Cross-cultural dimensions of applied, critical, and transformational leadership: women principals advancing social justice and educational equity

2014 ◽  
Vol 44 (3) ◽  
pp. 333-360 ◽  
Author(s):  
Lorri J. Santamaría ◽  
Gaëtane Jean-Marie
Keyword(s):  
Social Justice ◽  
Transformational Leadership ◽  
Educational Equity ◽  
Cross Cultural ◽  
Cultural Dimensions ◽  
Women Principals

Lost overseas?

2016 ◽  
Vol 12 (2) ◽  
pp. 121-139 ◽  
Author(s):  
Inju Yang
Keyword(s):  
Transformational Leadership ◽  
Cultural Context ◽  
Middle Managers ◽  
Cross Cultural ◽  
Cultural Dimensions ◽  
Anglo Saxon ◽  
Content Type ◽  
Conceptual Paper ◽  
The Uk ◽  
At Home

Purpose This conceptual paper aims to explore the leadership of Korean middle managers in a cross-cultural context. Design/methodology/approach This paper presents three propositions in relation to perceived charisma, individualized consideration and inspirational communication of Korean transformational leadership at home and overseas, especially in comparison with Anglo-Saxon countries such as North America and the UK. Findings Following the notion of implicit theory of leadership, this paper argues that the effectiveness of Korean leadership may depend on cultural dimensions such as collectivism/individualism and power distance. Research limitations/implications In this paper, the perspective of transformational leadership with its universal appeal to various cultures in examining the effectiveness of Korean leadership at home and overseas has been adapted. Practical implications This illustration of the Korean leadership in a cross-cultural context sheds light on the challenges facing the Korean management in global contexts. Originality/value Despite significant ongoing investment abroad by Korean conglomerates, relatively little has been written on Korean leadership in cross-cultural contexts. This paper could stimulate further studies in this area.

Origins of the Taiping Vision: Cross-Cultural Dimensions of a Chinese Rebellion

1977 ◽  
Vol 19 (3) ◽  
pp. 350-366 ◽  
Author(s):  
Philip A. Kuhn
Keyword(s):  
Nineteenth Century ◽  
Cross Cultural ◽  
Cultural Dimensions ◽  
Underlying Structure ◽  
Foreign Material ◽  
The West ◽  
Host Culture ◽  
Human Organization ◽  
Textual Material ◽  
Cultural Gaps

The transmission of systems of ideas across wide cultural gaps is hard enough to study on any scale of human organization. It is particularly hard when two large, complex cultures meet under traumatic circumstances, as did China and the West in the nineteenth century. The myriad variables in such a situation dictate special care in defining the specific terms and conditions under which ideas are transmitted. The present case suggests three points worth attention: first, the precise language of the textual material that impinges on the host culture; second, the underlying structure of the historical circumstances into which this material is introduced; third, the process whereby the foreign material becomes important to sectors of society outside the group that first appreciated and received it and thereby becomes a significant historical force.

The Theory of Cultural Dimensions

2014 ◽  
pp. 285-306
Author(s):  
Andreas Michael Hartmann
Keyword(s):  
Cross Cultural ◽  
Cultural Dimensions ◽  
Teaching Tool ◽  
Business Research ◽  
Empirical Methods ◽  
Points Of View ◽  
Globe Study ◽  
Further Development

The theory of cultural dimensions constitutes the foundation of a significant portion of comparative cross-cultural business research. From Kluckhohn and Strodtbeck (1961) to the GLOBE study (2004), researchers have refined its conceptualization and empirical methods. Even though the theory of cultural dimensions can be criticized from several points of view, it has shown its usefulness for both research and as a teaching tool. Opportunities exist both in a more rigorous application and in the further development of cultural dimensions.

Servant-Leadership with Cultural Dimensions in Cross-Cultural Settings

2014 ◽  
pp. 48-70 ◽  
Author(s):  
David Whitfield
Keyword(s):  
Organizational Culture ◽  
Servant Leadership ◽  
Cultural Differences ◽  
Cross Cultural ◽  
Cultural Dimensions ◽  
Cultural Barriers ◽  
Leadership Characteristics ◽  
Organizational Failure

This chapter demonstrates how the power of servant-leadership characteristics and nine cultural dimensions offer intercultural leaders increased capacity in cross-cultural workplaces. Servant-leadership characteristics are paired with cultural dimensions based on their corresponding commonalities to provide intercultural leaders potential tools and strategies to successfully ameliorate cultural barriers, to productively navigate cultural differences, and to build an organizational culture of inclusion, collaboration, and participation. The main objective of the chapter is to increase intercultural leader capacity to lead in culturally mixed organizations, be they domestic or international, resulting in minimizing or avoiding institutional or organizational failure.

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