Leadership. An Intercultural Approach. Alternate take…
Journal Title: Journal of Intercultural Management - Year 2009, Vol 1, Issue 1
Abstract
The purpose of this paper is to provide an alternative view to the leadership managerial studies. Indicating several illusions of a straightforward view on leadership in the realm of intercultural studies and some oversimplifications, it proposes a three-dimensional perspective for intercultural approach to leadership. Current state of the research gives hope for a more interdisciplinary spectrum of solutions in this field of theory and practice. There are at least 3 spheres of it. The first is quite obvious and contains all possible activities within intercultural management which deals with reality between cultures, nations, religions studied within the framework of social studies and other related fields. The second sphere, hidden and recently re-discovered, is the discourse, narration, metaphor and other cultural studies interests, which took a challenge of extending management studies. This extension was possible only because of a pressing need for dialogue in the context of intercultural and multicultural contemporary reality. Finally the third sphere, projected, challenging and hopeful is the field of creativity, creation processes and philosophical aesthetics applied into management realities and theories, and this is crucial mainly for leadership. That means arts, creation and performance as basic cultural inspirations for leadership theory and practice. Although it looks provocative and very lateral, this is natural and should be an expected consequence of opening management scholarship to cultural studies and humanities. This happened by the way of democratizing managerial studies, allowing far from mainstream voices to be heard. And these are both narration-like, discursive and aesthetics applications in management. Like in jazz this is an attempt to provide the ‘alternate take’ for leadership understood within intercultural perspective.
Authors and Affiliations
Marcin Poprawski
Keywords
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