'Get Up Peter, Kill And Eat': Toward Effective Multi-Cultural Leadership Alliances In National Ministries, Abcusa As Instruments Of Denominational Transformation

2003 ◽  
Author(s):  
Cheryl F. DUDLEY
Keyword(s):  
Cultural Leadership

Russia in the Knowledge Society: Concept of Cultural Leadership (Article II. Alternatives to Imperial Ambitions)

2009 ◽  
pp. 36-41
Author(s):  
Aleksandr V. Buzgalin
Keyword(s):  
Social Relations ◽  
Knowledge Society ◽  
Harmonious Development ◽  
Cultural Leadership ◽  
Development Path ◽  
Global Problems ◽  
A Priority ◽  
Organization Of Production

The author proves in the article that Russia has certain chances for a way out of the present contradictions to the development path which is adequate to the challenges of the knowledge revolution and the global problems, to the system of the organization of production and social relations which can provide a priority of public creativity and culture, free harmonious development of the personality. This is the strategy of the global cultural leadership and this is the alternative to imperial ambitions which are popular today and which are bringing to a dead-lock of “Peripheral petty-Empire”.

Russia in the Knowledge Society: Concept of Cultural Leadership (Article I)

2009 ◽  
pp. 28-33
Author(s):  
Aleksandr V. Buzgalin
Keyword(s):  
Social Relations ◽  
Information Society ◽  
Personal Development ◽  
Knowledge Society ◽  
Global Changes ◽  
Cultural Leadership ◽  
Art And Culture

The article argues that the well-known points of mankind transition to the postindustrial (information) society conceal deep contradictions of transformational epoch. This time the mankind should face the challenges of revolution of knowledge and global changes. The author sees a solution in development of social relations system proving priorities of art and culture, free and balanced personal development.

Managing the Era of Multi-Cultural Leadership

2018 ◽  
Vol 11 (1) ◽  
Author(s):  
M. Rahul ◽  
R. Ganesan
Keyword(s):  
Work Environment ◽  
Leadership Style ◽  
Work Experience ◽  
Cross Culture ◽  
Cultural Leadership ◽  
Team Members ◽  
Diverse Workforce ◽  
The Difference ◽  
The One ◽  
Global Arena

Leaders in the global arena are the one who face the challenges never seen before, while coordinating work and managing relationship between team members coming from varied ethnic groups. Globalization has undoubtedly opened up endless growth opportunities for both, businesses and individuals, by collaborating with each other, but with certain inherent challenges. These challenges are the difference in the cultural background of the team members, which gets predominantly reflected in their behavior at workplace too. The cultural differences exist primarily due to differences in shared values, which form the basis for difference in perception and practices of decision making by an individual (Hofstede, 1980). Juana Bordas has rightly described that any business that fails to adapt their leadership style aligning with multi-cultural approach will find it difficult to thrive in a more colorful world. Leadership style has witnessed various facets of changing work environment that has demanded from leaders to modify their approach to adapt along and be effective and survive in the ever-changing environment of business (Bordas,2007).A cross-culture leader plays a significant role in knitting the diverse workforce into an efficient team; which requires a leader to very well understand the various dimensions of culture. This understanding of the leader enables him to learn about blending of leadership styles to address the challenges of such work environment. This paper is an extended work on 'Leadership in Cross-Cultural Environment – A Comparison of Asian and Non-Asian Managers' (Rahul and Ganesan, 2015). The extended research study has identified that enhanced work experience of cross-culture leaders enables them in effective team management, than the rise in designation, as it results in creation of hierarchical distance between the leaders and subordinates.

Organizational Culture and Knowledge Management

2002 ◽  
Vol 01 (01) ◽  
pp. 57-63 ◽  
Author(s):  
Thou Tin Lim
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Cultural Context ◽  
Management Practices ◽  
Cultural Leadership ◽  
Management Processes ◽  
New Business ◽  
Knowledge Management Practices ◽  
The Impact ◽  
Knowledge Management Processes

As organizations in Singpore respond to the pressures of globalization, the adoption of knowledge management practices becomes more prevalent. In a hurry to implement this new business paradigm, organizations may have overlooked the influence of the cultural context which is commonly considered one of the pillars of knowledge management in a western-oriented organization. This paper examines what was overlooked by Singapore organizations while moving towards knowledge management. Specifically, it studies the impact of organizational culture on knowledge management processes. A review of literature shows that there is a relationship between cultural factors and knowledge management processes. This relationship is reflected in a research model that helps to answer research questions and to formulate hypotheses for testing. The result indicates that knowledge management should consider not just the technological aspects of implementation but also the cultural, leadership and contextual aspects of an organization.

scholarly journals Cross-Cultural Leadership Enables Collaborative Approaches to Management of Kauri Dieback in Aotearoa New Zealand

Forests ◽  
2021 ◽  
Vol 12 (12) ◽  
pp. 1671
Author(s):  
Lee Hill ◽  
Edward Ashby ◽  
Nick Waipara ◽  
Robin Taua-Gordon ◽  
Aleesha Gordon ◽  
...  
Keyword(s):  
New Zealand ◽  
Forest Health ◽  
Cross Cultural ◽  
Human Interaction ◽  
Surveillance Program ◽  
Cultural Leadership ◽  
Quantitative And Qualitative Research ◽  
Aotearoa New Zealand ◽  
The Face ◽  
Network Spatial Analysis

In Aotearoa/New Zealand, the soilborne pathogen Phytophthora agathidicida threatens the survival of the iconic kauri, and the ecosystem it supports. In 2011, a surveillance project to identify areas of kauri dieback caused by Phytophthora agathidicida within the Waitākere Ranges Regional Park (WRRP) highlighted the potential impact of the pathogen. A repeat of the surveillance in 2015/16 identified that approximately a quarter of the kauri area within the Regional Park was infected or possibly infected, an increase from previous surveys. The surveillance program mapped 344 distinct kauri areas and showed that 33.4% of the total kauri areas were affected or potentially affected by kauri dieback and over half (58.3%) of the substantial kauri areas (above 5 ha in size) were showing symptoms of kauri dieback. Proximity analysis showed 71% of kauri dieback zones to be within 50 m of the track network. Spatial analysis showed significantly higher proportions of disease presence along the track network compared to randomly generated theoretical track networks. Results suggest that human interaction is assisting the transfer of Phytophthora agathidicida within the area. The surveillance helped trigger the declaration of a cultural ban (rāhui) on recreational access. Te Kawerau ā Maki, the iwi of the area, placed a rāhui over the kauri forest eco-system of the Waitākere Forest (Te Wao Nui o Tiriwa) in December 2017. The purpose of the rāhui was to help prevent the anthropogenic spread of kauri dieback, to provide time for investment to be made into a degraded forest infrastructure and for research to be undertaken, and to help protect and support forest health (a concept encapsulated by the term mauri). Managing the spread and impact of the pathogen remains an urgent priority for this foundation species in the face of increasing pressures for recreational access. Complimentary quantitative and qualitative research programs into track utilization and ecologically sensitive design, collection of whakapapa seed from healthy and dying trees, and remedial phosphite treatments are part of the cross-cultural and community-enabled biosecurity initiatives to Kia Toitu He Kauri “Keep Kauri Standing”.

Leadership

2013 ◽  
Author(s):  
Robert Wuthnow
Keyword(s):  
Social Innovation ◽  
New Technology ◽  
Small Towns ◽  
Voluntary Organizations ◽  
Public Officials ◽  
Stepping Stones ◽  
Electronic Communications ◽  
Cultural Leadership ◽  
Small Communities ◽  
Informal Leaders

This chapter examines the role of formal and informal leaders, including local public officials and heads of voluntary organizations, in small communities' efforts to adapt to changing social and economic conditions. It considers how residents confer respect on leaders and how leaders draw on this respect in performing their roles. Leaders discuss why they take on civic responsibilities, the gratifications and frustrations involved, and how these activities serve as stepping-stones for public office in larger venues. Although it is sometimes suggested that small towns lack interesting cultural amenities, local cultural leadership is particularly important, and figures prominently in communities' understanding of their distinctive history and identity. The chapter also shows that small towns are laboratories for social innovation, judging from leaders' descriptions of new technology, electronic communications, sustainable energy projects, and efforts to rebuild following natural disasters.

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