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
Related Articles
- EP ID EP53343
- DOI -
- Views 79
- Downloads 0
A Phenomenological Study of Employee Perceptions of Managerial Behaviors as Personal Enactments of Organizational Culture
Using a phenomenological methodology, this research study examines the phenomenon of organizational culture through the perceptions of those who experience it. Rather than studying how organizational culture affects orga...
The Shaping of Intercultural Communication Through Business Relations
Globalization and rapid changes in the operating environment ofcontemporary organizations have led to fundamental changes in their functioning anddevelopment. The number of interactions initiated by businesses continues...
Conceptual negotiation metaphors across cultures – research findings from Poland, China, The United States and Great Britain
Recent years have seen an explosion of interest in the cultural dimensions of conflict resolution. Books, numerous studies, and courses have offered perspectives on the nature of culture and its complex relationship to t...
Culture as a barrier of knowledge sharing
Management in last decades has seen knowledge sharing become a key toolfor the success of a variety of institutions. Many international companies and otherorganizations have developed knowledge management programs as key...
The Competent Culture Paradigm: An Alternative to the Strong Culture Hypothesis
The strong culture hypothesis has long dominated the discussion concerning the effect of organizational culture on organizational performance.The efficacy of the hypothesis, however, has been criticized for a wide range...