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Along these lines, cross-cultural leadership has developed as a way to understand leaders who work in the newly globalized market. Today's international organizations require leaders who can adjust to different environments quickly and work with partners and employees of other cultures. [ 2 ]
In 1965 Hofstede founded the personnel research department of IBM Europe (which he managed until 1971). Between 1967 and 1973, he executed a large survey study regarding national values differences across the worldwide subsidiaries of this multinational corporation: he compared the answers of 117,000 IBM matched employees samples on the same attitude survey in different countries.
Leadership performance" may refer to the career success of the individual leader, performance of the group or organization, or even leader emergence. Each of these measures can be considered conceptually distinct. While they may be related, they are different outcomes and their inclusion should depend on the applied or research focus. [139]
A leadership style is a leader's method of providing direction, implementing plans, and motivating people. [1] Various authors have proposed identifying many different leadership styles as exhibited by leaders in the political, business or other fields.
"At its heart is the leader's self-awareness, his progress toward self-mastery and technical competence, and his sense of connection with those around him. It's the inner core, the source, of a leader's outer leadership effectiveness." (Scouller, 2011). The idea is that if leaders want to be effective they must work on all three levels in parallel.
Charismatic authority grows out of the personal charm or the strength of an individual personality. [2] It was described by Weber in a lecture as "the authority of the extraordinary and personal gift of grace (charisma)"; he distinguished it from the other forms of authority by stating "Men do not obey him [the charismatic ruler] by virtue of tradition or statute, but because they believe in him."
The theory focuses on types of leader-subordinate relationships [4] which are further classified into subgroups, namely the in-group and the out-group. [5] The in-group consists of members that receive greater responsibilities and encouragement, [ 5 ] and are able to express opinions without having any restrictions.
The Meta-leadership framework and practice method is designed to “provide guidance, direction, and momentum across organizational lines that develop into a shared course of action and commonality of purpose among people and agencies that are doing what may appear to be very different work.” [1] [2] Meta-leadership has been “derived through observation and analysis of leaders in crisis ...