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“One of these things is not like the others”: the role of authentic leadership in cross-cultural leadership development

“One of these things is not like the others”: the role of authentic leadership in cross-cultural... The purpose of this research is to explore a possible relationship between the presence of authentic organisational leadership and the leadership development experience.Design/methodology/approachThis study uses a qualitative exploratory hybrid research design which draws on data from multiple sources. Data were collected by means of semi-structured interviews, document analysis and non-participant observations across two case study organisations in Saudi Arabia.FindingsThe authors' findings suggest that the presence of authentic leadership (AL) within an organisation is a significant factor in the leadership development experience. This study also highlights the key importance of advancing leadership development theory that is holistic and comprehensive.Research limitations/implicationsThe study was conducted as case studies within a specific social context. Findings cannot be generalised but offer valuable direction for future research.Originality/valueThe research advances leadership development theory by highlighting the inadequacy of the person-focussed perspective and offering exploratory evidence for the role of social context, organisational leadership and organisational artefacts in the leadership development process. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

“One of these things is not like the others”: the role of authentic leadership in cross-cultural leadership development

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References (78)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0143-7739
DOI
10.1108/lodj-10-2021-0449
Publisher site
See Article on Publisher Site

Abstract

The purpose of this research is to explore a possible relationship between the presence of authentic organisational leadership and the leadership development experience.Design/methodology/approachThis study uses a qualitative exploratory hybrid research design which draws on data from multiple sources. Data were collected by means of semi-structured interviews, document analysis and non-participant observations across two case study organisations in Saudi Arabia.FindingsThe authors' findings suggest that the presence of authentic leadership (AL) within an organisation is a significant factor in the leadership development experience. This study also highlights the key importance of advancing leadership development theory that is holistic and comprehensive.Research limitations/implicationsThe study was conducted as case studies within a specific social context. Findings cannot be generalised but offer valuable direction for future research.Originality/valueThe research advances leadership development theory by highlighting the inadequacy of the person-focussed perspective and offering exploratory evidence for the role of social context, organisational leadership and organisational artefacts in the leadership development process.

Journal

Leadership & Organization Development Journal – Emerald Publishing

Published: Nov 7, 2022

Keywords: Authentic leadership; Cross-cultural leadership; Leadership development

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