Measuring Multicultural Effectiveness among Self-Initiated Academic Expatriates in Malaysia

2018 ◽  
Vol 34 (2) ◽  
pp. 1-17 ◽  
Author(s):  
Haslina Halim ◽  
◽  
Hassan Abu Bakar ◽  
Bahtiar Mohamad ◽  
◽  
...  
2021 ◽  
Vol 13 (8) ◽  
pp. 4296
Author(s):  
Sabrine El Baroudi ◽  
Svetlana N. Khapova

Although the globalization of the academic labor market offers many advantages to academic institutions and their students, less is known about its (dis)advantages for academic expatriates’ careers. This paper seeks explanations of how academic expatriates aspire to invest in their careers in emerging economies by engaging both with the evidence of intelligent career theory, and with the literature on academic expatriation to emerging economies and on higher education. On the basis of these different streams of the literature, this paper identifies and outlines the institutional practices that could influence academic expatriates’ careers. This paper suggests that future research on academic expatriation to emerging economies can develop in at least three directions, namely, (a) the institutional practices at academic institutions in emerging economies, (b) the careers of academic expatriates, and (c) a reciprocal relationship between institutional practices and the individual careers of academic expatriates.


Author(s):  
Shoma Mukherji ◽  
Neera Jain ◽  
Radha Sharma

Business environment world over has undergone major transformation in the last fifty years. Global organisations, where operations are not restricted to home or host country, need business leaders with a global mindset and multicultural effectiveness. This paper examines and confirms the relevance on leadership preparedness of global managers of two important constructs – cultural intelligence and communication effectiveness in the context of anxiety and uncertainty management. Adding to extant literature, the study empirically confirms the suitability of three assessment instruments. It establishes the importance of cultural adaptability and AUM theory for assessing leadership potential of managers working in multicultural environments with culturally diverse teams. The objective of this study is to understand the relevance of cultural intelligence and communication effectiveness for leadership preparedness in a multicultural environment. The present century is seeing accelerated transformation of businesses into truly global entities. As organizations operate in a boundary-less world, multicultural teams are the order of the day. Business leaders, who are able to understand, accept, and effectively respond to cultural differences are therefore in great demand.


2015 ◽  
Vol 37 (3) ◽  
pp. 189-205 ◽  
Author(s):  
Robert E. Wubbolding

On August 23, 2013, the voice of William Glasser, MD, became silent. His life was characterized by his mission of teaching the ever-evolving ideas originating in his work in corrections and mental health. He taught what he called “internal controls”: Although human beings are influenced by their environment and their previous relationships, they need not remain powerless and victimized by forces beyond their control or by their past history. Rather, they choose most of their current behaviors, especially their actions. Reality therapy is a system that counselors use to liberate clients and help them make realistic choices to more effectively satisfy their needs within their limitations. The evolution of reality therapy has covered not only its theoretical basis, choice theory, but more recently its links with mindfulness, neuroscience, and especially its formulation as the WDEP (Wants, Doing, Evaluation, Planning) system. A growing body of evidence illustrates the widespread use and multicultural effectiveness of Dr. Glasser's legacy—reality therapy.


2012 ◽  
Vol 5 (2) ◽  
pp. 196-215 ◽  
Author(s):  
Katherine Holt ◽  
Kyoko Seki

Global leaders operate in a context of multicultural, paradoxical complexity in the world—a context that most leaders find themselves facing today. We argue that 4 developmental shifts are required to be effective in this context: developing multicultural effectiveness, becoming adept at managing paradoxes, cultivating the “being” dimension of human experience, and appreciating individual uniqueness in the context of cultural differences. Challenges for industrial–organizational (I–O) psychology are identified in each area. The article concludes by inviting I–O psychologists to integrate competing frameworks, explore related disciplines, revamp leadership competency models, create new tools and frameworks for developing global leaders, and step up to become global leaders ourselves.


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