Fusion leadership: A transcultural interpretation and application

Vu, Mai Chi; Gill, Roger

doi:10.1177/1470595819847229

Cited by 4 publications

(6 citation statements)

References 102 publications

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“…Acknowledging truth as a process enables leaders to reveal, reconsider and negotiate values, virtue ethics, and that everybody in an organization is involved in this process, with managers taking on a leadership role. Similarly, we highlight how within Buddhist ontology, act-centered virtue ethics (Fink, 2013;Ivanhoe, 1991) and skillful means in a form of practical wisdom-a context-specific virtue (Vu & Gill, 2019a, 2019bremain crucial for leaders to question their own character (Badaracco, 2006) and to develop leadership virtues that facilitate the exploration of leaders' own and others' impermanent nature of meaning-making at work. Such critical reflection is significant in evaluating leadership responsibilities in cultivating meaningful work.…”

Section: Discussionmentioning

confidence: 96%

“…Skillful means are also closely related to practical wisdom (phronesis-prudence)-a context-specific virtue that enables leaders to articulate wisdom and identify the right means to apply in a given context (Vu & Gill, 2019a, 2019b. This entails the moral will and the moral skill to do so without enforced reliance on rules and incentives or ideology (Schwartz, 2011).…”

Section: Discussionmentioning

confidence: 99%

“…Interestingly, non-attachment calls for Buddhists not to be attached to Buddhist teachings (the Dharma) and practices without careful consideration of context, instead to contextualize Buddhist practices flexibly with a variety of delivery forms known as skillful means 6 (Kern, 1989;Lindtner, 1986). Skillful means concern the way knowledge is taught and applied flexibly in practice, based on non-attachment and compassion (Vu & Gill, 2019a, 2019b. Skillful means resist the tendency to confine the practices to an absolute soteriological path (Schroeder, 2011).…”

Section: Buddhism and Buddhist Ethicsmentioning

confidence: 99%

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Are Leaders Responsible for Meaningful Work? Perspectives from Buddhist-Enacted Leaders and Buddhist Ethics

Gill

2022

J Bus Ethics

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The literature on meaningful work often highlights the role of leaders in creating a sense of meaning in the work or tasks that their staff or followers carry out. However, a fundamental question arises about whether or not leaders are morally responsible for providing meaningful work when perceptions of what is meaningful may differ between leaders and followers. Drawing on Buddhist ethics and interviews with thirty-eight leaders in Vietnam who practise ‘engaged Buddhism’ in their leadership, we explore how leaders understand their roles in creating meaningfulness at work and their perceptions of how employees experience their leadership approach in this respect. On the basis of Buddhist ontology on the sense of meaningfulness, we introduce a number of leadership approaches in cultivating meaning at work that question the argument that leaders are primarily responsible for enabling or satisfying employees’ search for meaning. The study provides an alternative lens through which to examine the role of leadership from a Buddhist ethics perspective and shows how an insight from this particular tradition can enrich secular interpretations of meaningful work and leadership.

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Section: Discussionmentioning

confidence: 96%

Section: Discussionmentioning

confidence: 99%

Section: Buddhism and Buddhist Ethicsmentioning

confidence: 99%

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Are Leaders Responsible for Meaningful Work? Perspectives from Buddhist-Enacted Leaders and Buddhist Ethics

Gill

2022

J Bus Ethics

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“…Our findings also endorse those of Levene and Higgs (2018), in particular that leadership development programmes in Russia should include how leaders and potential leaders can cultivate employees' and followers' behaviour to reflect and respond to more consultative and participative forms of leadership. More broadly, leadership in the Eurasia region would benefit from considering and applying the concept of 'fusion leadership', introduced by Daft and Lengel (1998) and developed by Vu and Gill (2019), whereby management and leadership practices across national cultures and within multicultural contexts emphasize partnerships, connections and joint responsibility and encourage conversations to reduce barriers in the leader-follower relationship. Vu and Gill (2019) suggest that fusion leadership integrates different cultural values and mindsets such as to effectively respond to the challenges and dilemmas of leadership and organizational issues in today's world, such as globalization.…”

Section: Discussion Conclusion and Lessons Learnedmentioning

confidence: 99%

Perspectives on leadership development in post-Soviet Eurasia

Gill¹,

Negrov²

2021

Int'l Jnl of Cross Cultural Management

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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.

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“…Andresen & Bergdolt, 2017;Storgaard, Tienari, Piekkari & Michailova, 2020;Yari et al, 2020). A cultural complexity interpretation of this notion argues against an ethnocentric and dichotomous mindset in the practice of international HRM (Andresen & Bergdolt, 2017), and with regard to differences between the East and the West (Herdin, 2012;Lowe et al, 2015;Vu & Gill, 2019).…”

Section: Mindsets and Their Impact On People Management Under Conditi...mentioning

confidence: 99%

Context-specific understandings of uncertainty: a focus on people management practices in Mongolia

Michalski

Śliwa

Manalsuren

2020

The International Journal of Human Resource Management

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This paper addresses the link between local understandings of uncertainty and people management practices in the under-researched and uncertain context of Mongolia. It draws on a qualitative, interpretive study of 34 top and middle managers with people management responsibilities in Mongolian organisations. We put forward the concept of a 'mindset about uncertainty' for examining Mongolian practitioners' understandings of and responses to the uncertainty inherent in the country's institutional environment. We identify four elements of the Mongolian mindset about uncertainty: (1) belief that impermanence is natural; (2) consideration of uncertainty as normal;(3) framing of uncertainty as positive; and (4) emphasis on flexibility in adapting to changing circumstances. We discuss this approach to dealing with uncertainty as a potentially valuable source of learning for Multinational Enterprises (MNEs) and International Human Resource Development (IHRD) practitioners in unstable environments.

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Fusion leadership: A transcultural interpretation and application

Cited by 4 publications

References 102 publications

Are Leaders Responsible for Meaningful Work? Perspectives from Buddhist-Enacted Leaders and Buddhist Ethics

Are Leaders Responsible for Meaningful Work? Perspectives from Buddhist-Enacted Leaders and Buddhist Ethics

Perspectives on leadership development in post-Soviet Eurasia

Context-specific understandings of uncertainty: a focus on people management practices in Mongolia

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