286 Index. family-run firms, 192 family structures, 163 family values, 251 feeling leader, follower readiness, 219

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2 Index accountability, 79, 229, action theories, 20-3, 25, 26-8 affective reciprocity, 235 Africa, Igbo village leadership, African business schools, 57, 65 African leadership model, analytical skills, 253 Anglo-Saxon literature, 26, 29 Arab world leadership in, , women leaders in, aram culture, 235 assumptions, critical assessment of, 78-9 authenticity, 74, authentic leadership, 14, antecedents to, dimensions of, follower readiness and, 219 theoretical background, authentic-transformational leaders, 209 authoritarian leadership, 220, authoritative leadership, autonomy, balanced processing, 207, 214, banking, Islamic, 161 belief systems, 167 belonging, sense of, 88-9, 98 builders, leaders as, business relationships, Caliph, capitalism, 62, 87-8 categorization theory, 107 chameleon leaders, children, image of leadership of, in China, China, 162 children's image of leadership in, women in, 69, 106 Chinese language, 19 Christianity, 159, 161 collaborative action, 42 collaborative mindset, 214 collective empowerment, 44, 45 collective leaders, collective political leadership, collective responsibility, colonial rule, communication communities, 91-2 communism, 259 community(ies), 33 as communicative, 91-2, 97-8 friendship, betrayal and, 92 impact of leadership development programme on, 39-40, 46 individualism and, 90 liminality and, 92-3 multiculturalism and, 96 nationalism and, 91 personal, 92 postmodern, 93-5, 97 reflexive, 95 sense of, as sense of belonging, 88-9 through symbolism, 92 worldly leadership and concepts of,85-98 competence, building, 80 confirmatory factor analysis, 145-8, 153 conformity, 63 Confucianism, 165 connective leadership, 44, 45 conservatism, 159 consultative autocracy, 165, 168 consumerism, 62 context cultural, leadership development and, 54-5 for women leaders, 73-4 contextual knowledge, 171 corporate training, 8-11 Costa Rica, , 112,

3 286 Index critical assessment of assumptions, 78-9 critical discourse analysis, 20 critical management studies, cross-cultural analysis, 8, 9 cross-cultural leadership, 18 cross-cultural research, 105-6, 108-9, cultural bias, 171 cultural context, cultural diversity, 168 cultural identity, 91 culture, 72-3, 105, 207 homogenization of, 158 implicit leadership theory and, 108-9, leadership and, organizational, Russian, in UAE, decision making, 166, 168, 198 Delanty, G., 85, 87-9, 91-2, 95, 97-8 deprivation, 62 developing countries, 159 dialogue, 44-5 discourse analysis, 18, 20, 27-9 disorienting dilemmas, 78 dispersed leadership, diwan, 163-4, 168 drive, 246, 249 dut~235,241-2,246 egalitarianism, 259 Emirati women leaders, emotional connection, empathy, 253 ethical leadership, 209 ethics, 33, ethnocentrism, 57 ethnographic research, 95, 98 etic approach, 105-6, exploratory factor "analysis (EFAs), 142-5, 153 familial systems, 175 family, impact of leadership development programme on, 37-8 family-run firms, 192 family structures, 163 family values, 251 feeling leader, follower readiness, 219 gender, 107-8, , , German language, 19, 22, 23, 25-6,29 global economy, globalization, 4, 57, 68, 81, 135, 158, 168 giobaiieaders, global leadership competencies, 5-6, 8 concept of, 7-11, 86 limitations of, 86 meaning of, 4-5 training in, 8-11 Global Leadership and Organizational Behavioural Effectiveness (GLOBE) project, 18, 105, 137, 140, 175 globalliteracies, 5 global mindset, 5 global perspective, 70-1, 74 global values, giocalisation, 202, group embedded ness, 235 gllatlxi, 106, 162 Haberrnas, J", 91 hedonism, 235 hierarchical perspective, 235 Hindu values, homogenization, 3, 158 honesty, 248 human assets, humane orientation, 195 humanity, 253 humility, 243, 247 identity literature, 12 identity work, 33, 41-2, 43, 48 Igbo village leadership, challenges facing, ILT, see implicit leadership theory (ILT)

4 Index 287 implicit leadership theory (ILT), 14 children's, in China, culture and, 108-9, effect of perceiver's characteristic and, gender and, 107-8, , , in Iran, social roles and, , in-between places, 92-3 incompetence, 197 India new economy in, 238 social values, Indian leadership, global and Western values influence on, global leaders, literary influences on, modern leaders, modern traditional leaders, research study on, SOCial values and influences on, traditional leaders, indigenous cultures, 85, 86, 90, 92-4 indigenous leadership development, indigenous societies, 4 individual, as leader, individual action theories, 18 individualism, community and, 90 informational politics, 193, information society, informed consent, 168 integrity, 209, 248, intellectual imperialism, 57 internalized moral perspective, 207, 209,214,217 international business, 4 internationalization, of leadership, Iran demographics, 138 government of, implicit leadership in, leadership in, Islam five pillars of, 160 growth of, 161 Islamic banking, 161 Islamic tradition leadership in, management philosophies in, women leaders in, worldly leadership and, just ruler, Khomeini, Ayatollah Ruhollah, 140 kingship, 223 knowledge, 253 contextual, 171 local, knowledge acquisition, knowledge production, labour activism, 195 Lagos Business School, 57 language, 13-14, 166 national, sense-making and, 20-1, 28 thinking patterns and, 20 leader/follower relationship, 11, 23-4 leaderful moment, 92 leaders characteristics of, expectations of, global, identity of, 12 loss of trust in, 206 mental images of, in China, modern, modern traditional, Russian, as teachers, 243-4, traditional, women, 14, 68-82, leadership action theories of, 20-3, 25-8 age and, 167 authentic, 14, authoritarian, 220, characteristics of, 72-3 children's image of, in China,

5 288 Index leadership - contil1ued collective political, competencies, 23 connective, 44, 45 cross-cultural, 18 cultural context for, culture and, discourse, 12, 26 dispersed, ethical, 209 inclusive view of, 45-6 Indian, in Iran, management and, 18-26, 28-9 in Middle East, , non-western perspective on, 3-4 non-western research on, 13 organizational, 12 paternalistic, 106,216-17,220,240-1 relational approach to, 33, 43, 47 social construction of, 42 through informational politics, transactional, 165 transformational, 237 unwritten, 193, value congruence theory of, 207 worldly, see worldly leadership leadership development, 7, 15, 18 African-centred, as catalyst for social Change, context and, 54-5 holistic approach to, 70-2 indigenous, internationalization of, 14,52-65 Pan-African programme for, as situated practice, 53-4 as social capital, 42-3 system, 43-6, 49 traditional approaches to, 52 of women leaders, leadership identities, leadership research cultural bias in, 171 in Middle East, 176":'8 leadership skills, acquisition of, 9-10 leadership studies, 8-13 leadership styles, 8, 9, 72 Middle World, Western, leadership theory, 3, 8 non-western, 57 leadership wisdom, cross-cultural, 3-4 learning, 243-4, liminality, 92-3 linguistic relativity hypothesis, 18, 19,20,29 local knowledge, Machiavelli, management Anglo-American, 195 leadership and, 18-26, 28-9 in Middle East, in Middle World, meaning, social construction of,54-5 Mezirow, Jack, 75-7 Middle East leadership in, , management, women leaders in, Middle World, 158, 159 authentic leadership approach in, leadership styles of West compared with, management philosophies in, Mintzberg, H., 86, Mirza, Shaukat, moderation, modern leaders, modern traditional leaders, moral order, 91 moral perspective, 207, 209, 214, 217 morals, 33 mores, 33 multiculturalism, 96 multinational teams, national languages and, multiple belongings, 95 Muslim traditions, nationalism, 91 national language, networking, non-western research, 13 nurturant, 237, 240

6 Index 289 operational stories, 64 organizational culture, 168,261-2 organizational leadership discourse, 26 organizational politics, organizational theory, 194 orientalisffi, 160 Pakistan informational politics, Seth organizations, unwritten leadership, Pan~African leadership development programme, impact at work, 38-9 impact on community, impact on family, 37-8 impact on self, 36-7 impact on society, 40-1 research findings, research method, 34-6 social change and, 43-9 Pan-African University, 57 partnership, 246 paternalistic leadership, 106, , 220, 240-1, patriarchy, 175 personal achievement, 247 personal ambition, 246 personal communities, 92 personalism, 90 personal mindset, 214 personal relationships, 235, 242, 246 person schemas, 107 Plato, 165 politics informational, organizational, post~colonial rule, postmodern community, 93-5, 97 poverty, 62 power, use of, 184 power centres, productivity, 167, professionalism, 195 profit, pseudo~transformationalleaders, 209 recognition of others, 79 reconciliation, 63 reflexive communities, 95 relational identity, 41-2 relational theories, of leadership, 47 relational transparency, 207, 214, relationship building, 162 relativism, respect, responsibility for others, 241 to others, role models, 244 role schemas, 107 Russia economic system, historical background, leadership identities, organizational culture, women in, 69 women leaders in, 74 Russian leaders, as authoritative, as builders, as chameleons, as collective leader, as feeling leader, identities of, as paternalistic, as survivors, as thinkers, scenario~based learning, 65 schemas, 107, 136 self development of, 52-3 impact of leadership development programme on, 36-7 self~awareness, 207, 214, self~clarity, 74, 80 self~confidence, 80 self~examination, 78 self fulfillment, 90 self~schema, 107 sense~making, 20-1, 28 sense of community (SOC), Seth organizations, informational politics, unwritten leadership, shaykh, 162