Culture and Gender in Leadership: Perspectives from the by J. Rajasekar, L. Beh

By J. Rajasekar, L. Beh

The final goal of this quantity is to offer the study reviews conducted within the heart East and Asia within the fields of tradition and gender and their effect on management specifically. The cultures and practices of those realms are greatly various and this publication, tradition and Gender in management: views from the center East and Asia, brings jointly analyses of those topics in chosen nations of those areas. The bankruptcy authors use precise descriptions, case reports and vignettes to talk to the cultural relativism and gender in management in those nations and supply a distinct and comparative point of view drawn from their very own cultures.

This quantity additionally contributes to the improvement of conception and empirical examine present in those areas and during the collective efforts provided during this publication, makes an attempt to reinforce the physique of information and perform within the fields of tradition and gender in management. As Asia is turning into the engine of monetary development for the area and Arab Spring is establishing up new vistas within the center East, this booklet is a needs to learn.

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2. See Hofstede (2001); Hofstede (1984); Hofstede and Hofstede (1997), Trompenaars and Hampden-Turner (1998) for detailed discussions of cultural dimensions as they relate to Southeast Asia. 3. In fact, Taylor’s biographer titled his work The One Best Way: Frederick Winslow Taylor and the Enigma of Efficiency (Kanigel, 2005). 4. Only a short walk through the streets of Kuala Lumpur demonstrates the incredible diversity of orientation towards the models of civility, social capital and attitudes toward aggression that Pye describes.

Goleman’s (1998) emotional intelligence (EI) theory provides another way of describing leadership characteristics, which can be linked to situational factors. He argues that it is the emotional makeup of the leader and how that makeup manifests in leader actions that are of particular interest. He argues that there are five components of EI: self-awareness, self-regulation, motivation, empathy and social skill: • ‘Self-awareness’ reflects the degree to which a leader can recognize and understand their own emotional makeup and how that makeup impacts others.

London: Verso. Mowday, R. & Sutton, R. (1993). Organizational behavior: Linking individuals and groups to organizational context. Annual Review of Psychology, 44,195–220. Nahapiet, J. & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23, 242–266. Osborne, S. (2009). Delivering public services: Are we asking the right questions? Public Money & Management, 29(1), 5–7. Prince, L. (2005). Eating the Menu rather than the Dinner: Tao and Leadership.

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