is that the Integration Oriented leadership style may very well be the most suitable leadership style to implement in cross-cultural work teams.

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5

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

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

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6

Sugai, Sakae. "Cross-cultural leadership interaction : a mixed-methods approach study". Thesis, University of Cambridge, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.611820.

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7

Renner, Jasmine, Arnold Nyarambi e &amp Glascock C. Gunn. "International and Cross Cultural Educational Leadership, Collaboration and Teaching". Digital Commons @ East Tennessee State University, 2013. https://dc.etsu.edu/etsu-works/8279.

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8

de, Azevedo Nogueira Affonso Henriques. "Cross-Cultural Leadership: A comparative Study between Brazilian and Portuguese Subordinates". Doctoral thesis, Universitat Ramon Llull, 2012. http://hdl.handle.net/10803/82068.

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L’objectiu d’aquesta investigació, ha sigut comparar patrons culturals de grups brasilers amb grups portuguesos. Per identificar i comparar els esmentats patrons, s’ha fet servir un instrument anomenat Values Scale. A més a més, i utilitzant una adaptació de Tannenbaum and Schmidt’s Taxonomy desenvolupat per Vroom (2000) hem comparat els estils de lideratge dels esmentats grups. En darrer lloc hem investigat si existeix una correlació entre els patrons culturals i els estils de lideratge. S’ha pogut observar que ambdós grups demostren una preferència per als Patrons Culturals Horitzontals Col•lectius i que el grup brasiler, te tendència a triar un estil de lideratge més participatiu si ho comparem amb el grup portuguès. També s’ha observat una correlació entre els patrons culturals i els estils de lideratge. En acabar l’estudi, es presenten mancances i, com que no hi ha molts estudis de referència, es suggereixen propostes per a futures investigacions, enfocades especialment en brasilers i portuguesos, tenint present que aquests països tenen en comú un passat històric i es veuen abocats a canvis socials, econòmics i culturals significatius.
El propósito de esta investigación, ha sido comparar el patrón cultural de grupos brasileños con grupos portugueses. Para identificar y comparar dichos patrones, se ha aplicado un instrumento llamado Values Scale. Además, utilizando una adaptación de Tannenbaum and Schmidt’s Taxonomy desarrollado por Vroom (2000), hemos comparado los estilos de liderazgo de los mencionados grupos. Finalmente hemos investigado si existe una correlación entre los patrones culturales y los estilos de liderazgo. Se ha podido observar que ambos grupos demuestran una preferencia para los Patrones Culturales Horizontales Colectivos y que el grupo brasileño tiende a elegir un estilo de liderazgo más participativo en comparación con el grupo portugués. También se ha observado una correlación entre los patrones culturales y los estilos de liderazgo. Al terminar el estudio se presentan limitaciones y, dado que no hay muchos estudios al respecto, se sugieren propuestas para futuras investigaciones, enfocadas especialmente en brasileños y portugueses, teniendo en cuenta que estos países comparten un pasado histórico y se enfrentan a cambios sociales, económicos y culturales significativos.
This study aimed to compare the cultural patterns of Brazilian and Portuguese groups. Using an instrument named Values Scale it was possible to identify and compare these patterns. In addition, we sought to compare the leadership styles preferred by those groups using an adaptation of the Tannenbaum and Schmidt’s Taxonomy developed by Vroom (2000). Finally, we assessed whether there was correlation between cultural patterns and leadership styles. It was observed that the two groups showed a preference for Horizontal-Collectivism Cultural Pattern and the Brazilian group chose a more participative leadership style when compared with the Portuguese group. There was also a correlation between cultural patterns and leadership styles. At the end of the study limitations are presented and proposals for future research are suggested, especially between Brazilians and Portuguese, since such studies are still scarce and taking into account that these countries have in common historical past and are also facing significant social, economic and cultural changes.

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Banerjee, Mili. "Subordinate Perception of Leadership Style and Power: A Cross-Cultural Investigation". University of Akron / OhioLINK, 2009. http://rave.ohiolink.edu/etdc/view?acc_num=akron1253769052.

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10

Wolf, Patricia K. W. "Group dynamics : effects of leadership style on cross-cultural group behavior /". The Ohio State University, 1986. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487266691093613.

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11

KOSSI, YAO. "Cultural-Centric Globalization Strategies for Increasing Companies’ Profitability". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7688.

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Contemporary business leaders require suitable leadership strategies, skills, capabilities, and competencies to lead individuals with culturally diverse backgrounds effectively. Local retail business executives have experienced complex leadership challenges leading international and intercultural teams when expanding business operations into global markets. The objective of this multiple case study was to explore leadership strategies local retail business leaders used to lead a global workforce. The target population included 3 local retail business leaders from Minnesota who had 6 to 8 years of global leadership experience. The composite conceptual framework that grounded this study was leadership and transformational leadership. Data were collected from semistructured, face-to-face interviews and organizational documents. Member checking was used to ensure trustworthiness of findings. The data analysis followed Yin’s 5-phase process: compiling, disassembling, reassembling, interpreting, and concluding. Three themes emerged from the data analysis: cross-cultural awareness, cross-cultural challenges and competence, and cross-cultural leadership strategies. The findings from the study might contribute to positive social change by encouraging business leaders to explore business opportunities locally and globally, resulting in an understanding of cross-cultural differences, enhanced quality of cross-cultural work environments, increased job creation, and improved living standards for communities’ citizens.

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12

Briggs, Rickard. "Getting results| Leadership and cross-cultural adaptability within a multi-national corporation". Thesis, Mountain State University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3561928.

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U.S. companies continue to grow and expand overseas. They also outsource business processes. There were approximately 350,000 call center employees in India in 2009 (Lundby, Parthasarthy, & Kowske, 2009) and another 350,000 in the Philippines by 2010 (Manila Bulletin Publishing Corporation, 2010). The success of employees who are not U.S. citizens, yet work for American companies, has become critical. These individuals are, many times, hired by and work for organizations located in the U.S. yet are native to, stationed in, and supervise operations in countries around the world. The leadership and cross-cultural acumen of individuals in these positions can be critical to their success or failure as employees of American organizations as well as to their ability to successfully lead members within their own organizations to achieve successful results.

This research project was conducted by a third party to preclude any bias as the researcher is also the owner of the organization under study. The research examined leadership behaviors as well as cross-cultural sensitivities of individuals in these positions in order to ascertain whether there were differences between these self-reported attributes and the results generated by particular organizational units. Qualitatively, the researcher interviewed senior executives at a number of firms (not associated with his own organization) with respect to leadership and cross-cultural sensitivities of mid-level managers to ascertain if, from the perspective of these senior executives, common threads could be identified that would lead to a greater understanding of the issues of leadership and cross-cultural sensitivities in these mid-level positions as well as efforts that could impact organizational results.

The resulting data indicated that there was not a significant statistical relationship between any of the leadership acumens or cultural identifiers and managerial performance. In the qualitative data, senior leaders overwhelmingly indicated that Focused Drive, Trusted Influence, and Conceptual Thinking were defining leadership behaviors between higher and lower performers.

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Stavropoulou, Afroditi-Maria. "Innovation, sustainable leadership and consideration of future consequences: A cross-cultural perspective". Thesis, Linnéuniversitetet, Institutionen för psykologi (PSY), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-45309.

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The present study aimed to examine the relationship between national culture and organizational innovation, sustainable leadership (SL), and leaders’ consideration of future consequences (CFC), based on Hofstede’s cultural dimensions. An online survey was developed and sent out to employees of private organizations located in Greece and Sweden. Analysis of the data collected from 133 participants indicated that: (a) national culture is marginally significantly associated to perceived workplace innovation; (b) national culture is not significantly related to SL based on employees’ perceptions; and (c) national culture is not significantly related to perceived leaders’ CFC. Contrary to previous research that examined the culture-innovation relationship on a national level, the results of this study suggest that national culture is not strongly related to organizational level innovation, although it is significantly related to two of its examined dimensions: creativity and lack of organizational impediments. Moreover, the results indicated that SL and leaders’CFC are not significantly related to national culture, although four of the dimensions of SL varied significantly between the two examined countries. Practical implications, limitations of the study and future suggestions are discussed.

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Feng, Li. "Same Kentucky Chicken, Different Taste: Cross-cultural Leadership Studies at KFC in Beijing". Thesis, Virginia Tech, 1998. http://hdl.handle.net/10919/36848.

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This study is designed to explore a three dimensional Chinese leadership behavior model - Initiation, Consideration, and Guanxi. The Initiation-Consideration model has dominated leadership behavior research in Western literature (e.g., Yukl 1994), whereas this study recognizes that Guanxi behavior is an important concept in Chinese values and that it should be employed to develop a model of Chinese leadership behavior. This study also examines whether Guanxi is the most frequently exhibited leadership behavior, as perceived by Chinese employees, and how this type of leadership behavior, along with Initiation and Consideration, contributes to leadership effectiveness within the Chinese culture.Data is collected from 166 subordinates at 15 KFC restaurants in Beijing. The empirical data collected demonstrates that Initiation, Consideration, and Guanxi are not distinctive leadership behaviors. Instead, they are highly correlated with each other. Other main findings related to the study's hypotheses are: 1) among Initiation, Consideration, and Guanxi, Initiation is the most frequently used leadership behavior, as perceived by subordinates at those restaurants; and 2) subordinates perceive that all these three forms of leadership behavior are positively related to leadership effectiveness. However, this thesis does not have enough confidence to make any conclusion based on the above findings because of the sample's response bias and a multicollinearity problem in the empirical data.
Master of Science

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Lindh, Joar, e Eden Afeworki. "Leadership in Russia : A cross-cultural leadership study on the dynamics involved in being a Swedish expatriate". Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-202211.

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Managing a diverse workforce has become a growing challenge for leaders, due to increased globalization and demographic changes. As a result, leaders that can handle those challenges become important for successful business across borders. With respect to this, the complexities of leadership in Russia is an under-researched and increasingly important research area, due to the rapid changes that have occurred in the country the last 25 years. This study explores the challenges that Swedish expatriate leaders face whilst operating in Russia and, furthermore, how they tackle them. The study is of explorative character, with a qualitative research methodology, and is based on 17 interviews with different Swedish leaders across various industries. The findings show that Swedish leaders experience challenges with the following: involving employees in decision making processes; handling steep hierarchies; finding the right people in the dynamic Russian labour market; comprehending the idiosyncrasies of Russian culture. In conclusion, the study shows that Swedish leaders are keen to implement a Swedish company culture based on empowerment, although the specificities of being an expatriate leader in Russia makes it necessary to adapt to some of the conflicting expectations of the Russian employees.

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Wang, Xingmin. "Cross-cultural leadership by Chinese managers with their South African Xhosa-speaking employees". Thesis, Stellenbosch : Stellenbosch University, 2007. http://hdl.handle.net/10019.1/21386.

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Thesis (MBA)--Stellenbosch University, 2007.
ENGLISH ABSTRACT: Purpose. This study investigates how foreign-born Chinese managers in the Cape Town area perceive their own leadership in a cross-cultural business situation, and compares these perceptions with how the local South African Xhosa-speaking employees perceive the styles of their foreign managers. The study is important because of the growing private investment in Africa by people from China. Approach. Ten small businesses owned and managed by Chinese nationals were studied: five retail, two wholesale, one restaurant and two Chinese supermarkets. A Likert-type questiormaire was created by operationalising 10 of the 19 aspects of cross-cultural leadership identified by Suutari and Riusala (2001). These ten aspects are: decision participation, autonomy-delegation, consideration, rewarding, informing, conflict management, production emphasis, criticizing, goal setting, and inspiration. Each aspect had four questions associated with it. The questiormaire was given individually to the ten managers and to 20 of their Xhosa-speaking employees, two per business. It was followed by an open interview based mainly on the questiormaire content. The questionnaire responses were analysed statistically, first to test for the sameness of responses of the employees as well as the sameness of responses of the managers, using the Sign Test. Responses of the two groups were compared for each aspect. Interview responses were used to help interpret the numbers and formulate findings. Findings. There are clear, statistically significant differences between the perceptions of the managers' leadership style by the two groups on all ten of the aspects. The Chinese managers show a similar leadership approach when interacting with their employees. The Xhosa-speaking employees have perceptions similar to one another about their managers' leadership style. Thus a disjunction is shown between the two culturally different groups. The responses of the Chinese managers were analysed in light of the literature on Chinese culture, and in most ways they were seen to be managing using a traditional Chinese-based style. In general, they make the decisions and do the planning, do not delegate much, withhold infonnation, do not reward good performance, and are not inspirational. However, they do tend to be kind. Research limitations. The study compared only those two ethnic groups in a small geographic area, with small sample sizes. It also studied reported perceptions. Further research could tty to isolate just cultural differences, and focus more on leadership behaviours. Practical implications. Acknowledgement of the local culture and perhaps use of a more inclusive, less authoritarian management-leadership style seem important for existing and future Chinese managers. Culturally-based management training can be offered for them and for potential investors, to support future small business investors in South Africa and beyond.
AFRIKAANSE OPSOMMING: Doel. Hierdie studie behels 'n ondersoek na hoe buitelands-gebore Sjinese bestuurders in Kaapstad hulle eie leierskap beoordeel in 'n kruis-kulturele sake omgewing. Hierdie sienings word dan vergelyk met die persepsies van hoe plaaslike Suid-Afrikaanse Xhosa-sprekende werknemers die bestuurstyl van hulle buitelandse werkgewers beoordeel. Hierdie studie is belangrik vanweë die toenemende private belegging in Afrika deur Sjinese burgers. Benadering. Tien klein sake-ondememings wat deur Sjinese burgers besit en bestuur word, is ondersoek: vyf in die kleinhandel, twee in die groothandel, een restaurant en twee Sjinese supermarkte. 'n Likert-tipe vraelys is saamgestel deur die operasionalisering van 10 van die 19 aspekte van kruis-kulturele leierskap s00s deur Suutari en Riusala (2001) geïdentifiseer. Hierdie tien aspekte is: besluit-deelneming, outonomie-delegasie, konsiderasie, beloning, inkennisstelling, konflik-bestuur, produksie-beklemtoning, kritisering, doelsteIling-bepaling, en inspirasie. Elke aspek is aan vier vrae gekoppel. Die vraelys is aan elkeen van die tien Sjinese bestuurders gegee, en aan 20 van hulle Xhosa-sprekende werknemers, twee per sake-ondememing. Dit is opgevolg deur 'n oop onderhoud wat hoofsaaklik op die inhoud van die vraelys gebaseer was. Die antwoorde op die vraelys is statisties ontIeed, eerstens vir die ooreenstemming van die antwoorde van die werknemers, sowel as die ooreenstemming van die antwoorde van die bestuurders deur middle van die "Sign" toets. Die antwoorde van die twee groepe is met mekaar vergelyk vir elke aspek. Die terugvoering vanaf die onderhoude is gebruik om die getalle te interpreter en om resultate te help formuleer. Bevindings. Daar is helder, statistiese beduidende verskille tussen die beoordeling van die bestuurders se leierskapstyl deur beide groepe wat betref al tien die aspekte. Die Sjinese bestuurders toon 'n soortgelyke leierskap benadering wanneer hulle met hul werknemers omgaan. Die Xhosa-sprekende wer1cnemers het onderling soortgelyke persepsies betreffende hul bestuurders se leierskapstyl. Dus bestaan daar 'n uiteenlopende siening tussen die twee kulturele groepe. Die beoordeling van die Sjinese bestuurders is ontleed in die lig van literatuur oor Sjinese kultuur, en dit het geblyk dat hulle 'n tradisionele Sjinese bestuurstyl navolg. In die algemeen is daar bevind dat hulle die besluite neem en die beplanning doen, dat hulle nie veel delegeer nie, dat hulle inligting weerhou, dat hulle nie goeie werkverrigting beloon nie, en dat hulle nie werkers aanmoedig nie. Desniteenstaande is hulle goedhartig. Navorsingsbeperkings. In hierdie studie is slegs twee etniese groepe in 'n klein geografiese gebied, met klein steekproewe, ondersoek. Persepsies waaroor verslag gedoen is, is ondersoek. In verdere navorsing kan daar probeer word om kulturele verskille te isoleer, en om op leierskapsgedrag te fokus. Praktiese implikasies. Erkenning van die plaaslike kultuur en miskien 'n meer insluitende, minder outoritêre bestuurstyl blyk belangrik te wees vir bestaande en toekomstige Sjinese bestuurders. Kultuur-gebaseerde bestuursopleiding kan vir hulle en voornemende beleggers aangebied word om toekomstige klein sake-beleggers in Suid-Afrika en elders te ondersteun.

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Merino, Ismael. "Cross-Cultural Comparison of Servant Leadership in the United States and Latin America". Digital Commons @ East Tennessee State University, 2016. https://dc.etsu.edu/honors/362.

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In this study, the subject matter evaluated is the difference between the United States and Latin America concerning the practice and acceptance of servant leadership. This research compares the practice and the acceptance of servant leadership between the United States of America and Latin America. In order to do this, a cross-cultural comparison was conducted between these two groups. The objective was to find the differences in the leadership styles of these two groups and subsequently analyze the results. The Hofstede’s cultural dimensions were used to be able to compare cultural differences, and understand why these differences appear in the societies of the two groups studied. A survey was conducted in order to gather different feedback from individuals of the U.S. as well as from Latin America. The approach for this research started by analyzing the results of the survey and dividing it into the two cultural groups. The results were tested using a one tailed t-test for the mean difference of independent samples. This research provides information on how and why leadership styles differ between the two groups studied and what are the characteristics that people seek in leaders of these two groups when testing servant leadership between the U.S. and Latin American samples.

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Lush, Ron. "Committed to serve, prepared to lead a leadership development curriculum for international and cross-cultural Christian ministry leadership /". Theological Research Exchange Network (TREN), 1999. http://www.tren.com.

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19

Yoon, Jeeyun. "The influence of cultural orientation and power motive on leadership perception". Diss., Georgia Institute of Technology, 2014. http://hdl.handle.net/1853/51834.

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Despite the recognized importance of leadership perception and individual differences in various cultures, our understanding of each of these variables is limited. The influence of fundamental cognitive styles (context dependent vs. independent) in different cultures and individual differences within culture has rarely been discussed. Current leadership perception research typically depends on surveys which cannot capture spontaneous responses that reflect both automatic and controlled processes. To better understand cross-cultural leadership perception, this study recruited two cultural groups (e.g., Americans and East Asians) and employed both qualitative (e.g., picture recognition tasks) and quantitative (Conditional Reasoning Tests) methods to examine the effect of culture and individual differences (power motive) on leadership perception. Findings and implications for future research are discussed.

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Hogan, Terry. "Global leadership and the development of intercultural competency in U.S. multinational corporations". Scholarly Commons, 2008. https://scholarlycommons.pacific.edu/uop_etds/709.

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This study addresses the challenges of developing the intercultural competency of global leaders within the context of the U.S. multinational corporation (U.S.M.C.). This research seeks to examine how organizations develop managers capable of leading in a pluralistic work environment and the implications of this kind of learning on the current assumptions held by intercultural academia and the business community. The research approach was interdisciplinary: combining adult learning theory (self-directed and transformational learning), international business communication and leadership, systems thinking, organizational development and learning, and intercultural theory. The following questions were addressed: How is cultural competence developed, supported, and integrated by the U.S. multinational organization? What challenges and obstacles do organizations face in effectively developing globally competent leaders? How can the intercultural academic community help to facilitate cultural competency development in the organizational context? The study found that, although global leadership competency is largely undefined in organizations, the mandate "to be global" is pervasive. In spite of this, culture in the organizational context and its impact on leadership development and performance are not widely understood in U.S.M.C.s. Yet, the study also found that most organizations do not have programs of any kind that promote intercultural competency development. Reasons for this discrepancy centered mostly on lack of awareness and support at the highest levels in organizations, business cost justification, and the lack of collaboration among (corporate) departments as well as between organizations and the intercultural academic community. Two data sets were used to complete this research. The first set included members of the corporate business units of Learning and Development.(L&D), Human Resources (HR), and Diversity. The second data set was comprised of interculturalists who hailed from the academic community, the business community, or both.

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McGee, D. Jeffrey. "Cross-Cultural Dynamics Among White-led Nonprofit Organizations in South Phoenix Communities of Color". Thesis, Northern Arizona University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10822733.

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White administrators of nonprofit organizations are tasked with the challenge of making the right decisions when their nonprofit seeks to work in predominantly Black and Brown neighborhoods. They utilize their personal worldviews and instincts to carry out the mission of their organization. The problem is that White administrators use their own cultural beliefs as their guide, which typically is counterintuitive to the cultural beliefs of Black and Brown people in the neighborhoods they wish to serve. This disparity raises issues, barriers, and sometimes conflict between both groups, which further divides efforts of collaboration. This study investigates the assumptions, disparities, and paradoxes that exist and arise between administrators in a Whiteled nonprofit organization and residents in Communities of Color as they negotiate issues of trust, decision-making, and transformative practices through the context of a nonprofit agency’s mission and the neighborhood. By using portraiture, the assumptions, disparities, and paradoxes were examined utilizing the factors whereby groups engaged in relationship-building efforts. Employing one-to-one interviews, focus groups, observations, and documents allowed the researcher to answer the research questions through the portraits. These questions were centered on the understanding of the roles that White administrators and Black and Brown residents carry out in collaborative process efforts. Based on their understanding of these roles, the research sought to find a collaborative process that works. The findings revealed through the data that the Black and Brown residents and White-led administrators in nonprofits can achieve true collaborative practices through a more democratic approach. By understanding Black and Brown residents’ Community Cultural Wealth, both groups can engage in this democratic approach which benefits the mission of the nonprofit and empowers the Black and Brown residents.

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Koro, Paul, e n/a. "The Papua New Guinea Senior Education Officers' views on Leadership: A Cross-Cultural Perspective". University of Canberra. Education, 1998. http://erl.canberra.edu.au./public/adt-AUC20050516.100024.

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This study examines senior education officers' (SEOs) perceptions of the meanings and characteristics of the term 'leadership' both from their traditional PNG and Western perspectives. Data were drawn from questionnaires returned by 20 SEOs, 2 recorded interviews and a focus-group methodology. The purposes of the study are to: (i) define the meaning of leadership from the senior education officers' perspectives and through the review of the literature; and (ii) identify key characteristics and skills of the leadership role of senior education officers in PNG today, as a basis for improving practice and informing knowledge about leadership. Respondents were asked to define the meaning of the term leadership, and to describe their most memorable leadership experiences which may have helped to shape their understanding of leadership. They were also asked to identify and to list the key leadership functions, qualities and skills/abilities which they perceive to be most important in their roles today, and for the foreseeable future. Literature on leadership is complex and wide ranging. Those which provided data of particular significance in specific areas directly related to this study include: Rost (1991) on the definitions of leadership; Kouzes and Posner (1993 and 1987) in relation to characteristics of leadership; on educational leadership (Sergiovanni et al 1987, Turney et al 1992, and Fullan 1991 and 1992) in relation to the functions, qualities and related skills/abilities of educational leaders; on culture and cross-cultural studies (Hallinger and Leithwood 1996, Heck 1996, Bates 1992); and various ethnographic sources on PNG and Melanesian traditional and contemporary leadership. A number of significant findings have emerged through this research study. The first, relates to a firm view of traditional PNG/Melanesian leadership as a 'shared leadership', defined in this study as a shared influence relationship among members of a social unit through a mutual quest for their existence. The notion of shared leadership emphasises the importance of reciprocal generosity, cooperation and competition for Melanesians in their daily quest for their needs and aspirations based on mutual concern, care and devotion for one another. The great diversity of people and cultures of Melanesians also enriches the view of 'leadership as cultural practice' (Gerstner and O'Day 1995, Heck 1996, Bates 1992) and the interplay of 'education as cultural construction'. These insepearable concepts provide logical and promising framework both towards transcending knowledge, cultures and poeple, and an interest to engage in more cross-cultural research. This study identifies among the most pressing problems of contemporary leadership in PNG relates to the inability of leaders to transcend traditional knowledge and customary practices with the new Western knowledge and practices. In other words, the problems of transcending the notion of 'shared leadership' with Western leadership characterised by public accountability, credibility and integrity normally associated with leadership in public office cannot easily be matched and transferred. This study suggests a 'transcendent leadership model' as a potential solution toward achieving this end. Extending beyond one's own limits, to do something extraordinary and admirable for the common good is what transcendent leadership model suggests every leader must be able to do. The foundations of transcendent behaviour the literature suggests include: moral and ethical living (Starratt 1996); ambition, competence, and integrity (Bennis and Goldsmith 1994); and honesty, forward-outlook and inspiration (Kouzes and Posner 1993). The literature indicates that these qualities and skills require proper 'intellectual conditioning' (Ramoi 1987, Narakobi 1991), to produce 'educated persons' (Starratt 1996) who are able to understand, appreciate, critique, and participate in their cultures, traditions, and history. This study therefore investigates and defines the meanings, roles and functions of the concepts of leadership, culture and education in relation to the cross-cultural conditions of the work of SEOs in PNG.

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Gom, Daria. "Transformational Leadership as Antecedent of Cross-cultural Psychological Capital in the Sabah Hotel Industry". Thesis, Curtin University, 2022. http://hdl.handle.net/20.500.11937/89603.

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This research has demonstrated the positive effects of transformational leadership on cross-cultural psychological capital, service-oriented organizational citizenship behavior, and turnover intentions of hotel frontline employees in Sabah, Malaysia. It has further emphasized the relevance of transformational leadership impacts on turnover intention in light of the insignificant relationship of cross-cultural psychological capital as a mediator. The importance of transformational leadership and cross-cultural PsyCap as job and personal resources, respectively, are critical factors that organizations can capitalize to enhance employee’s performance and competitive advantage.

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Narusis, Joseph David. "Relationship Between Cultural Values and the Perceived Effectiveness of Authentic Leadership". OpenSIUC, 2014. https://opensiuc.lib.siu.edu/theses/1587.

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The current study investigated how individual level cultural values (horizontal individualism, horizontal collectivism, vertical individualism, vertical collectivism, power distance, masculinity/femininity, uncertainty avoidance, and long/short term orientation) relate to the perceived effectiveness of authentic leadership. To ensure cultural diversity, data was collected from participants via Amazon Mechanical Turk (MTurk).The participant pool included 184 participants from the United States, India, and 10 other countries around the world. Of these, 68 (37%) participants identified themselves as female and 116 (63%) identified themselves as male. In order to provide a sample that is more representative of a working population, all participants were employed for an average of at least 20 hours a week in a workplace outside of the home. Data was collected using an online survey. Participants completed measures for individual level cultural values (Horizontal and Vertical Individualism and Collectivism Scale, and Individual Cultural Value Scale), the perceived effectiveness of authentic leadership (modified Authentic Leadership Questionnaire), and demographics. Participants were compensated $0.65 on average for completing the survey.The perceived effectiveness of authentic leadership was found to have significant positive correlations with horizontal individualism, horizontal collectivism, and long/short term orientation and a negative correlation with power distance and masculinity. In a final hierarchical regression model, age, power distance, long term orientation, and horizontal individualism were found to significantly predict 34% of the variance in perceived effectiveness of authentic leadership. The results help to provide a better understanding of hierarchy perceptions in the workplace. They suggest that individuals who value self-expression, less status differences between leaders and follower, and internal perseverance are more likely to endorse an authentic leadership style as being effective in the workplace. These results imply that congruence between employee and supervisor values may be an important factor in determining whether or not authentic leadership is perceived as being effective in the workplace. Further, managers and organizations may want to consider hiring individuals with cultural values that best fit their own values and leadership style. In the future researchers could investigate individual level cultural values as moderators between leadership and workplace outcomes, such as job satisfaction.

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Pargell, Karlsson Micaela, e Elin Widén. "Cultural challenges in Thailand - An unchanged fact? : A minor field study abour cultural challenges among Swedish executives in Thailand". Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-76427.

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Today, all companies face a challenge to cope with the globalized market, where organizations continuously establish on new markets in new countries. Different cultures meet and must be able to collaborate in an organization. The increased economic growth as well as the explosive Swedish tourism in Thailand today attracts more and more Swedish companies to the Thai market. It is likely that this can lead to different cultural challenges where people from different cultures meet and are forced to adapt to each other's established norms and behaviors. Our study aims to investigate the cultural challenges experienced by Swedish executives in Thailand. Our purpose is to identify the largest cultural challenges experienced by Swedish executives and to understand why this may be perceived as a cultural challenge among the Swedish executives. A qualitative method and a semi-structured interview form have been used in the conduct of the survey. The result showed that the main cultural challenges experienced by the Swedish executives were hierarchy, view of a leader, crosscultural leadership and collectivism. The Buddhist religion, the strongly established norms of Thai culture and the executives own positive and adaptable attitude towards cultural challenges proved to be the reason why these cultural challenges were experienced by the Swedish executives.

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Wang, Lake. "An exploratory study of global leaders' and Chinese managers' leadership constructs in multinational corporations in China". Thesis, Cranfield University, 2012. http://dspace.lib.cranfield.ac.uk/handle/1826/7570.

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This research explores the leadership constructs of global leaders and Chinese managers in multi-national corporations (MNCs) in order to understand whether their constructs are misaligned, and if so, in what ways. To address these questions, data was gathered via repertory grid test interviews with 31 global leaders and 59 Chinese managers in six MNCs’ China organizations. Analysis subsequently revealed that global leaders rely upon twelve key constructs to define global leadership capability and potential. These are: creative, drive to improve, communication skill, collaborative style, charisma, professional knowledge and experience, visionary, cross culture, flexibility, confidence, team development and emotional intelligence. Crucially however, half of the global leaders’ key constructs were not identified as important to Chinese managers; furthermore, most of the missing constructs resonate with charismatic and transformational leadership characteristics, indicating a gap between the two groups’ leadership concepts. Subsequently, both groups of leaders’ leadership constructs were compared with their respective companies’ Leadership Competency Frameworks. The results again revealed gaps, suggesting reliance upon headquarter-developed leadership frameworks to communicate leadership expectations and develop local leaders is either deficient, or inappropriate. The global leaders and Chinese managers’ perspectives on Chinese managers’ career barriers were also explored, with the evidence indicating that perceptions of both groups are influenced by their own cultural assumptions. As the global leaders’ perspectives aligned with their own leadership constructs but Chinese managers were not aware of the importance of those constructs, it seems to support the contention that a bias may exist when global leaders evaluate Chinese managers’ leadership capability and potential.

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Zoller, Joseph Y. "Cross-Cultural Effects on the Cognitive Process of Verbal and Numeric Rating Scales". NSUWorks, 2017. http://nsuworks.nova.edu/hsbe_etd/126.

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Cross-cultural factors affect the cognitive processes engaged in by subjects to respond to rating scales. By using a sequential explanatory strategy of mixed-method research design, this study investigates four cultural groups in the software industry (n=92) - Israelis, Latinos, Romanians, and Americans - to investigate cultural effects on the thought processes used by respondents performing selected verbal (ordinal) and numeric (interval) scales. Cluster analysis of the qualitative data identified four main response styles used by subjects – Extremes, Midpoint, Range, and Refiners. While the clusters did not differ in their demographics, when evaluating their cognitive processes against the theory of Tourangeau, Rips, and Rasinski (2000), clusters used different cognitive processes. Specifically, Refiners and Midpoint were more likely to adjust their responses during the Judgment stage before responding. The findings of this research identified that values as acquired through life experience (i.e., leadership position) and demographics (i.e., gender, age, and educational level) rather than basic culture play a key role in the cognitive processes used by subjects to respond to scales. These factors affected scale preference, response style, cognitive processes, and even generated sentiments and emotions. Focusing on cultural values rather than cultural practices is a key need to yield valid survey results. While some of the subjects are oblivious to the cultural effects discussed in this study, those effects have theoretical and practical implications for surveys conducted by multi-national organizations and business leaders. Furthermore, identifying and handling cross-cultural differences described in this study can be used to train leaders in cross-cultural environments.

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Nikkilä, A. (Anna). "Cross-cultural views on female leadership:literature review of leadership studies in the USA and China". Bachelor's thesis, University of Oulu, 2017. http://urn.fi/URN:NBN:fi:oulu-201705191967.

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Mueller, Meirinho Ana Clara, e Li Mengting. "Cross-Cultural Comparative Study of Entrepreneurial Leadership Traits Among Brazil and China in Small Businesses". Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-39934.

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Title: Cross-Cultural Comparative Study of Entrepreneurial Leadership Traits Among Brazil and China in Small Businesses Authors: Ana Clara Mueller Meirinho and Li Mengting Level: Master Thesis, 30 hp Keywords: Entrepreneurial leadership, Leader traits, Hofstede’s 6D Model, Small Business, Cross-Cultural leadership, Brazil, China. Background: Entrepreneurship is important among all the countries for the growth and prosperity of nations due to movement of economic activities that they generate. To sustain a business, the character behind it, known as a leader, plays an important role since for guiding a business the entrepreneurs needs to provide a clear vision for the company. Entrepreneurial leaders can have different postures when leading business inside a country. Yet, when comparing between countries, their behaviors can be influenced by many aspects, mainly because of the culture of the nation. However, a study showed that appear to be a convergence of entrepreneurial leadership among the BRICS countries. Also, there have been a lack of studies of entrepreneurial leadership in emergent economies like the BRICS countries, and for that reason, Brazil and China were selected to be the main focus of this study. Furthermore, studies also lack measurements of entrepreneurial leadership traits and behaviors. Research Question: What are the predominant traits of entrepreneurial leaders of small business and which cultural aspect impact on the behaviour of leaders among Brazil and China? Sub research question: What are the similarities and differences on the way that leadership is conducted by entrepreneurs of small businesses among Brazil and China? Purpose: The purpose of this study is, therefore, to describe, explore and instigate predominant traits of leaders as entrepreneurs in small businesses that can lead to distinct behaviour, through investigations in Brazil and China. In addition, this study also verifies similarities and differences of leaders behaviour that can differ from one culture to another, due to cultural impact. This way, the authors developed a framework, to better visualize entrepreneurial leadership traits comparison between Brazil and China, giving the readers a better understanding of preferred traits in both countries, directing them to take right actions considering the cultural values. Method: A mixed method approach was used in this research. Qualitative semi-structured exploratory interviews with abductive approach were conducted with leaders who are entrepreneurs of small businesses in South Brazil and Urban China, which focuses on entrepreneurial leadership traits. Also, quantitative surveys were collected, aiming to measure cultural value and predominant traits of leaders, complementing the qualitative interview. Theoretical Framework: Articles used for this study were meticulously selected, focusing on reliable sources and quality content; also, it was given preferences to new data from well- known journals. This section covers subjects that are interesting and fit to the thematic, such as regarding of Entrepreneurial Leadership and Traits, Hofstede 6D Model, Importance of Micro and Small Businesses to Society, and economic and political facts about Brazil and China, alike as definitions and data of micro and small business characteristics in each nation, and the nations own beliefs. Particular information from the countries was brought from organizations and governmental related websites. Discussion and Conclusion: Based on the results of respondent’s surveys and the interpretation of interviews with entrepreneurs among south Brazil and China. The results are structured and analyzed in the same sequence as the surveys and interviews are designed using Hofstede 6D model, discussing first south Brazil and urban China and then a general overview about similarities and differences of both countries for each section. The study revealed that the preferred entrepreneurial leadership traits are divergence between two countries, while there appear to be a convergence of entrepreneurial leadership style that encompass more democratic, flexible, opportunity oriented yet still remaining the traits of paternalistic and authoritative leadership including directing, participative, consideration of subordinates in small businesses among both countries. Furthermore, the author presented an overview of similarities and different entrepreneurial leadership traits among two countries by categorized based on distal attributes, including personality, cognitive ability and motives values, as well as proximal attributes, including social appraisal skills, problem solving skills and expertise/tacit knowledge are shown in the end.

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CHEN, Yi Feng Nancy. "Goal interdependence and leader-member relationship for cross-cultural leadership in foreign ventures in China". Digital Commons @ Lingnan University, 2005. https://commons.ln.edu.hk/mgt_etd/21.

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This study empirically examines the impact of goal interdependence and leader-member relationship on cross-cultural leadership in joint ventures in China. Its two research questions are how to facilitate leader-member relationships between foreign managers and Chinese employees in joint ventures in China, and how foreign managers and Chinese employees can develop cooperative goals in Chinese contexts. Four hypotheses were generated. Hypothesis 1 examined the effects of leader-member relationship between foreign managers and Chinese employees on cross-cultural leadership. Hypothesis 2 studied the impacts of different goal interdependence on the leader-member relationship between foreign managers and Chinese employees. Hypothesis 3 and 4 investigated how foreign managers can make use of the basic elements of Chinese guanxi value to develop cooperative goal interdependence with Chinese employees. This study applies the theory of cooperation and competition and the theory of LMX to develop responses to the research questions. We used different methods for different research questions. To answer the first research question, we used a survey to collect data for the first two hypotheses. Completed survey questionnaires were analyzed on a valid sample of 199. To answer the second research question, we conducted a 2x3 experiment with 120 participants to test hypothesis 3 and 4. Results of our survey study supported the theorizing that cooperative goals between managers and employees can strengthen their leader-member relationships, which in turn facilitate cross-cultural leadership. Our results also extended this theorizing to cross-cultural settings. Findings suggested that although the theory of cooperation and competition and the theory of LMX were developed in the West, they could be useful in Chinese contexts for understanding cross-cultural leadership. Results of our experiment indicated that communicating warm-heartedness rather than indifference, and structuring mutual rather than independent or comparative rewards, helped foreign managers develop cooperative goals, strong leader-member relationships with their Chinese employees and facilitated their leadership. In summary, this study demonstrates that cooperative goals and strong leader-member relationship promote productive cross-cultural leadership in joint ventures in China. Foreign managers can use basic elements of Chinese guanxi value to develop cooperative goals and quality leader-member relationship for effective cross-cultural leadership in Chinese contexts.

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Daniel, Amber J. S. "Faculty/Student Perceptions Of Their Relationship In A Cross-Cultural Academic Mentoring Dyad". Wright State University / OhioLINK, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=wright1468934836.

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Bullough, Amanda M. "Global Factors Affecting Women's Participation in Leadership". FIU Digital Commons, 2008. http://digitalcommons.fiu.edu/etd/184.

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This dissertation is a multi-level, cross-cultural study of women in leadership conducted with both macro-society data and individual-level data aggregated to the country level. The research questions are, “What macro and micro forces are hindering or advancing women into business or political leadership?” “How do these forces impact the level of women’s involvement in business and political leadership in a particular country?” Data was collected from 10 secondary sources, available for 213 countries, and includes about 300 variables for business leadership (N=115) and political leadership (N=181). To date, most women in leadership research has been Western- or US- based, and little rigorous empirical, multi-level research has been done across countries. The importance of cross-cultural studies on women in leadership stems from the potential to better understand why some countries have more women in positions of both business and political leadership; and the factors that affect women’s involvement in such positions in different countries. A “Levels of Women’s Participation in Leadership” country model is tested using cluster and discriminant analyses. Results indicate that the factors that affect women’s participation in leadership in countries with fewer women leaders are different from the factors that affect women’s participation in countries with high levels of participation. This dissertation proposes that initiatives to increase participation of women in leadership need to consider the relevant factors that significantly affect countries at certain Levels of Women’s Participation in Leadership.

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Ao, Louis M. "Developing a cross-cultural leadership communication ministry plan for pastors in Metropolitan New York Baptist Association". Theological Research Exchange Network (TREN), 2003. http://www.tren.com.

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Goolaup, Sandhiya, e Tural Ismayilov. "The Influence of Power Distance on Leadership Behaviours and Styles : Case Studies of Japanese and French companies operating in Sweden". Thesis, Umeå universitet, Handelshögskolan vid Umeå universitet (USBE), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-52256.

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

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Romani, Laurence. "Relating to the other : paradigm interplay for cross-cultural management research". Doctoral thesis, Handelshögskolan i Stockholm, Institute of International Business (IIB), 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hhs:diva-1791.

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Moran, Wayne Gordon. "Information Technology Sourcing Across Cultures: Preparing Leaders for Cross-Cultural Engagements and Implementing Best Practices with Cultural Sensitivity". Antioch University / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1411641924.

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Oelofse, Eriaan. "Core and peripheral cultural values and their relationship to transformational leadership attributes of South African managers". Pretoria : [s.n.], 2006. http://upetd.up.ac.za/thesis/available/etd-05162007-164350.

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Moro, Fabio. "A cross-cultural comparison of leadership skills across the United States, the United Kingdom and Italy: a quantitative design using internet technology". Texas A&M University, 2005. http://hdl.handle.net/1969.1/2570.

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This study focused on cross-cultural leadership styles between the United States, the United Kingdom and the Republic of Italy to determine if any significant statistical differences in leadership style exist. It is a common belief that leadership styles vary according to cultural filters and expectations. Yet, this study failed to find support for this position. Perceived Leadership Scales and the Leadership Needs Assessment survey were adapted and modified to create a single online research instrument. The results, while tentative, found no significant differences between leadership styles in the United States, the United Kingdom and Italy. Utilizing online electronic surveys and internet related technologies the instruments were mailed to leaders of consulting firms engaged in poverty alleviation efforts in their homeland as well as in third world areas. Utilizing basic descriptive statistics the results were analyzed using SPSS. The conclusions from this study are drawn tentatively due to the small sample size and poor response rate as well as some methodological issues. Notwithstanding these concerns, however, the central conclusion of the study is that while it may be politically correct to assume there is a significant difference between leadership styles based on cultural norms and expectations filters, the data, at least in this limited study, does not support this assumption.

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Mansur, Juliana Arcoverde. "On paternalistic leadership fit: exploring cross-cultural endorsement, leader-follower fit, and the boundary role of organizational culture". reponame:Repositório Institucional do FGV, 2016. http://hdl.handle.net/10438/15580.

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Although cross-cultural leadership research has thrived in international business literature, little attention has been devoted to understanding the effectiveness of non-western theories beyond their original contexts. The purpose of this study is to examine the cross-cultural endorsement of paternalistic leadership, an emerging non-western leadership theory, using data from GLOBE project. Using multigroup confirmatory factor analyses we found measurement equivalence of a scale derived from GLOBE’s data, which enabled us to compare the endorsement of paternalistic leadership dimensions across 10 cultural clusters and 55 societies. Our study revealed that there are significant differences in the importance societies give to each dimension, suggesting that paternalism as leadership style is not universally nor homogeneously endorsed. Furthermore, results suggest that different patterns of endorsement of each of these dimensions give rise to idiosyncratic shades of paternalistic leadership across societies. Implications for theory and future research on international business are discussed.
Paternalistic leadership is a flourishing area in leadership literature, traditionally assumed to be culture bounded. However, empirical evidences have suggested that rather than national cultures, the conditions under which paternalistic leaders are effective can be related to the fit between the style of a leader and that of his or her followers. In the present research, we focus on paternalistic leadership and contrast it with empowering leadership, as two opposite ways on how leaders influence followers, to explore the individual conditions under which both styles can be effective. Adopting a follower-centered approach, we base our arguments on person-supervisor (P-S) fit theory and regulatory focus theory to propose that leadership effectiveness may be contingent to followers’ own values and motivational needs. We expected paternalistic leadership behaviors (e.g, authority, benevolence, support) to supply motivational needs for predominantly prevention-focused followers, and empowering leadership behaviors (e.g. empowerment, encouragement and autonomy) to supply motivational needs for predominantly promotion-focused followers. Using data collected from two experimental studies and a business simulation, we found support for these ideas, showing that fit increased followers’ perception of attitudinal and behavioral outcomes, such as in-role and creative performance.

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Hengstmann, Carsten, e Johannes Becker. "Cultural Differences of Effective Leadership : in Sweden, England, France and Germany". Thesis, Växjö University, School of Management and Economics, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:vxu:diva-982.

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As globalization is proceeding, it is more and more important to understand effective leadership also in terms of cultural dimensions. This new challenge in the business world has not been approached by scientists in a satisfactory way so far and was the main reason for the conduction of this study.

The aim of this research is to investigate how effective leadership varies between cultures and to state the crucial differences of leadership effectiveness among Sweden, England, France and Germany.

To be able to figure out these differences a research team out of four students and one professor designed a questionnaire which was sent out to employees in the four studied countries. In this questionnaire the subordinates had to assess different behaviours and skills of their direct leader. The different questions belong to a list of predetermined topic groups which were planned to be used afterwards to set the results into connection with existing theories.

The results of this multinational survey offer a general picture about the differences among the average leaders in the four cultures. To be able to make statements about the different importance of leader attributes for effective performance, a statistical evaluation is made. After given the reader a general idea about the gathered data and its composition, the adequateness of the combinations inside the topic groups are revised and some additional topic groups are build up.

The findings of the study are used to discuss and challenge McClelland’s Research on Managerial Motivation and to figure out the different relevance of Katz’ three skill dimensions for each national culture. The difference emphasis of task-, relations- and change oriented behaviour in relation to effective leadership as well as the importance of charismatic leadership for effectiveness is exposed and distinguished for every country. Hofstede’s theory of five cultural dimensions is used to provide the necessary explanation for the cultural differences regarding the different theoretical dimensions.

As an additional theory the GLOBE Project is introduced. Unfortunately, the results of this project were not available on time, so that they could not be compared to the results of the study.

The conclusion at the end of the paper summarizes the general outcome of the thesis and points out the found cultural differences of effective leadership in the four cultures. Charisma and Human skills were found to be important for effective leadership in all countries. However, for effective German leaders it is concluded to possess more technical skills as in the other cultures and to have a higher need of achievement. Controlling employees is much more important in Germany than anywhere else. In England the need of achievement is also higher than in France and Sweden. Effective French leaders have the strongest socialized power orientation. For Sweden no big difference to the others countries could be found. Effective Swedish manager mostly possess a good mixture of the different skills, needs and behaviours suggested in the theory, but were not outstanding significantly in one dimension in comparison to the other three countries. In total, a high concern for relations is concluded for them.

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41

Ayoub, Ranin, e William Hiselius. "Det svenska ledarskapet i Förenade Arabemiraten : Svenska chefers upplevelser av ledarskap i Förenade Arabemiraten". Thesis, Umeå universitet, Sociologiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-187876.

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The aim of the study was to investigate how the Swedish managerial leadership applies in the United Arab Emirates (UAE) and to what extent they need to adapt their leadership due to the context which they are in. Six semi-structured interviews were made, and the results shows that the conditions for Swedish leaders is better in a context higher educational level among the employees and where the employees also express that they value the Swedish leader’s education and professional background. The study also shows that the participants to a high extent need to use an adaptive leadership approach to match the various contexts they work in. The leadership style the participants mostly use is a mixture of what they have learned in their new environment with their roots still in the Swedish approach. The study also shows that that the outcome of leadership can be affected by the different cultures and hierarchies within the different organisations. It is therefore necessary for the Swedish mangers to have a cultural intelligence and characteristics that can meet both the demands of the employees and the employer who often are of different educational and cultural backgrounds. This balance between the historical leadership in the UAE and the new Western leadership is something that the Swedish managers need to bring with them in their everyday work.

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42

Hiselius, William, e Ranin Ayoub. "Det svenska ledarskapet i Förenade Arabemiraten : Svenska chefers upplevelser av ledarskap i Förenade Arabemiraten". Thesis, Umeå universitet, Sociologiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-188383.

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Abstract (sommario):

The aim of the study was to investigate how the Swedish managerial leadership applies in the United Arab Emirates (UAE) and to what extent they need to adapt their leadership due to the context which they are in. Six semi-structured interviews were made, and the results shows that the conditions for Swedish leaders is better in a context higher educational level among the employees and where the employees also express that they value the Swedish leader’s education and professional background. The study also shows that the participants to a high extent need to use an adaptive leadership approach to match the various contexts they work in. The leadership style the participants mostly use is a mixture of what they have learned in their new environment with their roots still in the Swedish approach. The study also shows that that the outcome of leadership can be affected by the different cultures and hierarchies within the different organisations. It is therefore necessary for the Swedish mangers to have a cultural intelligence and characteristics that can meet both the demands of the employees and the employer who often are of different educational and cultural backgrounds. This balance between the historical leadership in the UAE and the new Western leadership is something that the Swedish managers need to bring with them in their everyday work

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43

Leisey, Robert. "Globally competent leadership : comparison between U.S. American and mainland Chinese conceptualization of effective leadership". Scholarly Commons, 2010. https://scholarlycommons.pacific.edu/uop_etds/760.

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This project was conducted with the objective of measuring differences between U.S. American and Chinese preferences for specific leadership characteristics and behaviors. An online survey was administered to U.S. American and Chinese nationals working in U.S.-based multinational corporations (MNCs). Respondents were asked to indicate the extent to which they considered 112 characteristics or behaviors to contribute to or inhibit effective leadership. The data were statistically analyzed to measure variances in how the two samples responded to each item, and to provide insight into what characteristics or behaviors contribute to or inhibit effective leadership in China and in the U.S. The research findings were compared with cross-cultural/intercultural leadership literature, in particular the global leadership and organizational behavior effectiveness project (GLOBE). Several of the findings of this study are similar to those previous research projects conducted on U.S. and Chinese people. Specifically, charismatic and team oriented leadership, which previous research suggests are universal facilitators of effective leadership, were found to facilitate effective leadership. Additionally, many of the individual leader attributes found to facilitate effective leadership in the U.S and China respectively, were also reported to do so in this study. However, the findings also suggest that Chinese orientation towards uncertainty may be weakening, whereas the U.S. data provide a moderate level of support that suggests that the U.S. orientation along the in-group collectivism dimension is strengthening. Unfortunately, due to an unexpectedly small sample size, the findings of this project are limited in their utility. This project did, however, provide invaluable insight into the process of leadership research in China that will inform the design and further define the scope of the second phase of the research.

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Deng, Ling, e ling deng@rmit edu au. "EQ and CQ of Expatriate Transformational Leaders: a Qualitative Study of Cross-cultural Leadership Effectiveness for Australian Business Managers Working in China". RMIT University. Graduate School of Business, 2008. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20080805.161224.

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China is a highly attractive destination for foreign direct investment, especially to Australia with which it has a strong complementary commercial relationship. Although the need for cross-cultural leadership effectiveness presents a major challenge to Australian businesses operating in China, most extant studies emphasize cultural dimensions and cultural influences on expatriate leadership effectiveness. In contrast, this study investigates the importance and implementation of transformational leadership (TL), emotional intelligence (EQ) and cultural intelligence (CQ) as key components of cross-cultural leadership capabilities within the context of Australian-Chinese cultural differences. Specifically, it answers one overarching question: What key factors contribute significantly to cross-cultural leadership effectiveness in Australian businesses operating in China? Following an interpretivist research philosophy, this inductive study employed qualitative individual and focus group interviews with a final sample of 32 expatriate managers and 19 local Chinese managers working in 30 Australian organizations. The individual participants were top- and middle-level executives of Australian businesses operating in China in different industry sectors, including minerals and energy, manufacturing, consulting, building and construction, banking, legal services and education. Participants based their responses on their own experiences and observations. These perspectives were supplemented with equally important input from the focus group interviewees, who were Chinese local managers that work closely with the expatriates. Based upon the findings of the study, the researcher developed a holistic pragmatic heuristic model of cross-cultural leadership effectiveness for Australian businesses operating in China, which emphasizes the developmental process underlying the emergence of effective expatriate leadership. This model defined and categorized three sets of cognitive, attitudinal and behavioural characteristics of effective cross-cultural leaders: personal (intrapersonal) competencies, social (interpersonal) competencies and cross-cultural competencies. Because the model is pragmatic as well as heuristic, its framework provides practitioners (e.g. Western and especially Australian expatriate leaders) with an informed understanding of the complexity of cross-cultural leadership issues in China, the importance of having theoretical knowledge on this topic, and the need to be flexible and pragmatic in applying this knowledge in daily practice. Thus, the model offers Australian firms currently investing or intending to invest in China a specific strategy to assist expatriate selection and leadership development in that the competencies it contains can be used to recruit and develop suitable candidates and training criteria. Likewise, the model provides business coaches or business consultants serving Western organizations in China a comprehensive fundamental framework for developing competent global leaders. Hence, future research should concentrate on developing and validating cross-cultural leadership effectiveness in China model using diverse approaches.

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Ao, Xiang. "The cross-cultural leader a comparative study of leadership behaviours in China and New Zealand : a thesis submitted to Auckland University of Technology in fulfillment of the requirements for the degree of Master of Philosophy, August 2008". Click here to access this resource online, 2008. http://hdl.handle.net/10292/444.

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National cultures play a critical role in effective leadership and organisational success in international businesses. Contemporary organisations are therefore challenged by cross-cultural leadership needs to address increasing diversity. In the past decades, there has been a growing interest in studies of non-Western leadership. Recent papers have focused particularly on leadership in the Asia-Pacific region. This paper compares leadership in China and New Zealand, based on the data collected by using the GLOBE (Global Leadership and Organisational Behaviour Effectiveness) project leadership questionnaire. In addition, the paper reviews the main findings of previous research in order to investigate the similarities and differences in preferred leadership behaviours/characteristics in both cultures, while attempting to examine the consistency of current findings against the previous GLOBE studies. Significant differences of leadership behaviours between China and New Zealand have been identified. This paper generally supports the findings of previous GLOBE studies that charismatic/value-based leadership is the universally contributing factor towards outstanding leadership and self-protective leadership is the universally negative factor against leadership excellence. Findings in this paper may contribute to further understanding of leadership practice in these two countries. Future research should be undertaken to examine the effects of cultural differences on organisational practice by a more comprehensive research method.

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46

Edington, Linda Marie. "College classroom leadership practices : what gender has to do with it". Virtual Press, 1995. http://liblink.bsu.edu/uhtbin/catkey/955851.

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The purpose of this study was to investigate and report on college classroom leadership practices and gender, race, age, and gender role orientation using the Student-Leadership Practice Inventory and the Bern Sex-Role Inventory. This study also collected data from five reflective statements. The study used three survey instruments. The respondents were college students attending a two year postsecondary institution in Indiana.The primary research question related to college students' leadership practices in the college classroom. A random sample of 13 courses were identified from the 800 courses offered for the Spring 1995 term. The total number of respondents was 187, 78 were female, 109 were male, 141 were European American, and 37 were African American. The age demographics were 30 under 20 years, 70 between 21-29, 50 between 30-39, 28 between 40-49, and 9 were over 50.The major findings of the study were as follows:1. Both male and female students most often used theleadership practice of Enabling Others to Act.2. The leadership practice of Enabling Others to Act wasdominant in all age groups.3. Both African American and European American respondents used the leadership practice of Enabling Others to Act. 4. Respondents who identified either masculine, feminine, androgynous, or undifferentiated gender role orientation used the leadership practice of Enabling Others to Act.5. Approximately half(52 percent) of the respondents strongly agreed or agreed they did not see themselves as a leader in the classroom, 78 percent agreed or strongly agreed that completing the Student-Leadership Practice Inventory helped them to think of themselves as a leader, and 77 percent strongly agreed or agreed that they will be more aware of their leader behavior having completed the S-LPI.Results of this study indicate that the leadership practice of Enabling Others to Act was the most developed leadership behavior for these college students in these classrooms and that completing the S-LPI caused students to reflect on their leadership.
Department of Educational Leadership

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47

Poethke, Ute [Verfasser], Jens [Akademischer Betreuer] Rowold e Andreas [Gutachter] Engelen. "Leadership, values and communication: a cross-cultural investigation of the extended full-range of leadership behaviors / Ute Poethke ; Gutachter: Andreas Engelen ; Betreuer: Jens Rowold". Dortmund : Universitätsbibliothek Dortmund, 2019. http://d-nb.info/1181427541/34.

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48

Gyeltshen, Tashi. "The nature of academic leadership at the colleges of the Royal University of Bhutan". Thesis, Queensland University of Technology, 2015. https://eprints.qut.edu.au/86064/1/Tashi_Gyeltshen_Thesis.pdf.

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This qualitative case study explored leaders' and faculty members' perspectives on the nature of academic leadership at the Royal University of Bhutan (RUB) Colleges. The study revealed that academic leadership at the Colleges is a complex and emergent fusion of Western and Buddhist leadership. The research recommended a hybrid model intended to inform academic leadership development in Bhutanese higher education and contribute to the realisation of the Gross National Happiness philosophy. The model incorporates Buddhist-influenced leadership and other relevant leadership approaches and is expected to contribute to academic rigour through effective learning and research leadership.

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49

Asante, Samuel Kwesi. "Process and qualities for developing servant-shepherd leaders within the Church of Pentecost for effective cross-cultural ministry /". Free full text is available to ORU patrons only; click to view:, 2005. http://wwwlib.umi.com/cr/oru/fullcit?p3163178.

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50

Quarterman, Clayton. "The application of Presbyterian polity and transfer of leadership in cross-cultural situations : a study in Presbyterian missiology". Thesis, University of Wales Trinity Saint David, 2005. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.683324.

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