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Contextual leadership A study of Lebanese executives working in Lebanon, the GCC countries, and the United States

Contextual leadership A study of Lebanese executives working in Lebanon, the GCC countries, and... Purpose – The purpose of this paper is to investigate the effect of context and culture on leadership and decision‐making styles of Lebanese‐born executives working in the USA, the Gulf Cooperation Council countries, and Lebanon. Design/methodology/approach – Using a semi‐structured questionnaire, 76 successful Lebanese executives were interviewed in three regions of the world. Comparisons among the three groups are made on three elements: early ingredients for success particularly during childhood and educational years, emotional intelligence (EI) leadership styles, and decision‐making styles. Findings – Although successful leaders, born and raised in Lebanon, share the early ingredients for success, they differ significantly in their decision making and EI leadership styles when working outside Lebanon with multicultural and diverse followers. Research limitations/implications – The research findings strongly suggest that future research on cross‐cultural leadership will be more fruitful when context and culture are taken into account, and if researchers use a non‐Western conceptualization of culture, and when the research is conducted by multicultural and interdisciplinary researchers. Originality/value – The study lends support to the notion that successful leaders adapt to their new culture and context, learning from adversity and experience, and mastering the cultural context. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

Contextual leadership A study of Lebanese executives working in Lebanon, the GCC countries, and the United States

Journal of Management Development , Volume 30 (9): 17 – Sep 20, 2011

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0262-1711
DOI
10.1108/02621711111164349
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to investigate the effect of context and culture on leadership and decision‐making styles of Lebanese‐born executives working in the USA, the Gulf Cooperation Council countries, and Lebanon. Design/methodology/approach – Using a semi‐structured questionnaire, 76 successful Lebanese executives were interviewed in three regions of the world. Comparisons among the three groups are made on three elements: early ingredients for success particularly during childhood and educational years, emotional intelligence (EI) leadership styles, and decision‐making styles. Findings – Although successful leaders, born and raised in Lebanon, share the early ingredients for success, they differ significantly in their decision making and EI leadership styles when working outside Lebanon with multicultural and diverse followers. Research limitations/implications – The research findings strongly suggest that future research on cross‐cultural leadership will be more fruitful when context and culture are taken into account, and if researchers use a non‐Western conceptualization of culture, and when the research is conducted by multicultural and interdisciplinary researchers. Originality/value – The study lends support to the notion that successful leaders adapt to their new culture and context, learning from adversity and experience, and mastering the cultural context.

Journal

Journal of Management DevelopmentEmerald Publishing

Published: Sep 20, 2011

Keywords: Lebanon; United States of America; Gulf Cooperation Council countries; Senior management; Leadership; National cultures; Cross‐cultural management

References