Linking the Worldly Mindset with an Authentic Leadership Approach: An Exploratory Study in a Middle Eastern Context

Saracer, Behice Ertenu; Karaçay, Gaye; Asarkaya, Cigdem; Kabasakal, Hayat

doi:10.1057/9780230361720_12

Cited by 3 publications

(1 citation statement)

References 19 publications

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“…It can be assumed that Kuwaiti culture, as any other culture, will define its own authentic leadership approach based on its values and local practices (Ertenu Saracer et al, 2012). Dorfman et al (2012) argued that the MENA region needs more empirical studies with regard to culture and leadership and that much more understanding is necessary to understand the region.…”

Section: Literature Reviewmentioning

confidence: 99%

Paternalistic leadership in Kuwaiti business environment: Culturally endorsed, but largely ineffective

Adžić¹,

AlMutairi²

2021

Industrija

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There is an assumption from the reviewed literature that Paternalistic Leadership (PL) is culturally endorsed as a leadership style in Kuwait. With many diverse perspectives on the effectiveness of paternalistic leadership, the research objectives of the current research are threefold. First, to examine if PL is recognized as a leadership style in Kuwait organizations, second, to test the effectiveness of that style if present, and third, to identify the specifics of the Kuwaiti leadership practice. The findings lead to the conclusion that PL is present in Kuwaiti leadership practices, culturally is endorsed, but otherwise is considered as an ineffective leadership style because of the influence of wasta.

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Section: Literature Reviewmentioning

confidence: 99%

Paternalistic leadership in Kuwaiti business environment: Culturally endorsed, but largely ineffective

Adžić¹,

AlMutairi²

2021

Industrija

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Authentic Leadership, Leader Anger and Follower Job Outcomes: A Comparison of Angry vs. Non-Angry Leaders

Baker

2020

Beykoz Akademi Dergisi

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This study investigates the effects of authentic leadership and leader anger on follower job outcomes of affective organizational commitment, trust in leader, and job satisfaction. In order to test the hypotheses of the study, an experiment and a survey were conducted, respectively. In the experiment, four different fictive leader types were constructed, and respondents were asked to answer questions about these leaders with the assumption that they worked with these fictional leaders. The findings of this study reveal that authentic leaders aroused higher levels of affective organizational commitment, trust in leader, and job satisfaction by their followers as compared to inauthentic leaders. Furthermore, both authentic and inauthentic leaders who displayed anger aroused lower levels of affective organizational commitment and trust in leader by their followers as compared to their counterparts who did not; and only authentic leaders who displayed anger aroused lower levels of job satisfaction as compared to their non-angry counterparts.

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Otantik Liderlik ile Sosyal Girişimciliğe İlişkin Niyet Oluşumunun Kavramsal Kesişimi

Asarkaya

2023

İstanbul Ticaret Üniversitesi Girişimcilik Dergisi

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Founders of social enterprises become the initiators of their institutions by prioritizing their missions, and dedicating their efforts and time. Their goals become real as a result of hard work of a group of people, who unite around their missions. Based on the literature of authenticity and authentic leadership (AL), and social entrepreneurial intention formation; it was realized that there is a high degree of intersection between some of the authenticity concepts and the previously proposed antecedents of social entrepreneurial intention. The purpose of this paper is to conceptually merge the relevant dimensions of AL with a previously suggested social entrepreneurial intention (SEI) model. The strength of SEs is often based on their values, resilience, and personal experiences of solving problems. Based on the Constructivist Self Development Theory, it is suggested in this paper that a reason why these people do their best to solve others’ – often similar- problems, may be their increased levels of authenticity throughout their challenging life experiences.

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Linking the Worldly Mindset with an Authentic Leadership Approach: An Exploratory Study in a Middle Eastern Context

Cited by 3 publications

References 19 publications

Paternalistic leadership in Kuwaiti business environment: Culturally endorsed, but largely ineffective

Paternalistic leadership in Kuwaiti business environment: Culturally endorsed, but largely ineffective

Authentic Leadership, Leader Anger and Follower Job Outcomes: A Comparison of Angry vs. Non-Angry Leaders

Otantik Liderlik ile Sosyal Girişimciliğe İlişkin Niyet Oluşumunun Kavramsal Kesişimi

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