Cross-cultural leadership: being effective in an era of globalization, digital transformation and disruptive innovation
For many decades, management in its research and practice has been in need of an alternative approach and paradigm to understanding human behaviours. Many studies and books have attempted to provide solutions to the individual, which ended up being a cultural dilemma with little success. This book p...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New Yor ; London
Routledge
2020
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| Schriftenreihe: | Routledge Advances in Management and Business Studies
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Zusammenfassung: | For many decades, management in its research and practice has been in need of an alternative approach and paradigm to understanding human behaviours. Many studies and books have attempted to provide solutions to the individual, which ended up being a cultural dilemma with little success. This book provides a novel approach to address this dilemma by linking aspects from three knowledge domains; Psychology, Anthropology and Sociology. Cross-Cultural Leadership supports Cultural Intelligence (CQ) and makes it a practical construct and tool that both managers and researchers harness to understand what "cultural Chameleon" means. The book also renders support to Douglaisan Cultural Framework (DCF) by activating the role of the usually neglected fifth culture; the hermit by linking it to the metacognitive dimension of CQ. This link introduces for the first time the mechanism that individuals use to run through metacognitive processes to drive change. This book is a tool for individuals to help them work efficiently outside their homeland. Being an adaptive or culturally hybrid leader is among the most important competencies of the effective leaders in the 21st century. By focusing on comprehending the five cultures as elaborated in DCF, leaders and managers will be relieved from the dilemma of having to understand each and every national culture of their employees. This book will be of value to researchers, academics, managers, and students with an interest in leadership, management, organization studies, globalization, and innovation |
| Beschreibung: | Part 1: Introduction 1. Preface, Forward and Book Structure 2. Leadership, The Missing Jewel 3. Hamlin’s Generic Model of Managerial and Leadership Part 2: Culture and Cultural Intelligence 4. Culture, What it Means and What it Does Not 5. Cultural Intelligence Part 3: The Sustainable, Dynamic And Adaptable Leadership Model 6. Cultural Intelligence a Competency of Effective Leader 7. Formation of The Model; Integrating DCF’s Cultures with CQ Dimensions Part 4: Application and Impact 8. Deployment of the Model in a Cross-Cultural Environment 9. UAE; A Dynamic Cross-Cultural Example 10. Assignments |
| Beschreibung: | ix, 152 Seiten Illustrationen |
| ISBN: | 9780367501303 |
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| 500 | |a Part 1: Introduction 1. Preface, Forward and Book Structure 2. Leadership, The Missing Jewel 3. Hamlin’s Generic Model of Managerial and Leadership Part 2: Culture and Cultural Intelligence 4. Culture, What it Means and What it Does Not 5. Cultural Intelligence Part 3: The Sustainable, Dynamic And Adaptable Leadership Model 6. Cultural Intelligence a Competency of Effective Leader 7. Formation of The Model; Integrating DCF’s Cultures with CQ Dimensions Part 4: Application and Impact 8. Deployment of the Model in a Cross-Cultural Environment 9. UAE; A Dynamic Cross-Cultural Example 10. Assignments | ||
| 520 | |a For many decades, management in its research and practice has been in need of an alternative approach and paradigm to understanding human behaviours. Many studies and books have attempted to provide solutions to the individual, which ended up being a cultural dilemma with little success. This book provides a novel approach to address this dilemma by linking aspects from three knowledge domains; Psychology, Anthropology and Sociology. Cross-Cultural Leadership supports Cultural Intelligence (CQ) and makes it a practical construct and tool that both managers and researchers harness to understand what "cultural Chameleon" means. The book also renders support to Douglaisan Cultural Framework (DCF) by activating the role of the usually neglected fifth culture; the hermit by linking it to the metacognitive dimension of CQ. This link introduces for the first time the mechanism that individuals use to run through metacognitive processes to drive change. This book is a tool for individuals to help them work efficiently outside their homeland. Being an adaptive or culturally hybrid leader is among the most important competencies of the effective leaders in the 21st century. By focusing on comprehending the five cultures as elaborated in DCF, leaders and managers will be relieved from the dilemma of having to understand each and every national culture of their employees. This book will be of value to researchers, academics, managers, and students with an interest in leadership, management, organization studies, globalization, and innovation | ||
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Contents List of Figures List of Tables Acknowledgement and Dedication PARTI Introduction 1 Preface, Forward, and BookStructure 1 .0 Chapter’s Idea in Brief 3 1.1 Preface 3 1.2 Forward 5 1.3 Value of This Book to Cross-cultural Leadership Practice and Research 5 1.4 Main Challenges 8 1.5 Structure and Layout of This Book How to Use the Book 8 1.6 Concluding Remarks 9 1.7 Self-check Questions 9 1.8 Review and Discussion Questions 9 1.9 Further Reading 10 1.10 Case Study 10 2 Leadership, The Missing Jewel 2.0 Chapter’s Idea in Brief 11 2.1 Introduction 11 2.2 Advancements in Leadership Studies from a Globalisation Perspective 12 2.3 Is Leadership Different from Management 18 2.4 Managerial and Leadership pffectiveness 19 2.5 How to Measure Manager’s or Leader’s Behaviour 20 2.6 Concluding Remarks 20 xi xiii xv 1 3 11
vi Contents 2.7 Self-check Questions 20 2.8 Review and Discussion Questions 21 2.9 Further Reading 21 3 Hamlin’s Generic Model of Managerial and Leadership Effectiveness 3 .0 Chapter’s Idea in Brief 22 3.1 Introduction 22 3.2 Are Managers/Leaders Required to Be Universally Effective, and What Is the Role of Culture? 25 3.3 Concluding Remarks 27 3.4 Self-check Questions 27 3.5 Review and Discussion Questions 27 3.6 Further Reading 28 3.7 Case Study 28 22 PART 2 Culture and Cultural Intelligence 4 Culture, What It Means and What It Does Not 4 .0 Chapter’s Idea in Brief 33 4.1 What Is Really Culture and How People Look at It 34 4.2 Traditional Cultural Theories: National and Corporate Culture 35 4.3 Cultural Theory or Douglasian Cultural Framework (DCF) 36 4.4 Combining Leadership Effectiveness and Douglasian Cultural Framework 44 4.5 Concluding Remarks 45 4.6 Self-check Questions 45 4.7 Review and Discussion Questions 45 4.8 Further Reading 46 4.9 Case Study 46 5 Cultural Intelligence 5.0 Chapter’s Idea in Brief 48 5.1 Cultural Intelligence (Referred to Hereafter as CQ) 48 5.2 Historical Background 49 5.3 Cultural Intelligence Definition, Development, and Debate 50 5.4 Can CQ Survive in Era of Globalisation 53 31 33 48
Contents vii 5.5 What Value Cultural Intelligence Brings to Leadership 55 5.6 Concluding Remarks 56 5.7 Self-check Questions 56 5.8 Review and Discussion Questions 57 5.9 Further Reading 57 5.10 Case Study 57 PART 3 The Sustainable, Dynamic and Adaptable Leadership Model 61 6 Cultural Intelligence a Competency of Effective Leader 6 .0 Chapter’s Idea in Brief 63 6.1 Hamlin’s Generic Model for Managerial and Leadership Effectiveness 64 6.1.1 Cultural Intelligence as a Competency of an Effective Leader 64 6.2 Revising How Culture Is Shaped within CQ 65 6.3 Integrating CQ and DCF: Approach and Ensuing Challenges 66 6.3.1 CQ and DCF Connection at the Disciplines Aspect 66 6.3.2 Can Extant Literature Provide Evidence to Connect CQ and DCF 68 6.3.3 Towards an Intelligent, Adaptive, and Dynamic Cultural Behaviour 70 6.4 Concluding Remarks 73 6.5 Self-check Questions 73 6.6 Review and Discussion Questions 73 6.7 Further Reading 74 6.8 Case Study 74 7 Formation of the Model; Integrating DCF’s Cultures with CQ Dimensions 7.0 Chapter’s Idea in Brief 76 7.1 DCF’s Connection with CQ’s Cognitive Dimension 76 7.2 DCF’s Connection with CQ’s Motivation Dimension 78 7.3 DCF’s Connection with CQ’s Metacognitive Dimension 80 63 76
viii Contents 7.4 7.5 7.6 7.7 7.8 7.9 DCF Connection with Behavioural Dimensions 86 Concluding Remarks 88 Self-check Questions 88 Review and Discussion Questions 89 Further Reading 89 Case Study 89 PART 4 Application and Impact 8 Deployment of the Model in a Cross-Cultural Environment 8 .0 Chapter’s Idea in Brief 93 8.1 Deployment of Hamlin’s (2004) Model in the UAE, the Added Value 94 8.2 CQ-DCF Contribution to Leadership Effectiveness 97 8.3 Perceived Managerial and Leadership Effectiveness and Ineffectiveness in UAE 102 8.4 The Dynamic Aspect of Our DCF-Based CQ Framework 106 8.5 DCF Connection with CQ Cognitive Dimension (in UAE Dataset) 107 8.6 DCF Connection with CQ Metacognitive Dimension (in UAE Dataset) 108 8.7 DCF Connection with CQ Motivation Dimension (in UAE Dataset) 110 8.8 DCF Connection with CQ Behaviour Dimension: The Dynamicity of the Developed DCF-Based CQ Framework (in UAE Dataset) 111 8.9 Concluding Remarks 113 8.10 Self-check Questions 113 8.11 Review and Discussion Questions 113 8.12 Further Reading 114 8.13 Case Study 114 9 Context and Contribution 9.0 Chapter’s Idea in Brief 116 9.1 UAE, a Multi-cultural Work Environment 116 9.2 What Challenges Face Multi-national Companies 117 91 93 116
Contents ix 9.3 Book Contributions 119 9.3.1 Contributions of the Model to Academia 119 9.3.2 Contributions of the Model to Organisations and Practitioners 121 9.4 Book Concluding Remarks 124 9.5 Self-check Questions 126 9.6 Review and Discussion Questions 126 9.7 Further Reading 126 9.8 Case Study: Behavioural Flexibility/Cultural Hybridity 127 10 Assignments 10.0 Chapter’s Idea in Brief 129 10.1 Individuals Assignments on the DCF-Based CQ Model 129 10.1.1 First Assignment: The Questionnaire 130 10.1.2 Second Assignment: Interviewing Real Life Leader - Video Creation 132 References Index 129 137 149 |
| adam_txt |
Contents List of Figures List of Tables Acknowledgement and Dedication PARTI Introduction 1 Preface, Forward, and BookStructure 1 .0 Chapter’s Idea in Brief 3 1.1 Preface 3 1.2 Forward 5 1.3 Value of This Book to Cross-cultural Leadership Practice and Research 5 1.4 Main Challenges 8 1.5 Structure and Layout of This Book How to Use the Book 8 1.6 Concluding Remarks 9 1.7 Self-check Questions 9 1.8 Review and Discussion Questions 9 1.9 Further Reading 10 1.10 Case Study 10 2 Leadership, The Missing Jewel 2.0 Chapter’s Idea in Brief 11 2.1 Introduction 11 2.2 Advancements in Leadership Studies from a Globalisation Perspective 12 2.3 Is Leadership Different from Management 18 2.4 Managerial and Leadership pffectiveness 19 2.5 How to Measure Manager’s or Leader’s Behaviour 20 2.6 Concluding Remarks 20 xi xiii xv 1 3 11
vi Contents 2.7 Self-check Questions 20 2.8 Review and Discussion Questions 21 2.9 Further Reading 21 3 Hamlin’s Generic Model of Managerial and Leadership Effectiveness 3 .0 Chapter’s Idea in Brief 22 3.1 Introduction 22 3.2 Are Managers/Leaders Required to Be Universally Effective, and What Is the Role of Culture? 25 3.3 Concluding Remarks 27 3.4 Self-check Questions 27 3.5 Review and Discussion Questions 27 3.6 Further Reading 28 3.7 Case Study 28 22 PART 2 Culture and Cultural Intelligence 4 Culture, What It Means and What It Does Not 4 .0 Chapter’s Idea in Brief 33 4.1 What Is Really Culture and How People Look at It 34 4.2 Traditional Cultural Theories: National and Corporate Culture 35 4.3 Cultural Theory or Douglasian Cultural Framework (DCF) 36 4.4 Combining Leadership Effectiveness and Douglasian Cultural Framework 44 4.5 Concluding Remarks 45 4.6 Self-check Questions 45 4.7 Review and Discussion Questions 45 4.8 Further Reading 46 4.9 Case Study 46 5 Cultural Intelligence 5.0 Chapter’s Idea in Brief 48 5.1 Cultural Intelligence (Referred to Hereafter as CQ) 48 5.2 Historical Background 49 5.3 Cultural Intelligence Definition, Development, and Debate 50 5.4 Can CQ Survive in Era of Globalisation 53 31 33 48
Contents vii 5.5 What Value Cultural Intelligence Brings to Leadership 55 5.6 Concluding Remarks 56 5.7 Self-check Questions 56 5.8 Review and Discussion Questions 57 5.9 Further Reading 57 5.10 Case Study 57 PART 3 The Sustainable, Dynamic and Adaptable Leadership Model 61 6 Cultural Intelligence a Competency of Effective Leader 6 .0 Chapter’s Idea in Brief 63 6.1 Hamlin’s Generic Model for Managerial and Leadership Effectiveness 64 6.1.1 Cultural Intelligence as a Competency of an Effective Leader 64 6.2 Revising How Culture Is Shaped within CQ 65 6.3 Integrating CQ and DCF: Approach and Ensuing Challenges 66 6.3.1 CQ and DCF Connection at the Disciplines Aspect 66 6.3.2 Can Extant Literature Provide Evidence to Connect CQ and DCF 68 6.3.3 Towards an Intelligent, Adaptive, and Dynamic Cultural Behaviour 70 6.4 Concluding Remarks 73 6.5 Self-check Questions 73 6.6 Review and Discussion Questions 73 6.7 Further Reading 74 6.8 Case Study 74 7 Formation of the Model; Integrating DCF’s Cultures with CQ Dimensions 7.0 Chapter’s Idea in Brief 76 7.1 DCF’s Connection with CQ’s Cognitive Dimension 76 7.2 DCF’s Connection with CQ’s Motivation Dimension 78 7.3 DCF’s Connection with CQ’s Metacognitive Dimension 80 63 76
viii Contents 7.4 7.5 7.6 7.7 7.8 7.9 DCF Connection with Behavioural Dimensions 86 Concluding Remarks 88 Self-check Questions 88 Review and Discussion Questions 89 Further Reading 89 Case Study 89 PART 4 Application and Impact 8 Deployment of the Model in a Cross-Cultural Environment 8 .0 Chapter’s Idea in Brief 93 8.1 Deployment of Hamlin’s (2004) Model in the UAE, the Added Value 94 8.2 CQ-DCF Contribution to Leadership Effectiveness 97 8.3 Perceived Managerial and Leadership Effectiveness and Ineffectiveness in UAE 102 8.4 The Dynamic Aspect of Our DCF-Based CQ Framework 106 8.5 DCF Connection with CQ Cognitive Dimension (in UAE Dataset) 107 8.6 DCF Connection with CQ Metacognitive Dimension (in UAE Dataset) 108 8.7 DCF Connection with CQ Motivation Dimension (in UAE Dataset) 110 8.8 DCF Connection with CQ Behaviour Dimension: The Dynamicity of the Developed DCF-Based CQ Framework (in UAE Dataset) 111 8.9 Concluding Remarks 113 8.10 Self-check Questions 113 8.11 Review and Discussion Questions 113 8.12 Further Reading 114 8.13 Case Study 114 9 Context and Contribution 9.0 Chapter’s Idea in Brief 116 9.1 UAE, a Multi-cultural Work Environment 116 9.2 What Challenges Face Multi-national Companies 117 91 93 116
Contents ix 9.3 Book Contributions 119 9.3.1 Contributions of the Model to Academia 119 9.3.2 Contributions of the Model to Organisations and Practitioners 121 9.4 Book Concluding Remarks 124 9.5 Self-check Questions 126 9.6 Review and Discussion Questions 126 9.7 Further Reading 126 9.8 Case Study: Behavioural Flexibility/Cultural Hybridity 127 10 Assignments 10.0 Chapter’s Idea in Brief 129 10.1 Individuals Assignments on the DCF-Based CQ Model 129 10.1.1 First Assignment: The Questionnaire 130 10.1.2 Second Assignment: Interviewing Real Life Leader - Video Creation 132 References Index 129 137 149 |
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| record_format | marc |
| series2 | Routledge Advances in Management and Business Studies |
| spelling | Salih, Ahmad M. 1968- Verfasser (DE-588)1256600903 aut Cross-cultural leadership being effective in an era of globalization, digital transformation and disruptive innovation Ahmad M. Salih New Yor ; London Routledge 2020 ix, 152 Seiten Illustrationen txt rdacontent n rdamedia nc rdacarrier Routledge Advances in Management and Business Studies Part 1: Introduction 1. Preface, Forward and Book Structure 2. Leadership, The Missing Jewel 3. Hamlin’s Generic Model of Managerial and Leadership Part 2: Culture and Cultural Intelligence 4. Culture, What it Means and What it Does Not 5. Cultural Intelligence Part 3: The Sustainable, Dynamic And Adaptable Leadership Model 6. Cultural Intelligence a Competency of Effective Leader 7. Formation of The Model; Integrating DCF’s Cultures with CQ Dimensions Part 4: Application and Impact 8. Deployment of the Model in a Cross-Cultural Environment 9. UAE; A Dynamic Cross-Cultural Example 10. Assignments For many decades, management in its research and practice has been in need of an alternative approach and paradigm to understanding human behaviours. Many studies and books have attempted to provide solutions to the individual, which ended up being a cultural dilemma with little success. This book provides a novel approach to address this dilemma by linking aspects from three knowledge domains; Psychology, Anthropology and Sociology. Cross-Cultural Leadership supports Cultural Intelligence (CQ) and makes it a practical construct and tool that both managers and researchers harness to understand what "cultural Chameleon" means. The book also renders support to Douglaisan Cultural Framework (DCF) by activating the role of the usually neglected fifth culture; the hermit by linking it to the metacognitive dimension of CQ. This link introduces for the first time the mechanism that individuals use to run through metacognitive processes to drive change. This book is a tool for individuals to help them work efficiently outside their homeland. Being an adaptive or culturally hybrid leader is among the most important competencies of the effective leaders in the 21st century. By focusing on comprehending the five cultures as elaborated in DCF, leaders and managers will be relieved from the dilemma of having to understand each and every national culture of their employees. This book will be of value to researchers, academics, managers, and students with an interest in leadership, management, organization studies, globalization, and innovation bicssc / Occupational & industrial psychology bicssc / Organization & management of education bicssc / Politics & government bicssc / Political economy bicssc / Society & culture - general bicssc / Anthropology bicssc / Management - leadership & motivation bicssc / International business bicssc / Organizational theory & behaviour bicssc / Business strategy bicssc / Personnel & human resources management bicssc / Research & development management bicssc / Business mathematics & systems bisacsh / BUSINESS & ECONOMICS / Management bisacsh / BUSINESS & ECONOMICS / Human Resources & Personnel Management bisacsh / BUSINESS & ECONOMICS / Organizational Behavior bisacsh / BUSINESS & ECONOMICS / Organizational Development bisacsh / BUSINESS & ECONOMICS / Strategic Planning bisacsh / BUSINESS & ECONOMICS / General bisacsh / BUSINESS & ECONOMICS / Management Science Äquivalent Druck-Ausgabe, Hardcover 978-0-367-36147-1 Erscheint auch als Online-Ausgabe 978-0-429-34469-5 Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034919983&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Salih, Ahmad M. 1968- Cross-cultural leadership being effective in an era of globalization, digital transformation and disruptive innovation bicssc / Occupational & industrial psychology bicssc / Organization & management of education bicssc / Politics & government bicssc / Political economy bicssc / Society & culture - general bicssc / Anthropology bicssc / Management - leadership & motivation bicssc / International business bicssc / Organizational theory & behaviour bicssc / Business strategy bicssc / Personnel & human resources management bicssc / Research & development management bicssc / Business mathematics & systems bisacsh / BUSINESS & ECONOMICS / Management bisacsh / BUSINESS & ECONOMICS / Human Resources & Personnel Management bisacsh / BUSINESS & ECONOMICS / Organizational Behavior bisacsh / BUSINESS & ECONOMICS / Organizational Development bisacsh / BUSINESS & ECONOMICS / Strategic Planning bisacsh / BUSINESS & ECONOMICS / General bisacsh / BUSINESS & ECONOMICS / Management Science |
| title | Cross-cultural leadership being effective in an era of globalization, digital transformation and disruptive innovation |
| title_auth | Cross-cultural leadership being effective in an era of globalization, digital transformation and disruptive innovation |
| title_exact_search | Cross-cultural leadership being effective in an era of globalization, digital transformation and disruptive innovation |
| title_exact_search_txtP | Cross-cultural leadership being effective in an era of globalization, digital transformation and disruptive innovation |
| title_full | Cross-cultural leadership being effective in an era of globalization, digital transformation and disruptive innovation Ahmad M. Salih |
| title_fullStr | Cross-cultural leadership being effective in an era of globalization, digital transformation and disruptive innovation Ahmad M. Salih |
| title_full_unstemmed | Cross-cultural leadership being effective in an era of globalization, digital transformation and disruptive innovation Ahmad M. Salih |
| title_short | Cross-cultural leadership |
| title_sort | cross cultural leadership being effective in an era of globalization digital transformation and disruptive innovation |
| title_sub | being effective in an era of globalization, digital transformation and disruptive innovation |
| topic | bicssc / Occupational & industrial psychology bicssc / Organization & management of education bicssc / Politics & government bicssc / Political economy bicssc / Society & culture - general bicssc / Anthropology bicssc / Management - leadership & motivation bicssc / International business bicssc / Organizational theory & behaviour bicssc / Business strategy bicssc / Personnel & human resources management bicssc / Research & development management bicssc / Business mathematics & systems bisacsh / BUSINESS & ECONOMICS / Management bisacsh / BUSINESS & ECONOMICS / Human Resources & Personnel Management bisacsh / BUSINESS & ECONOMICS / Organizational Behavior bisacsh / BUSINESS & ECONOMICS / Organizational Development bisacsh / BUSINESS & ECONOMICS / Strategic Planning bisacsh / BUSINESS & ECONOMICS / General bisacsh / BUSINESS & ECONOMICS / Management Science |
| topic_facet | bicssc / Occupational & industrial psychology bicssc / Organization & management of education bicssc / Politics & government bicssc / Political economy bicssc / Society & culture - general bicssc / Anthropology bicssc / Management - leadership & motivation bicssc / International business bicssc / Organizational theory & behaviour bicssc / Business strategy bicssc / Personnel & human resources management bicssc / Research & development management bicssc / Business mathematics & systems bisacsh / BUSINESS & ECONOMICS / Management bisacsh / BUSINESS & ECONOMICS / Human Resources & Personnel Management bisacsh / BUSINESS & ECONOMICS / Organizational Behavior bisacsh / BUSINESS & ECONOMICS / Organizational Development bisacsh / BUSINESS & ECONOMICS / Strategic Planning bisacsh / BUSINESS & ECONOMICS / General bisacsh / BUSINESS & ECONOMICS / Management Science |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034919983&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT salihahmadm crossculturalleadershipbeingeffectiveinaneraofglobalizationdigitaltransformationanddisruptiveinnovation |