Expatriate leadership competencies and performance: a qualitative study

2015 ◽  
Vol 23 (3) ◽  
pp. 404-424 ◽  
Author(s):  
Hanan AlMazrouei ◽  
Robert Zacca
Keyword(s):  
Team Building ◽  
Leadership Skills ◽  
Leadership Competencies ◽  
Gulf Region ◽  
Content Type ◽  
Expatriate Adjustment ◽  
Leadership Attributes ◽  
Communication Ability ◽  
Expatriate Managers ◽  
And Performance

Purpose – The purpose of this paper is to investigate leadership competencies of expatriate managers working within the UAE and identify if these competencies are unique from those needed in their home country. Additionally, the paper aims to identify how new competencies expatriate leaders have developed while in their current position and how this enhances their ability to better manage staff in the UAE. Leadership competencies are skills and behaviors that contribute to enhanced performance. While some leadership competencies are essential to all firms, some distinctive leadership attributes may be particularly relevant to organizations possessing a large expatriate community. Design/methodology/approach – Personal interviews and stratified sampling were used to examine the qualities and skills relating to expatriate managers’ success in leading UAE organizations. The research design did not differentiate between the origins and ethnicities of the leaders. The leaders, whether American, European, Indo-Pakistani or Asian, were treated as one entity. Findings – Factors such as communication ability, team building qualities and ability to handle local nationals were found to have a significant effect on expatriate adjustment and success in managing UAE organizations. Practical implications – By investigating specific competencies and skills that expatriate managers need to lead organizations in the UAE and the broader Gulf region, the study informs organizations on how they can better identify and develop leadership skills that lead to enhanced performance. Originality/value – The study focuses on leadership competencies within the expatriate community of the UAE.

Emotional intelligent leadership

2013 ◽  
Vol 34 (6/7) ◽  
pp. 462-485 ◽  
Author(s):  
Anthony McKeown ◽  
Jessica Bates
Keyword(s):  
Emotional Intelligence ◽  
Northern Ireland ◽  
Public Libraries ◽  
Leadership Skills ◽  
Public Library ◽  
Research Literature ◽  
Competency Framework ◽  
Online Questionnaire ◽  
Content Type ◽  
Leadership Attributes

PurposeThe purpose of this paper is to report on a study concerning what emotional intelligence (EI) leadership attributes branch managers in the public library service in Northern Ireland (Libraries NI) consider to be most important.Design/methodology/approachThe methodology in the study involved a survey of all branch managers in Libraries NI – an online questionnaire containing quantitative and qualitative questions was sent to 104 branch managers. Goleman's Emotional Competence Inventory (ECI) was used to examine what attributes and skills were considered to be more important.FindingsThe study found that while EI was a new concept to the majority of respondents, they were valuing and demonstrating EI attributes and traits in their work. The top five leadership attributes were: communication; teamwork and collaboration; adaptability; integrity/trustworthiness; and organisational awareness. Likert‐scale questions showed that being able to empathise with staff was considered to be important, and open‐ended questions demonstrated that the branch managers recognised the importance of self‐awareness and that recognising emotions in staff was an important management trait.Research limitations/implicationsThis study provides insight into the perceptions and practices of EI leadership within a public library setting and contributes to the research literature on the relevance of EI leadership for library management. It provides valuable comparative data for similar research undertaken elsewhere. Specific recommendations for further research into EI leadership and public libraries are also made.Practical implicationsThe paper shows how the findings can be used to improve practice. Three specific frameworks are proposed which can be applied in the workplace: an Emotional Intelligence Leadership Skills Competency Framework for Branch Managers, which lists the personal and social competencies for branch managers in public libraries; suggestions for applying EI to leadership/management and staff development; and suggestions for applying EI to customer relations.Originality/valueThis study analyses for the first time EI leadership in a public library setting in Northern Ireland, and contributes to the emergent literature on EI and library leadership. The EI Leadership Skills Competency Framework for Branch Managers that is developed from this study can be applied, tested and used within and beyond the Northern Ireland public library setting in which it was conceived.

Thinking Styles and Leadership Skills of Managers on Organizational Productivity

2021 ◽  
pp. 448-458
Author(s):  
Garima Saini ◽  
Shabnam
Keyword(s):  
Organizational Performance ◽  
Team Building ◽  
Leadership Skills ◽  
Organizational Productivity ◽  
Organizational Goals ◽  
Executive Manager ◽  
Management Approaches ◽  
And Performance ◽  
Managerial Positions ◽  
Managerial Psychology

Psychological aspects, a great concern of managerial psychology, include emotions, thinking, attitudes, and motivation of the employees in managerial positions, which ramifies the productivity of the organization. Managerial thinking and leadership skills are important components in achieving organizational goals. Organizational productivity is a strong indicator for managers in the growth which has direct relationship with organizational performance. Efficacious leadership skills in managers like interpersonal skills, team building, flexibility, emotional intelligence helps in meeting the goals which simultaneously increases the organization productivity and performance of the employees. Strategic management approaches by the managers to increase productivity at successive levels. An executive manager is an agent of change who lets a subordinate work according to him and then he converts the follower into a leader through team quality management (TQM) programs and effectiveness. The managerial implications are discussed which helps to establish cooperative innovations.

The expatriate as company leader in the UAE: cultural adaptation

2015 ◽  
Vol 36 (1) ◽  
pp. 33-40 ◽  
Author(s):  
Hanan Al Mazrouei ◽  
Richard J. Pech
Keyword(s):  
United Arab Emirates ◽  
Cultural Adaptation ◽  
Team Building ◽  
Organization Culture ◽  
Organizational Adaptation ◽  
Organizational Leaders ◽  
Content Type ◽  
Local Staff ◽  
Expatriate Managers ◽  
The Impact

Purpose – The purpose of this article is to explore the impact of organizational culture, adaptation, political environment and leadership for expatriate managers working in the United Arab Emirates (UAE). Expatriate leaders on overseas assignment often attempt to transfer their home organization culture to their new location. The subsequent cultural clash can have a destructive impact on both the leader and the organization. Design/methodology/approach – Expatriate leaders’ experiences in the UAE were collected through interviews, with a specific focus on cultural adaptation and most effective leadership styles for implementing strategic organizational change. Findings – Our research revealed that a consultative style was found to be most effective by expatriate leaders in the UAE. Communication with local staff, team building, motivating staff and involving staff in decision-making were highly effective approaches in assisting expatriate leaders to succeed within their organizational cultures. Several strategies have been identified based on the experiences of the expatriate leaders interviewed in our study. Practical implications – The findings offer practical advice for organizational leaders anticipating an assignment in the UAE and human resource management practitioners preparing expatriate leaders for their duties there. The authors also provide suggestions for expatriate leaders to enhance their adjustment to the organizational and political culture. Originality/value – Numerous studies have been done on organizational cultural adaptation; however, comparatively little research has been offered on practical organizational adaptation and leadership specific to the UAE.

The critical role of effective organizational learning to improve firm’s innovation and performance in a market turbulence condition

2020 ◽  
Vol 12 (3) ◽  
pp. 237-254
Author(s):  
Emiliana Sri Pudjiarti ◽  
Prihatin Tiyanto Priagung Hutomo
Keyword(s):  
Organizational Learning ◽  
Critical Role ◽  
Leadership Competencies ◽  
Organizational Knowledge ◽  
Equation Modeling ◽  
Facilitative Leadership ◽  
Content Type ◽  
Culture Of Learning ◽  
Market Turbulence ◽  
And Performance

Purpose The purpose of this study is to identify the effects of market turbulence as a moderating construct in relation to effective organizational learning on the company’s innovation and performance as well as on the antecendent of facilitative leadership competence. Design/methodology/approach This study used a cross-sectional and correlational research design. The period of data collection took place between March and May 2019 for three months. The questionnaires were distributed to 350 people who were randomly selected in the metal small and medium enterprises in Tegal district, Central Java, Indonesia. Analysis was conducted through the analysis of structural equation modeling (SEM). Findings Facilitative leadership competencies have a significant effect on effective organizational learning. Facilitative leadership competencies can support the learning climate and develop mechanisms for transferring learning from individuals and teams into organizational knowledge and experience. There is also an influence of organizational learning on the company’s innovativeness and the company’s performance. Contingency factors can be applied in situations that are always experiencing a change in turbulence Research limitations/implications This study contributes to the deepening of understanding of facilitative leadership concept and highlights the importance in the success of building effective learning, as well as its relationship with innovation performance and business performance. Practical implications This finding helps the management to understand the market forces and their impact on the company’s innovation and performance. In this case, the leader plays an important role in fostering a culture of learning, changing the habits and ways of working so that they are ready to support the organizational culture of learning. Originality/value Developing a mechanism for transferring learning into organizational knowledge is very important because organizational learning is believed to be an important strategy in an organizational learning process. This is particularly true in a rapidly changing environment, as it can create business resilience.

Expatriation management process

2019 ◽  
Vol 31 (8) ◽  
pp. 520-536
Author(s):  
Rizwan Tahir ◽  
David Egleston
Keyword(s):  
Design Methodology ◽  
Process Model ◽  
Anglo Saxon ◽  
Content Type ◽  
Research Population ◽  
Expatriate Management ◽  
Stage Process ◽  
Research Gap ◽  
Expatriate Managers ◽  
And Performance

Purpose The purpose of this study is to validate Ozdemir and Cizel’s (2007) model of expatriate management. The researchers tested the framework developed initially by Ozdemir and Cizel (2007) by relating the four stages of the expatriation process with the performance and commitment of expatriate managers. Design/methodology/approach The research population consists of expatriate managers from five Anglo-Saxon countries. A total of 110 surveys were collected. However, due to missing data and internal inconsistencies (i.e. random answering), six surveys (5.5%) were deleted resulting in a sample size of 104. Findings Ozdemir and Cizel’s four-stage process model (2007) has been established as a valid, useful model for creating an expatriation management system. Few expats interviewed indicated their selection was systematized or that they received training in advance of the assignment. Families of these expats received even less consideration despite the fact that many expat failures result from family failure to adapt to the new culture. Very few companies managed the repatriation process at all. Given the substantial correlations between components of Ozdemir and Cizel’s model and performance and commitment, these finding are no less than troubling. Originality/value As companies are becoming increasingly international, the number of expatriates working around the world is growing. While the management of expatriates has been studied extensively in North America and Europe, research into the expatriate process in the UAE is still in its infancy. The present study endeavors to begin to fill this research gap.

Welcome to the marriage of human capability and artificial intelligence

2019 ◽  
Vol 19 (1) ◽  
pp. 10-14
Author(s):  
Ryan Scott ◽  
Malcolm Le Lievre
Keyword(s):  
Artificial Intelligence ◽  
Team Building ◽  
Workplace Change ◽  
Content Type ◽  
The Future ◽  
Human Capability ◽  
Mind Set ◽  
Future Work ◽  
Crucial Part ◽  
Practical Implications

Purpose The purpose of this paper is to explore insights methodology and technology by using behavioral to create a mind-set change in the way people work, especially in the age of artificial intelligence (AI). Design/methodology/approach The approach is to examine how AI is driving workplace change, introduce the idea that most organizations have untapped analytics, add the idea of what we know future work will look like and look at how greater, data-driven human behavioral insights will help prepare future human-to-human work and inform people’s work with and alongside AI. Findings Human (behavioral) intelligence will be an increasingly crucial part of behaviorally smart organizations, from hiring to placement to adaptation to team building, compliance and more. These human capability insights will, among other things, better prepare people and organizations for changing work roles, including working with and alongside AI and similar tech innovation. Research limitations/implications No doubt researchers across the private, public and nonprofit sectors will want to further study the nexus of human capability, behavioral insights technology and AI, but it is clear that such work is already underway and can prove even more valuable if adopted on a broader, deeper level. Practical implications Much “people data” inside organizations is currently not being harvested. Validated, scalable processes exist to mine that data and leverage it to help organizations of all types and sizes be ready for the future, particularly in regard to the marriage of human capability and AI. Social implications In terms of human capability and AI, individuals, teams, organizations, customers and other stakeholders will all benefit. The investment of time and other resources is minimal, but must include C-suite buy in. Originality/value Much exists on the softer aspects of the marriage of human capability and AI and other workplace advancements. What has been lacking – until now – is a 1) practical, 2) validated and 3) scalable behavioral insights tech form that quantifiably informs how people and AI will work in the future, especially side by side.

Leader–follower narcissism and subgroup formation in teams: a conceptual model

2019 ◽  
Vol 34 (6) ◽  
pp. 429-442 ◽  
Author(s):  
Manuel London
Keyword(s):  
Team Performance ◽  
Team Identification ◽  
Goal Congruence ◽  
Content Type ◽  
Team Outcomes ◽  
Performance Pressure ◽  
Proposed Model ◽  
Leaders And Followers ◽  
Trait Activation ◽  
And Performance

Purpose Drawing on existing theory, a model is developed to illustrate how the interaction between leaders and followers similarity in narcissism and goal congruence may influence subgroup formation in teams, and how this interaction influences team identification and team performance. Design/methodology/approach The proposed model draws on dominance complementary, similarity attraction, faultline formation and trait activation theories. Findings Leader–follower similarity in narcissism and goal congruence may stimulate subgroup formation, possibly resulting in conformers, conspirators, outsiders and victims, especially when performance pressure on a team is high. Followers who are low in narcissism and share goals with a leader who is narcissistic are likely to become conformers. Followers who are high in narcissism and share goals with a narcissistic leader are likely to become confederates. Followers who do not share goals with a narcissistic leader will be treated by the leader and other members as outsiders if they are high in narcissism, and victimized if they are low in narcissism. In addition, the emergence of these subgroups leads to reduced team identification and lower team performance. Practical implications Higher level managers, coaches and human resource professions can assess and, if necessary, counteract low team identification and performance resulting from the narcissistic personality characteristics of leaders and followers. Originality/value The model addresses how and under what conditions narcissistic leaders and followers may influence subgroup formation and team outcomes.

Does corporate governance affect the performance of Islamic banks? New insight into Islamic countries

2020 ◽  
Vol 20 (6) ◽  
pp. 1073-1090 ◽  
Author(s):  
Ejaz Aslam ◽  
Razali Haron
Keyword(s):  
Corporate Governance ◽  
Audit Committee ◽  
Positive Impact ◽  
Islamic Banks ◽  
Governance Mechanism ◽  
Method Of Moment ◽  
Content Type ◽  
Return On Equity ◽  
Islamic Countries ◽  
And Performance

Purpose Corporate governance plays a significant role to overcome agency issues and develop the culture of transparency and openness. In this context, this paper aims to examine how corporate governance mechanisms affect the performance of Islamic banks (IBs). Design/methodology/approach Stepwise, two-step system generalize method of moment estimation technique is used in the analysis in which control variables are added into the model sequentially. This study used data on 129 IBs from 29 Islamic countries (Middle East, South Asia and Southeast Asia) during the period of 2008 to 2017. Findings The findings suggest that the audit committee (AUDC) and Shariah board (SB) have positive impact on the performance of IBs (return on assets and return on equity). However, board size and risk management committee have negative and significant effect on the performance of IBs. CEO duality and non-executive directors have mixed relationship with the performance of IBs. These results support the argument that IBs need to improve their financial performance through appropriate governance mechanism. Research limitations/implications The findings of the study added a new dimension to the governance research that could be a valuable source of knowledge for policymakers and regulators to improve the existing governance mechanism for better performance of IBs. Originality/value The study fills the gap in the literature by addressing the issue of corporate governance on performance of IBs across countries. Agency theory is discussed to explain the relationship between corporate governance mechanism and performance.

scholarly journals Entrepreneurial knowledge, skills, competencies and performance

2019 ◽  
Vol 13 (1) ◽  
pp. 29-48 ◽  
Author(s):  
Abdullah Al Mamun ◽  
Syed Ali Fazal ◽  
Rajennd Muniady
Keyword(s):  
Market Orientation ◽  
Low Income ◽  
Mediation Effect ◽  
Enterprise Performance ◽  
Content Type ◽  
Entrepreneurial Skills ◽  
And Performance ◽  
Entrepreneurial Activities ◽  
Positive Effect ◽  
Entrepreneurial Competency

Purpose This study aims to examine the effect of entrepreneurial skills, market orientation, sales orientations and networking on entrepreneurial competency and performance of micro-enterprises in Kelantan, Malaysia. Design/methodology/approach Adopting a cross-sectional design, this paper collected data through structured interviews from 403 micro-entrepreneurs from “Majlis Amanah Rakyat,” Kelantan and “Majlis Agama Islam dan Adat Istiadat,” Kelantan. Findings The findings reveal that entrepreneurial skills, market orientation and networking have a positive effect on entrepreneurial competency. Then, entrepreneurial competency, entrepreneurial skills and networking have a positive effect on enterprise performance. The findings show a significant mediation effect of entrepreneurial competency on the relationships between entrepreneurial skills, market orientation and networking and enterprise performance. Originality/value Addressing the understudied “human factor” in entrepreneurship, this paper extends the resource-based view and enriches the existing entrepreneurship literature in Malaysia. It provides useful insights into the improvement of micro-enterprise performance, which is crucial for promoting entrepreneurial activities and for enhancing socio-economic conditions among low-income households in Malaysia. Thus, the government and developmental organizations should focus on the development of entrepreneurial skills, market-oriented approach, networking traits and entrepreneurial competencies and subsequently encourage poor households to perform entrepreneurial activities.

The deputy principal instructional leadership role and professional learning

2017 ◽  
Vol 55 (1) ◽  
pp. 33-48 ◽  
Author(s):  
Ann Leaf ◽  
George Odhiambo
Keyword(s):  
Instructional Leadership ◽  
Professional Learning ◽  
Ad Hoc ◽  
Team Building ◽  
Leadership Role ◽  
Instructional Leaders ◽  
Structured Interviews ◽  
Content Type ◽  
Practical Implications

Purpose The purpose of this paper is to report on a study examining the perceptions of secondary principals, deputies and teachers, of deputy principal (DP) instructional leadership (IL), as well as deputies’ professional learning (PL) needs. Framed within an interpretivist approach, the specific objectives of this study were: to explore the extent to which DPs are perceived as leaders of learning, to examine the actual responsibilities of these DPs and to explore the PL that support DP roles. Design/methodology/approach The researchers used multiple perspective case studies which included semi-structured interviews and key school document analysis. A thematic content analysis facilitated qualitative descriptions and insights from the perspectives of the principals, DPs and teachers of four high-performing secondary schools in Sydney, Australia. Findings The data revealed that deputies performed a huge range of tasks; all the principals were distributing leadership to their deputies to build leadership capacity and supported their PL in a variety of ways. Across three of the case study schools, most deputies were frequently performing as instructional leaders, improving their school’s performance through distributing leadership, team building and goal setting. Deputy PL was largely dependent on principal mentoring and self-initiated but was often ad hoc. Findings add more validity to the importance of principals building the educational leadership of their deputies. Research limitations/implications This study relied upon responses from four case study schools. Further insight into the key issues discussed may require a longitudinal data that describe perceptions from a substantial number of schools in Australia over time. However, studying only four schools allowed for an in-depth investigation. Practical implications The findings from this study have practical implications for system leaders with responsibilities of framing the deputies’ role as emergent educational leaders rather than as administrators and the need for coherent, integrated, consequential and systematic approaches to DP professional development. Further research is required on the effect of deputy IL on school performance. Originality/value There is a dearth of research-based evidence exploring the range of responsibilities of deputies and perceptions of staff about deputies’ IL role and their PL needs. This is the first published New South Wales, Australian DP study and adds to the growing evidence around perceptions of DPs as instructional leaders by providing an Australian perspective on the phenomenon. The paper raises important concerns about the complexity of the DP’s role on the one hand, and on the other hand, the PL that is perceived to be most appropriate for dealing with this complexity.

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