Cross-Cultural Leadership Being Effective in an Era of Globalization, Digital Transformation and Disruptive Innovation Routledge Advances in Management and Business Studies Series
Auteur : Salih Ahmad
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
Ahmad M. Salih is a Strategy/Operational Excellence Senior Director at Khatib & Alami LLC, United Arab Emirates.
Date de parution : 04-2022
15.2x22.9 cm
Date de parution : 07-2020
15.2x22.9 cm
Thèmes de Cross-Cultural Leadership :
Mots-clés :
CQ Dimension; CQ Metacognitive; Hamlin's generic managerial model; Ineffective Managerial Behaviours; cross-cultural leadership; Agnostic; cultural intelligence; DCF; Douglasian's cultural framework; MBA Student; culturally intelligent leadership; Face To Face; Measure Leadership Effectiveness; Managerial Leader Behaviour; UAE; Van Dyne; Follow; National Culture; Digital Transformation; Egalitarian Mindset; Behavioural CQ; Negative Managerial Behaviours; Knowledge Repertoire; GGT; Competitive Culture; Grenoble Ecole De Management; Motivational CQ; IBM Subsidiary; Cognitive CQ