Suchergebnisse

Young people throughout Eurasia are looking for leadership that is different from what preceding generations experienced in the Soviet era and many people are still accustomed to, namely a less top-down authoritarian style by a solo leader reflecting the outdated 'Great Man' model of 'strong' leadership and for a more collaborative, participative style with more dispersed leadership. This implies the need for a significant cultural change. Leadership development programmes now need to refocus their philosophy, objectives and methods on ways of developing a culture of participation, trust, a sense of belonging, teamwork and accountability and the required know-how and skills in today's and future leaders. We present two research projects and a case study that reveal these needs and how a new approach to ethical and effective leadership development that appropriately integrates Western and Eastern values can help to liberate and develop the culture and economies of the Eurasia region and thereby make Eurasia a new global powerhouse.

Do men and women have a different or a similar approach to the leadership role? Various leadership styles and behaviour of managers have been researched in several countries to identify similarities and differences between men and women leaders. The present study examines the leadership style and behaviour of UK managers, using a questionnaire method in gathering data. The study found that women managers delegate less than their men counterparts, but there are no statistical differences between their directive, consultative and participative leadership styles. The study also found that, in leadership behaviour, men and women leaders differ significantly only in inspirational motivation but not in the other six aspects of leadership behaviour. The article explores the implications of these results.

This article introduces a new perspective that challenges well-known leadership styles that have flourished in hitherto stable environments. 'Fusion leadership' integrates Eastern and Western values and mindsets to establish an approach that may more effectively respond to the challenges and dilemmas of leadership and organizational issues in contemporary situations in the context of globalization. Our approach contributes to the literature on leadership by providing skills, techniques and practical wisdom for leaders to consider and develop their leadership values, styles and practices to respond to cross-cultural challenges.

AbstractInstitutions such as the military aim to respond efficiently to complex logistical challenges using a strictly hierarchical structure, where leaders are assigned a rank by senior colleagues and team members are trained to obey leader commands. Anthropologists have observed that leadership status outside of these top-down hierarchical institutions is often affected by the attribution of prestige by non-leaders. Here we show that even in the strictly hierarchical institutional context of the Royal Navy, informal prestige networks play a functional role in leadership efficacy and group-level dynamics. Specifically, a team leader's informal prestige is a far stronger predictor of team performance and rate of information transmission during training exercises at sea than their formal rank. We find that the more decentralised the prestige network the more efficient it is for disseminating information. The implications of our findings for traditional conceptions of leadership in hierarchical institutions and the effects of prestige on group-level behaviour are discussed.

Institutions such as the military aim to respond efficiently to complex logistical challenges using a strictly hierarchical structure, where leaders are assigned a rank by senior colleagues and team members are trained to obey leader commands. Anthropologists have observed that leadership status outside of these top-down hierarchical institutions is often affected by the attribution of prestige by non-leaders. Here we show that even in the strictly hierarchical institutional context of the Royal Navy, informal prestige networks play a functional role in leadership efficacy and group-level dynamics. Specifically, a team leader's informal prestige is a far stronger predictor of team performance and rate of information transmission during training exercises at sea than their formal rank. We find that the more decentralised the prestige network the more efficient it is for disseminating information. The implications of our findings for traditional conceptions of leadership in hierarchical institutions and the effects of prestige on group-level behaviour are discussed.