Leadership in a culturally diverse environment: perspectives from international school leaders in Malaysia

Adams, Donnie; Velarde, Joseph M.

doi:10.1080/02188791.2020.1732295

Cited by 18 publications

(8 citation statements)

References 42 publications

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“…The school also uses technology to enhance student learning, with a comprehensive e-learning platform that allows students to access learning materials and communicate with their teachers. Apart from academic excellence, BIS places a strong emphasis on character development and community service (Adams & Velarde, 2021;Elerian & Solomou, 2022). The school has a comprehensive character education program that aims to develop students' moral and ethical values.…”

Section: Literature Reviewmentioning

confidence: 99%

Marketing Communication Model of International School in Post COVID-19 Pandemic

Setiawan,

Pratiwi,

Dhuhani

et al. 2023

JKP

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International School like Binus is an outstanding international school of Indonesia which other than the language using foreign language, they also participate in international event a lot. However, it contains some problem in the educational system, with Krippendorf’s content analysis, Author is able to discover that English linguistic bias grows up boldly in international school because they lack actual bilateral relationship. That bilateral relationship can be manifested through human resources having important occupation in foreign school or Binus winning international competition.

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Section: Literature Reviewmentioning

confidence: 99%

Marketing Communication Model of International School in Post COVID-19 Pandemic

Setiawan,

Pratiwi,

Dhuhani

et al. 2023

JKP

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“…Over the past century, there has been a notable increase in interest regarding the impact of school leadership. Scholars, educators, and policymakers have consistently acknowledged that effective school leadership is strongly associated with improved school performance (Adams & Velarde, 2020;Day et al, 2016;Harris & Jones, 2020). Extensive evidence also supports the notion that school principals have a substantial influence on organizational and student outcomes (Doss et al, 2016;Liu & Hallinger, 2018;Uthman, 2018) and play a vital role in enhancing employee performance (Ahmad et al, 2019;Mwesiga & Okendo, 2018;Perera et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

Teachers’ Followership Behaviours and Principals’ Leadership Effectiveness in Malaysian Public Secondary Schools: A Case Study in Sarawak Southern Region

Yeo

2023

AJATeL

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Improving leadership effectiveness in schools is a crucial priority across organizations. However, ineffective attempts to enhance leadership effectiveness often led to wasted resources and fail to improve student performance. These failures are typically attributed to an excessive focus on leaders while neglecting other organizational factors, including followers. Unfortunately, few studies have examined the impact of followership on leadership effectiveness in schools. This study aimed to investigate the followership behaviors of teachers and the leadership effectiveness of principals in Malaysian public secondary schools, using a follower-centric approach. The study employed a quantitative survey method, utilizing Google Forms to collect data. Respondents were selected from five public secondary schools in Sarawak's Southern Region through purposive sampling. A total of 108 valid questionnaires were analyzed using IBM SPSS version 27.0 statistical software. The findings indicated that teachers exhibited high levels of followership behaviors, including Assuming Responsibility, Serving, Taking Moral Action, and Participating In Transformation. However, their levels of Challenge were only moderate. Additionally, teachers reported that their principals demonstrated all five components of effective leadership: Modeling the Way, Inspire A Shared Vision, Challenge the Process, Enable Others to Act, And Encourage the Heart, at a high level. These findings provide valuable insights for academics and practitioners interested in understanding how followership actions can contribute to the success of leadership development efforts. The study contributes significantly to the field of educational leadership and management by exploring the emerging concept of educational followership. It serves as a reliable reference for those seeking to enhance leadership effectiveness in schools, offering new perspectives in this area of research.

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“…However, cultural diversity, while beneficial, can result in negative impacts if not managed properly. The potential for conflicts within an organization is inevitable, especially if there is no clear cultural vision, mission, and commitment among its members [3].…”

Section: Introductionmentioning

confidence: 99%

Exploring the Differences in Innovative Work Behavior and Workforce Agility Between Korean and Indonesian Employees: A Cross-cultural Study in a South Korea FDI Company

Muzayyanah,

2024

KSS

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The expansion of South Korean foreign direct investment companies in Indonesia has led to the possibility of cultural challenges arising among workers in multinational corporations. Additionally, there are notable differences in the innovation and agility indexes of Indonesia and South Korea in 2022. These disparities in performance may perpetuate stereotypes that suggest that innovation and agility are unique qualities exhibited by employees from each respective country. The objective of this study is to investigate whether there exist variations in the innovative work behavior and workforce agility of Indonesian and South Korean employees who work in the same organization as part of cross-cultural research. The theoretical framework for this research is Hofstede’s cultural dimensions theory, specifically the dimensions of long-term orientation and Stereotype Threat Theory, which are used to explain the phenomenon. This study used a quantitative approach and had 30 participants who worked at a South Korean FDI company. The participants were chosen through convenience sampling. The research tools included the innovative work behavior scale and the workforce agility scale. Data were analyzed using the Mann–Whitney U-Test and descriptive analysis. Based on the research findings, it appears that employees from different cultural backgrounds working in the same organization do not exhibit significant differences in terms of their innovative work behavior and workforce agility. This was observed in a case study conducted at a South Korean FDI company located in East Java. Keywords: Indonesia, innovative work behavior, South Korea, workforce agility

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Leadership in a culturally diverse environment: perspectives from international school leaders in Malaysia

Cited by 18 publications

References 42 publications

Marketing Communication Model of International School in Post COVID-19 Pandemic

Marketing Communication Model of International School in Post COVID-19 Pandemic

Teachers’ Followership Behaviours and Principals’ Leadership Effectiveness in Malaysian Public Secondary Schools: A Case Study in Sarawak Southern Region

Exploring the Differences in Innovative Work Behavior and Workforce Agility Between Korean and Indonesian Employees: A Cross-cultural Study in a South Korea FDI Company

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