Cross-cultural leadership : being effective in an era of globalization, digital transformation and disruptive innovation / Ahmad M. Salih.

Format:

Book

Author/Creator:

Salih, Ahmad M., author.

Series:

Routledge advances in management and business studies.

Routledge advances in management and business studies

Language:

English

Subjects (All):

Management--Cross-cultural studies.

Management.

Diversity in the workplace.

Cultural intelligence.

Physical Description:

1 online resource

Edition:

1st ed.

Place of Publication:

New York ; London : Routledge, Taylor & Francis Group, 2020.

Summary:

"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. Adaptive, Sustainable and Culturally Intelligent 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"-- Provided by publisher.

Contents:

Cover

Half Title

Series Page

Title Page

Copyright Page

Table of Contents

List of Figures

List of Tables

Acknowledgement and Dedication

Part 1 Introduction

1 Preface, Forward, and Book Structure

1.0 Chapter's Idea in Brief

1.1 Preface

1.2 Forward

1.3 Value of This Book to Cross-cultural Leadership Practice and Research

1.4 Main Challenges

1.5 Structure and Layout of This Book - How to Use the Book

1.6 Concluding Remarks

1.7 Self-check Questions

1.8 Review and Discussion Questions

1.9 Further Reading

1.10 Case Study

2 Leadership, The Missing Jewel

2.0 Chapter's Idea in Brief

2.1 Introduction

2.2 Advancements in Leadership Studies from a Globalisation Perspective

2.3 Is Leadership Different from Management

2.4 Managerial and Leadership Effectiveness

2.5 How to Measure Manager's or Leader's Behaviour

2.6 Concluding Remarks

2.7 Self-check Questions

2.8 Review and Discussion Questions

2.9 Further Reading

3 Hamlin's Generic Model of Managerial and Leadership Effectiveness

3.0 Chapter's Idea in Brief

3.1 Introduction

3.2 Are Managers/Leaders Required to Be Universally Effective, and What Is the Role of Culture?

3.3 Concluding Remarks

3.4 Self-check Questions

3.5 Review and Discussion Questions

3.6 Further Reading

3.7 Case Study

Part 2 Culture and Cultural Intelligence

4 Culture, What It Means and What It Does Not

4.0 Chapter's Idea in Brief

4.1 What Is Really Culture and How People Look at It

4.2 Traditional Cultural Theories: National and Corporate Culture

4.3 Cultural Theory or Douglasian Cultural Framework (DCF)

4.4 Combining Leadership Effectiveness and Douglasian Cultural Framework

4.5 Concluding Remarks

4.6 Self-check Questions

4.7 Review and Discussion Questions

4.8 Further Reading.

4.9 Case Study

5 Cultural Intelligence

5.0 Chapter's Idea in Brief

5.1 Cultural Intelligence (Referred to Hereafter as CQ)

5.2 Historical Background

5.3 Cultural Intelligence Definition, Development, and Debate

5.4 Can CQ Survive in Era of Globalisation

5.5 What Value Cultural Intelligence Brings to Leadership

5.6 Concluding Remarks

5.7 Self-check Questions

5.8 Review and Discussion Questions

5.9 Further Reading

5.10 Case Study

Part 3 The Sustainable, Dynamic and Adaptable Leadership Model

6 Cultural Intelligence a Competency of Effective Leader

6.0 Chapter's Idea in Brief

6.1 Hamlin's Generic Model for Managerial and Leadership Effectiveness

6.1.1 Cultural Intelligence as a Competency of an Effective Leader

6.2 Revising How Culture Is Shaped within CQ

6.3 Integrating CQ and DCF: Approach and Ensuing Challenges

6.3.1 CQ and DCF Connection at the Disciplines Aspect

6.3.2 Can Extant Literature Provide Evidence to Connect CQ and DCF

6.3.3 Towards an Intelligent, Adaptive, and Dynamic Cultural Behaviour

6.4 Concluding Remarks

6.5 Self-check Questions

6.6 Review and Discussion Questions

6.7 Further Reading

6.8 Case Study

7 Formation of the Model

Integrating DCF's Cultures with CQ Dimensions

7.0 Chapter's Idea in Brief

7.1 DCF's Connection with CQ's Cognitive Dimension

7.2 DCF's Connection with CQ's Motivation Dimension

7.3 DCF's Connection with CQ's Metacognitive Dimension

7.4 DCF Connection with Behavioural Dimensions

7.5 Concluding Remarks

7.6 Self-check Questions

7.7 Review and Discussion Questions

7.8 Further Reading

7.9 Case Study

Part 4 Application and Impact

8 Deployment of the Model in a Cross-Cultural Environment

8.0 Chapter's Idea in Brief

8.1 Deployment of Hamlin's (2004) Model in the UAE, the Added Value.

8.2 CQ-DCF Contribution to Leadership Effectiveness

8.3 Perceived Managerial and Leadership Effectiveness and Ineffectiveness in UAE

8.4 The Dynamic Aspect of Our DCF-Based CQ Framework

8.5 DCF Connection with CQ Cognitive Dimension (in UAE Dataset)

8.6 DCF Connection with CQ Metacognitive Dimension (in UAE Dataset)

8.7 DCF Connection with CQ Motivation Dimension (in UAE Dataset)

8.8 DCF Connection with CQ Behaviour Dimension: The Dynamicity of the Developed DCF-Based CQ Framework (in UAE Dataset)

8.9 Concluding Remarks

8.10 Self-check Questions

8.11 Review and Discussion Questions

8.12 Further Reading

8.13 Case Study

9 Context and Contribution

9.0 Chapter's Idea in Brief

9.1 UAE, a Multi-cultural Work Environment

9.2 What Challenges Face Multi-national Companies

9.3 Book Contributions

9.3.1 Contributions of the Model to Academia

9.3.2 Contributions of the Model to Organisations and Practitioners

9.4 Book Concluding Remarks

9.5 Self-check Questions

9.6 Review and Discussion Questions

9.7 Further Reading

9.8 Case Study: Behavioural Flexibility/Cultural Hybridity

10 Assignments

10.0 Chapter's Idea in Brief

10.1 Individuals Assignments on the DCF-Based CQ Model

10.1.1 First Assignment: The Questionnaire

10.1.2 Second Assignment: Interviewing Real Life Leader - Video Creation

References

Index.

Notes:

Includes bibliographical references and index.

Description based on print version record.

ISBN:

1-000-07274-6

0-429-34469-4

9780429344695

OCLC:

1162505753