Pub Date : 2024-05-29DOI: 10.1177/14705958241256729
Afnan Haj Ali, Ismael Abu-Saad
The study focuses on quality of work life (QWL), Islamic work ethics (IWE), and cultural values among employees in a complex organization, with a case study of Arab high-school teachers in the education system in Israel. The sample consisted of 1245 employees. To establish a reliable model of QWL, exploratory factor analysis, and confirmatory factor analysis were utilized, resulting in six dimensions. A reliable model of IWE was also established, consisting of two dimensions. Employees reported average QWL levels, high IWE levels, low power distance, high uncertainty avoidance, and a tendency toward collectivism and femininity. This study demonstrates a positive relationship between QWL dimensions and IWE, with certain cultural values—such as collectivism and uncertainty avoidance—moderating this relationship.
本研究以以色列教育系统中的阿拉伯高中教师为例，重点探讨了复杂组织中员工的工作生活质量（QWL）、伊斯兰工作伦理（IWE）和文化价值观。样本包括 1245 名员工。为了建立一个可靠的 QWL 模型，利用了探索性因子分析和确认性因子分析，得出了六个维度。此外，还建立了由两个维度组成的可靠的 IWE 模型。员工报告的 QWL 水平一般，IWE 水平较高，权力距离较低，不确定性规避程度较高，倾向于集体主义和女性化。这项研究表明，QWL 维度与 IWE 之间存在正相关关系，而某些文化价值观（如集体主义和不确定性规避）会调节这种关系。
{"title":"Quality of work life, cultural values, and Islamic work ethics: The case of the Arab education system in Israel","authors":"Afnan Haj Ali, Ismael Abu-Saad","doi":"10.1177/14705958241256729","DOIUrl":"https://doi.org/10.1177/14705958241256729","url":null,"abstract":"The study focuses on quality of work life (QWL), Islamic work ethics (IWE), and cultural values among employees in a complex organization, with a case study of Arab high-school teachers in the education system in Israel. The sample consisted of 1245 employees. To establish a reliable model of QWL, exploratory factor analysis, and confirmatory factor analysis were utilized, resulting in six dimensions. A reliable model of IWE was also established, consisting of two dimensions. Employees reported average QWL levels, high IWE levels, low power distance, high uncertainty avoidance, and a tendency toward collectivism and femininity. This study demonstrates a positive relationship between QWL dimensions and IWE, with certain cultural values—such as collectivism and uncertainty avoidance—moderating this relationship.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2024-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141194014","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-21DOI: 10.1177/14705958241253754
Katul Yousef
In today’s interconnected global business landscape, the rise of international business and technological advancements has led to a proliferation of global virtual teams. This dynamic environment underscores the critical importance of understanding cultural diversity within such teams and its impact on performance. To effectively compete in this milieu, individuals must possess the requisite knowledge and skills to navigate diverse cultural backgrounds, both in virtual and face-to-face interactions. This paper delves into the profound significance of cultural diversity and its multifaceted implications within the context of virtual and face-to-face project team dynamics. To gain insights into global virtual teamwork dynamics regarding cultural diversity, a project involving 65 participants was designed. The project’s progression was closely monitored, and participants provided feedback in two stages, yielding a total of 130 feedback sheets for analysis. The research findings shed light on the nuanced dynamics of global virtual teamwork, highlighting cultural diversity as a perceived risk factor. However, these challenges can be effectively managed through the strategic deployment of project management tools. Conversely, in face-to-face settings, cultural diversity emerges as a potent catalyst for innovation and creativity, offering unique perspectives that enrich problem-solving processes. This study serves as a critical resource for educators, project managers, and stakeholders invested in optimizing cross-cultural interactions in both virtual and face-to-face environments. By leveraging insights gleaned from this research, practitioners can harness the power of cultural diversity to drive success in today’s globalized organizational landscape.
{"title":"Exploring the impact of cultural diversity in global projects: A comparative analysis of virtual and face-to-face teamwork","authors":"Katul Yousef","doi":"10.1177/14705958241253754","DOIUrl":"https://doi.org/10.1177/14705958241253754","url":null,"abstract":"In today’s interconnected global business landscape, the rise of international business and technological advancements has led to a proliferation of global virtual teams. This dynamic environment underscores the critical importance of understanding cultural diversity within such teams and its impact on performance. To effectively compete in this milieu, individuals must possess the requisite knowledge and skills to navigate diverse cultural backgrounds, both in virtual and face-to-face interactions. This paper delves into the profound significance of cultural diversity and its multifaceted implications within the context of virtual and face-to-face project team dynamics. To gain insights into global virtual teamwork dynamics regarding cultural diversity, a project involving 65 participants was designed. The project’s progression was closely monitored, and participants provided feedback in two stages, yielding a total of 130 feedback sheets for analysis. The research findings shed light on the nuanced dynamics of global virtual teamwork, highlighting cultural diversity as a perceived risk factor. However, these challenges can be effectively managed through the strategic deployment of project management tools. Conversely, in face-to-face settings, cultural diversity emerges as a potent catalyst for innovation and creativity, offering unique perspectives that enrich problem-solving processes. This study serves as a critical resource for educators, project managers, and stakeholders invested in optimizing cross-cultural interactions in both virtual and face-to-face environments. By leveraging insights gleaned from this research, practitioners can harness the power of cultural diversity to drive success in today’s globalized organizational landscape.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2024-05-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141114099","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-08DOI: 10.1177/14705958241253064
AbdulWahab Baroun
The complicated relationship between political tribalism, meritocracy, and human capital in Kuwait emerges as an important focus in the changing landscape of modern organizations. This paper carefully examines this complex relationship, demonstrating its significant implications for human capital management. Political tribalism, which is closely associated with power systems, has a noticeable impact on core human capital processes like hiring, training, and career advancement. In addition, the fundamental idea of a meritocracy promotes unbiased hiring practices by putting competence above affiliation. An in-depth understanding of the mediating role performed by human capital practices is necessary in order to effectively address complex political elements while firmly maintaining meritocratic values. The findings presented here apply to similar organizational situations other than Kuwait. The study provides firms with invaluable insights by revealing these complex links and encourages proactive actions to develop an open, equitable human capital strategy. It attempts to create an environment that encourages the development of human capital, the maintenance of a strong meritocratic system, and the effective mitigation of the negative effects of political tribalism.
{"title":"Political tribalism, meritocracy, and human capital management in Kuwait’s diverse work setting","authors":"AbdulWahab Baroun","doi":"10.1177/14705958241253064","DOIUrl":"https://doi.org/10.1177/14705958241253064","url":null,"abstract":"The complicated relationship between political tribalism, meritocracy, and human capital in Kuwait emerges as an important focus in the changing landscape of modern organizations. This paper carefully examines this complex relationship, demonstrating its significant implications for human capital management. Political tribalism, which is closely associated with power systems, has a noticeable impact on core human capital processes like hiring, training, and career advancement. In addition, the fundamental idea of a meritocracy promotes unbiased hiring practices by putting competence above affiliation. An in-depth understanding of the mediating role performed by human capital practices is necessary in order to effectively address complex political elements while firmly maintaining meritocratic values. The findings presented here apply to similar organizational situations other than Kuwait. The study provides firms with invaluable insights by revealing these complex links and encourages proactive actions to develop an open, equitable human capital strategy. It attempts to create an environment that encourages the development of human capital, the maintenance of a strong meritocratic system, and the effective mitigation of the negative effects of political tribalism.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2024-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140942343","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-08DOI: 10.1177/14705958241252313
Erzsébet Malota, Eszter Bogáromi, Tamás László
Our study investigated the acculturation process in a new culture from the perspectives of immigrants (interviewees) and members of the receiving culture (interviewers). One hundred and seven semi-structured interviews were carried out with foreigners from 38 countries who lived in Hungary for at least a year. Using a grounded theory approach, the perspectives and feelings of the interviewers were also analysed in addition to the interview texts. The results reveal that the receiving culture shows what we call a ‘two-stage receptive attitude’, which comprises at first, closedness and later, openness towards foreigners. A binary set of attitudes as ‘traveller or guest’ was observed in immigrants; the ‘guest’ makes efforts to take the host as a complementary actor into consideration, integrating the depths of the foreign culture, while the ‘traveller’ tastes the surface of a foreign culture and collects experiences. Based on our analysis, the dual modes of the traveller and the guest are interpreted as two ideal typical role conceptions or role realisations. Our study increases awareness of the complexity of the acculturation process, as the unique design provided insights into the importance of analysing the perspectives – in addition to those of the interviewees – of the reports from members of the receiving society to add to our understanding of cross-cultural encounters. In addition to its methodological novelty, the present study contributes to the literature by providing an in-depth understanding of the “traveller versus guest” typology and, accordingly, proposing ways to investigate how these two types might function in an organisation.
{"title":"Building a bridge with others: Alternative patterns of the acculturation process through the eyes of immigrants and members of the receiving culture","authors":"Erzsébet Malota, Eszter Bogáromi, Tamás László","doi":"10.1177/14705958241252313","DOIUrl":"https://doi.org/10.1177/14705958241252313","url":null,"abstract":"Our study investigated the acculturation process in a new culture from the perspectives of immigrants (interviewees) and members of the receiving culture (interviewers). One hundred and seven semi-structured interviews were carried out with foreigners from 38 countries who lived in Hungary for at least a year. Using a grounded theory approach, the perspectives and feelings of the interviewers were also analysed in addition to the interview texts. The results reveal that the receiving culture shows what we call a ‘two-stage receptive attitude’, which comprises at first, closedness and later, openness towards foreigners. A binary set of attitudes as ‘traveller or guest’ was observed in immigrants; the ‘guest’ makes efforts to take the host as a complementary actor into consideration, integrating the depths of the foreign culture, while the ‘traveller’ tastes the surface of a foreign culture and collects experiences. Based on our analysis, the dual modes of the traveller and the guest are interpreted as two ideal typical role conceptions or role realisations. Our study increases awareness of the complexity of the acculturation process, as the unique design provided insights into the importance of analysing the perspectives – in addition to those of the interviewees – of the reports from members of the receiving society to add to our understanding of cross-cultural encounters. In addition to its methodological novelty, the present study contributes to the literature by providing an in-depth understanding of the “traveller versus guest” typology and, accordingly, proposing ways to investigate how these two types might function in an organisation.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2024-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140927891","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-23DOI: 10.1177/14705958241244689
Davide Cannata, Denis O'Hora, Sam Redfern
Interviewing candidates poses various challenges when the candidate and the assessor come from different cultural backgrounds. A subset of these challenges derives from cultural differences in producing and interpreting nonverbal behaviors. The present study analyzed the nonverbal behaviors of 379 British and 313 Asian candidates who completed personality assessments and video-interviews for graduate positions in a financial institution. Interviewees produced significantly different types and rates of facial expressions across cultures; British candidates changed their facial expressions more often, and Asian candidates exhibited more positive emotions. The relationships between personality traits and nonverbal behaviors also varied across cultures, indicating that personality is expressed differently. Furthermore, muted videos of 304 candidates were rated by 3 British/Irish assessors based in London (UK) or Loughrea (Ireland) and 3 Chinese assessors based in Shanghai (China) on job fit, attractiveness, and personality. Candidates received higher ratings on job fit and attractiveness from assessors from their own culture. Overall, Candidates were assessed somewhat accurately (average r = 0.23). Candidates were judged more accurately in the London/Loughrea office condition. British candidates were judged more accurately than Asian candidates in the London/Loughrea condition. The implications of these findings for the fair and accurate selection of employees in cross-cultural settings are discussed.
{"title":"The effect of candidates and assessors culture on nonverbal expression and nonverbal judgments in the job interview","authors":"Davide Cannata, Denis O'Hora, Sam Redfern","doi":"10.1177/14705958241244689","DOIUrl":"https://doi.org/10.1177/14705958241244689","url":null,"abstract":"Interviewing candidates poses various challenges when the candidate and the assessor come from different cultural backgrounds. A subset of these challenges derives from cultural differences in producing and interpreting nonverbal behaviors. The present study analyzed the nonverbal behaviors of 379 British and 313 Asian candidates who completed personality assessments and video-interviews for graduate positions in a financial institution. Interviewees produced significantly different types and rates of facial expressions across cultures; British candidates changed their facial expressions more often, and Asian candidates exhibited more positive emotions. The relationships between personality traits and nonverbal behaviors also varied across cultures, indicating that personality is expressed differently. Furthermore, muted videos of 304 candidates were rated by 3 British/Irish assessors based in London (UK) or Loughrea (Ireland) and 3 Chinese assessors based in Shanghai (China) on job fit, attractiveness, and personality. Candidates received higher ratings on job fit and attractiveness from assessors from their own culture. Overall, Candidates were assessed somewhat accurately (average r = 0.23). Candidates were judged more accurately in the London/Loughrea office condition. British candidates were judged more accurately than Asian candidates in the London/Loughrea condition. The implications of these findings for the fair and accurate selection of employees in cross-cultural settings are discussed.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2024-04-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140668653","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-06DOI: 10.1177/14705958241245370
Seoungbeom Hong, Rosemary Hyejin Moon, Jae Yoon Chang, Jin Nam Choi, Jiyoung Park
Anger expressed in organizations conveys potent social information that influences social perceptions and determines subsequent relationships among employees. The present research examined how cultural contexts and hierarchical structure of a given relationship interact to shape perceptions of anger expression. Conducting a survey on subsidiary employees of a multinational high-tech company, Study 1 showed that employees from the Confucian Asian culture (specifically Korea) evaluate anger expressed by high-status counterparts (i.e., managers) more positively in terms of appropriateness and effectiveness compared to those from the Anglo culture (specifically the United States). Study 2, which was based on different samples from the same company, showed that employees from another Confucian Asian country (Japan), compared to those from the Anglo culture (the United States), provide more positive evaluations of the anger expressed by high-status counterparts. In contrast, Study 2 further showed that this cultural difference is reversed when anger is expressed by equal-status counterparts (coworkers). Finally, Study 3 replicated the findings of Study 2 using online-recruited samples and further demonstrated that Confucian Asian sample (Koreans) is more likely to decide to hire a job applicant who expressed anger as a leader than Anglo sample (Americans) is. In contrast, this pattern is reversed when considering a job applicant who expressed anger as a coworker. Theoretical and practical implications for social emotions and cross-cultural management are discussed.
{"title":"Angry leaders and coworkers: Cross-cultural evaluation of anger expression through high-status and equal-status roles","authors":"Seoungbeom Hong, Rosemary Hyejin Moon, Jae Yoon Chang, Jin Nam Choi, Jiyoung Park","doi":"10.1177/14705958241245370","DOIUrl":"https://doi.org/10.1177/14705958241245370","url":null,"abstract":"Anger expressed in organizations conveys potent social information that influences social perceptions and determines subsequent relationships among employees. The present research examined how cultural contexts and hierarchical structure of a given relationship interact to shape perceptions of anger expression. Conducting a survey on subsidiary employees of a multinational high-tech company, Study 1 showed that employees from the Confucian Asian culture (specifically Korea) evaluate anger expressed by high-status counterparts (i.e., managers) more positively in terms of appropriateness and effectiveness compared to those from the Anglo culture (specifically the United States). Study 2, which was based on different samples from the same company, showed that employees from another Confucian Asian country (Japan), compared to those from the Anglo culture (the United States), provide more positive evaluations of the anger expressed by high-status counterparts. In contrast, Study 2 further showed that this cultural difference is reversed when anger is expressed by equal-status counterparts (coworkers). Finally, Study 3 replicated the findings of Study 2 using online-recruited samples and further demonstrated that Confucian Asian sample (Koreans) is more likely to decide to hire a job applicant who expressed anger as a leader than Anglo sample (Americans) is. In contrast, this pattern is reversed when considering a job applicant who expressed anger as a coworker. Theoretical and practical implications for social emotions and cross-cultural management are discussed.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2024-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140577158","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-01DOI: 10.1177/14705958241245245
Misbahuddin Azzuhri, Min-Ping Huang, Dodi W Irawanto
The spiritual leadership competency discourse has emphasized elements of skills, traits, and behavior that can influence leadership performance and organizational outcomes. This study aims to enrich cross-cultural management literature by exploring leadership competencies based on spiritual leadership practices in Indonesia. Therefore, this paper seeks to uncover the origins of spiritual leadership and appropriate competencies using empirical facts and Islamic cultural practices in Indonesia. The competencies analyzed in this study are based on Al-Ghazali’s cardinal virtues. Through a systematic literature review approach, this paper examines the Islamic Spiritual Leadership Model (SLM) and the concept of Qalb in the four cardinal virtues and their role in spiritual leadership practices in Indonesia. The findings are clarified through focus group discussions with top managers and staff from the Islamic banking sector. In addition, a principal component analysis was performed on 281 employees in Java, Indonesia, to determine the accuracy of the four Qalb competencies. This study discovered a new dimension in SLM based on the Islamic cultural context in Indonesia and considered a novel design. Thus, it addresses a gap in conventional SLM that has existed for about two decades, specifically when applied in countries where religion-based spirituality is practiced.
精神领导力论述强调的是能够影响领导绩效和组织成果的技能、特质和行为要素。本研究旨在通过探讨基于印尼精神领导实践的领导能力，丰富跨文化管理文献。因此，本文试图通过印尼的经验事实和伊斯兰文化习俗来揭示精神领导力的起源和相应的能力。本研究分析的能力基于加扎利的基本美德。通过系统的文献回顾方法，本文研究了伊斯兰精神领导力模型（SLM）和四项基本美德中的 Qalb 概念及其在印尼精神领导力实践中的作用。通过与伊斯兰银行业的高层管理人员和员工进行焦点小组讨论，对研究结果进行了澄清。此外，还对印度尼西亚爪哇岛的 281 名员工进行了主成分分析，以确定四种 Qalb 能力的准确性。这项研究基于印度尼西亚的伊斯兰文化背景，发现了可持续土地管理的一个新维度，并认为这是一种新颖的设计。因此，它弥补了约二十年来传统 SLM 中存在的空白，特别是在实行基于宗教的精神信仰的国家中应用时。
{"title":"“Reinventing spiritual leadership from an Indonesian perspective”","authors":"Misbahuddin Azzuhri, Min-Ping Huang, Dodi W Irawanto","doi":"10.1177/14705958241245245","DOIUrl":"https://doi.org/10.1177/14705958241245245","url":null,"abstract":"The spiritual leadership competency discourse has emphasized elements of skills, traits, and behavior that can influence leadership performance and organizational outcomes. This study aims to enrich cross-cultural management literature by exploring leadership competencies based on spiritual leadership practices in Indonesia. Therefore, this paper seeks to uncover the origins of spiritual leadership and appropriate competencies using empirical facts and Islamic cultural practices in Indonesia. The competencies analyzed in this study are based on Al-Ghazali’s cardinal virtues. Through a systematic literature review approach, this paper examines the Islamic Spiritual Leadership Model (SLM) and the concept of Qalb in the four cardinal virtues and their role in spiritual leadership practices in Indonesia. The findings are clarified through focus group discussions with top managers and staff from the Islamic banking sector. In addition, a principal component analysis was performed on 281 employees in Java, Indonesia, to determine the accuracy of the four Qalb competencies. This study discovered a new dimension in SLM based on the Islamic cultural context in Indonesia and considered a novel design. Thus, it addresses a gap in conventional SLM that has existed for about two decades, specifically when applied in countries where religion-based spirituality is practiced.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140577328","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-28DOI: 10.1177/14705958241237891
Jasmin Mahadevan, Henriett Primecz
{"title":"Investigating otherness, not difference: Should saming and othering be the focus of the discipline? Implications for a contemporary cross-cultural management studies","authors":"Jasmin Mahadevan, Henriett Primecz","doi":"10.1177/14705958241237891","DOIUrl":"https://doi.org/10.1177/14705958241237891","url":null,"abstract":"","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2024-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140037424","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-27DOI: 10.1177/14705958241237698
Hadi Ibrahim, Muhammed Abdulai, Sulemana Iddrisu, Isaac Konlan
Toxic leadership phenomenon persists in many institutions at the expense of organisational progress and performance. This article explores the centrality of sociocultural values in leadership formation in Ghanaian organisations. Through the lens of the constructivist paradigm and ethnomethodology research design, fifteen (15) in-depth interviews were analysed. The study revealed that society’s underlying sociocultural values systems fundamentally impact the construction of toxic organisational leaders through complicity and condoning malpractice, impertinence to time, and nonchalance towards leaders’ toxic behaviours. Context, in this regard, has an inbred role in making a leader either toxic or constructive. Society and its organisational setups must positively impact the co-creation of constructive leadership by nurturing values that demand leadership accountability and reward constructive leadership for its significant impact in engendering organisational progress.
{"title":"Society and organizational leadership: Investigating the sociocultural construction of toxic and constructive leaders in Ghana","authors":"Hadi Ibrahim, Muhammed Abdulai, Sulemana Iddrisu, Isaac Konlan","doi":"10.1177/14705958241237698","DOIUrl":"https://doi.org/10.1177/14705958241237698","url":null,"abstract":"Toxic leadership phenomenon persists in many institutions at the expense of organisational progress and performance. This article explores the centrality of sociocultural values in leadership formation in Ghanaian organisations. Through the lens of the constructivist paradigm and ethnomethodology research design, fifteen (15) in-depth interviews were analysed. The study revealed that society’s underlying sociocultural values systems fundamentally impact the construction of toxic organisational leaders through complicity and condoning malpractice, impertinence to time, and nonchalance towards leaders’ toxic behaviours. Context, in this regard, has an inbred role in making a leader either toxic or constructive. Society and its organisational setups must positively impact the co-creation of constructive leadership by nurturing values that demand leadership accountability and reward constructive leadership for its significant impact in engendering organisational progress.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2024-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140025349","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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