Five teachers were selected within each school using purposive sampling technique, and they were interviewed individually. It was made sure that at least one teacher from each of the primary, middle and secondary group formed the sample for the study. In order to keep diversity, both experienced working for three or more years and recently appointed teachers were interviewed. One focus group session with a different group of teachers was also conducted.
Leadership Content No topic, probably, has been quite as exhaustively examined, studied, dissected, and discussed as leadership. But much of the focus has been on how American businesses define leadership.
What works in U.
Housedirector of the Global Leadership and Organizational Behavior Effectiveness Research Program at the Wharton School, has spent the past ten years studying how different cultures throughout the world define leadership.
He and his colleagues have found that definitions and perceptions of leadership vary considerably from culture to culture. In the global business world, organizations and executives face a growing need to understand the subtleties and nuances of leadership as it is exercised in different cultures.
Over the past six years GLOBE has evolved into a multi-phase, multi-method research project in which some investigators from over 60 cultures representing all major regions of the world collaborate to examine the interrelationships among societal culture, organizational culture and practices and organizational leadership.
GLOBE has focused on universals and culture-based differences in perceived effectiveness of leadership attributes by asking middle managers whether certain leader characteristics and behaviors would help or hinder a person in becoming an outstanding leader.
Phase II found that there are universally endorsed leader attributes. In addition, the study also found that there are attributes that are universally seen as impediments to outstanding leadership.
The most important finding, however, is that there are culturally-contingent attributes that can help or hinder leadership. What is seen as a strength in one culture may be a considerable impediment in another culture. These findings appear in a paper titled: Business is global, but each business organization has a culture shaped by the business it is in and the people who run the business.
Executives are themselves products of the unique cultures in which they have learned and conducted business. To see how cultures might come into play, we can easily imagine a situation in which a British executive who was trained at an American business school is asked to run the Argentine manufacturing facility of a Japanese firm.
What leadership attributes should this executive work to develop: This executive needs to understand the culture within which he works and how his employees perceive leadership. An executive needs to develop bespoke leadership attributes, tailored to the unique culture within which he or she works.
A general description of a leader might be someone who is charismatic and seeks to develop a transformational style of leadership. In some cultures, one might need to take strong, decisive action in order to be seen as a leader, while in other cultures consultation and a democratic approach may be the preferred approach to exercising effective leadership.
Managerial practices and motivational techniques that are legitimate and acceptable in on culture may not be in another. There is concern in some cultures that people tend to lose their balance and perspective as a result of an excessive focus on achievement created by charismatic leaders.
Certainly the most notorious example of a charismatic leader is Hitler. Leaders are expected to have vision, but how this is displayed differs from culture to culture. In China, the influence of Confucian values make people wary of leaders who talk without engaging in specific action.
Indian managers, on the other hand, care less about visionaries, preferring bold assertive styles of leadership."How Cultural Factors Affect Leadership." [email protected] The Wharton School, University of Pennsylvania, 23 July, The legacy you leave is the life you lead.
And leadership can be a powerful tool for good—whether leading a team or developing your individual potential to achieve your personal best. Let us help you chart a course to a deeper sense of purpose and mission to serve. The leadership style is yet another area where cultural intelligence is required and where local cultures play an important role.
The sort of . The Influences of leadership practices on Labor Turnover in Angliss HK Food Service Limited Submission Date: 10 Dec Executive Summary ( words, summarize the research questions and findings) Angliss have been business since After , the company target to reposition in Hong Kong food service market business.
The Impact of Organizational Structure and Leadership Styles on Innovation yunusemremert.com 57 | Page The conversion of tacit to explicit knowledge is a social process between individuals (Popadiuk and.
A three portion questionnaire was designed and distributed to directors of selected assorted organisations in Malaysia. Contain of the questionnaire included demographic characteristic questionnaire, organisational committedness questionnaire (OCQ) and Leadership Practices Inventory-Observer (LPI-O).