Cross-Cultural Leadership : Being Effective in an Era of Globalization, Digital Transformation and Disruptive Innovation.

Cover -- Half Title -- Series Page -- Title Page -- Copyright Page -- Table of Contents -- List of Figures -- List of Tables -- Acknowledgement and Dedication -- Part 1 Introduction -- 1 Preface, Forward, and Book Structure -- 1.0 Chapter's Idea in Brief -- 1.1 Preface -- 1.2 Forward -- 1.3 Value of This Book to Cross-cultural Leadership Practice and Research -- 1.4 Main Challenges -- 1.5 Structure and Layout of This Book - How to Use the Book -- 1.6 Concluding Remarks -- 1.7 Self-check Questions -- 1.8 Review and Discussion Questions -- 1.9 Further Reading -- 1.10 Case Study -- 2 Leadership, The Missing Jewel -- 2.0 Chapter's Idea in Brief -- 2.1 Introduction -- 2.2 Advancements in Leadership Studies from a Globalisation Perspective -- 2.3 Is Leadership Different from Management -- 2.4 Managerial and Leadership Effectiveness -- 2.5 How to Measure Manager's or Leader's Behaviour -- 2.6 Concluding Remarks -- 2.7 Self-check Questions -- 2.8 Review and Discussion Questions -- 2.9 Further Reading -- 3 Hamlin's Generic Model of Managerial and Leadership Effectiveness -- 3.0 Chapter's Idea in Brief -- 3.1 Introduction -- 3.2 Are Managers/Leaders Required to Be Universally Effective, and What Is the Role of Culture? -- 3.3 Concluding Remarks -- 3.4 Self-check Questions -- 3.5 Review and Discussion Questions -- 3.6 Further Reading -- 3.7 Case Study -- Part 2 Culture and Cultural Intelligence -- 4 Culture, What It Means and What It Does Not -- 4.0 Chapter's Idea in Brief -- 4.1 What Is Really Culture and How People Look at It -- 4.2 Traditional Cultural Theories: National and Corporate Culture -- 4.3 Cultural Theory or Douglasian Cultural Framework (DCF) -- 4.4 Combining Leadership Effectiveness and Douglasian Cultural Framework -- 4.5 Concluding Remarks -- 4.6 Self-check Questions -- 4.7 Review and Discussion Questions -- 4.8 Further Reading.

4.9 Case Study -- 5 Cultural Intelligence -- 5.0 Chapter's Idea in Brief -- 5.1 Cultural Intelligence (Referred to Hereafter as CQ) -- 5.2 Historical Background -- 5.3 Cultural Intelligence Definition, Development, and Debate -- 5.4 Can CQ Survive in Era of Globalisation -- 5.5 What Value Cultural Intelligence Brings to Leadership -- 5.6 Concluding Remarks -- 5.7 Self-check Questions -- 5.8 Review and Discussion Questions -- 5.9 Further Reading -- 5.10 Case Study -- Part 3 The Sustainable, Dynamic and Adaptable Leadership Model -- 6 Cultural Intelligence a Competency of Effective Leader -- 6.0 Chapter's Idea in Brief -- 6.1 Hamlin's Generic Model for Managerial and Leadership Effectiveness -- 6.1.1 Cultural Intelligence as a Competency of an Effective Leader -- 6.2 Revising How Culture Is Shaped within CQ -- 6.3 Integrating CQ and DCF: Approach and Ensuing Challenges -- 6.3.1 CQ and DCF Connection at the Disciplines Aspect -- 6.3.2 Can Extant Literature Provide Evidence to Connect CQ and DCF -- 6.3.3 Towards an Intelligent, Adaptive, and Dynamic Cultural Behaviour -- 6.4 Concluding Remarks -- 6.5 Self-check Questions -- 6.6 Review and Discussion Questions -- 6.7 Further Reading -- 6.8 Case Study -- 7 Formation of the Model -- Integrating DCF's Cultures with CQ Dimensions -- 7.0 Chapter's Idea in Brief -- 7.1 DCF's Connection with CQ's Cognitive Dimension -- 7.2 DCF's Connection with CQ's Motivation Dimension -- 7.3 DCF's Connection with CQ's Metacognitive Dimension -- 7.4 DCF Connection with Behavioural Dimensions -- 7.5 Concluding Remarks -- 7.6 Self-check Questions -- 7.7 Review and Discussion Questions -- 7.8 Further Reading -- 7.9 Case Study -- Part 4 Application and Impact -- 8 Deployment of the Model in a Cross-Cultural Environment -- 8.0 Chapter's Idea in Brief -- 8.1 Deployment of Hamlin's (2004) Model in the UAE, the Added Value.

8.2 CQ-DCF Contribution to Leadership Effectiveness -- 8.3 Perceived Managerial and Leadership Effectiveness and Ineffectiveness in UAE -- 8.4 The Dynamic Aspect of Our DCF-Based CQ Framework -- 8.5 DCF Connection with CQ Cognitive Dimension (in UAE Dataset) -- 8.6 DCF Connection with CQ Metacognitive Dimension (in UAE Dataset) -- 8.7 DCF Connection with CQ Motivation Dimension (in UAE Dataset) -- 8.8 DCF Connection with CQ Behaviour Dimension: The Dynamicity of the Developed DCF-Based CQ Framework (in UAE Dataset) -- 8.9 Concluding Remarks -- 8.10 Self-check Questions -- 8.11 Review and Discussion Questions -- 8.12 Further Reading -- 8.13 Case Study -- 9 Context and Contribution -- 9.0 Chapter's Idea in Brief -- 9.1 UAE, a Multi-cultural Work Environment -- 9.2 What Challenges Face Multi-national Companies -- 9.3 Book Contributions -- 9.3.1 Contributions of the Model to Academia -- 9.3.2 Contributions of the Model to Organisations and Practitioners -- 9.4 Book Concluding Remarks -- 9.5 Self-check Questions -- 9.6 Review and Discussion Questions -- 9.7 Further Reading -- 9.8 Case Study: Behavioural Flexibility/Cultural Hybridity -- 10 Assignments -- 10.0 Chapter's Idea in Brief -- 10.1 Individuals Assignments on the DCF-Based CQ Model -- 10.1.1 First Assignment: The Questionnaire -- 10.1.2 Second Assignment: Interviewing Real Life Leader - Video Creation -- References -- Index.

For many decades, management in its research and practice has been in need of an alternative approach and paradigm to understanding human behaviours.This book provides a novel approach to address this dilemma by linking aspects from three knowledge domains; Psychology, Anthropology and Sociology.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.