The Elements of Leadership in a Global Environment

Bishop, William H.

doi:10.1002/joe.21505

Cited by 5 publications

(4 citation statements)

References 17 publications

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“…Due to the different backgrounds of these migrants, cultural diversity has emerged as one of the most important diversity dimensions of the hospitality workforce. Trends, such as globalization (Barbosa & Cabral-Cardoso, 2010; Bishop, 2013; Pittinsky, 2010), a transient workforce (Findler et al, 2007), and the rise of multinational enterprises (Greenberg, 2001; Sally, 1994) have encouraged the growth of a diverse workforce worldwide. This phenomenon requires a deeper understanding of the role of culturally diverse employees.…”

Section: Introductionmentioning

confidence: 99%

Antecedents and Outcomes of a Culturally Diverse Workforce in Hotels

Manoharan¹,

Gross

Sardeshmukh

2021

Journal of Hospitality & Tourism Research

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The topic of cultural diversity in hospitality firms has been somewhat neglected in the abundant research on cultural diversity in organizations. To overcome the gap, the purpose of the research was to examine the antecedents and outcomes of employing a culturally diverse workforce in hotels. Results from semistructured interviews showed there are four antecedents for the increase in cultural diversity and outcomes reflect significantly more benefits than challenges. Our findings suggest the benefits of cultural diversity come from the informational advantages, supporting the processing perspective. The challenges of diversity are rooted in the social categorization and in-group-out-group dynamics, lending support to the social identity theory. This study advances diversity literature based on research evidence of the various antecedents and outcomes in employing a culturally diverse workforce. Implications for diversity management are offered so the benefits may be sustained, and the challenges may be minimized in hospitality firms.

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Section: Introductionmentioning

confidence: 99%

Antecedents and Outcomes of a Culturally Diverse Workforce in Hotels

Manoharan¹,

Gross

Sardeshmukh

2021

Journal of Hospitality & Tourism Research

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“…Attitudes and behaviors at work are informed by culture‐based cognitions; understanding how global experiences alter such cognitions augments the cognitive multiculturalism literature (Hong et al., 2000) and contributes to the newly emerging field of individual multiculturalism (Vora et al., 2019). Knowledge of the contextual factors and mental processes that drive the degree to which an employee knows of, identifies with, and internalizes more than one societal culture is highly valuable to practitioners as well, as it can help MNCs design effective employee development programs (Bishop, 2013, van Dongen, 2014).…”

Section: Discussionmentioning

confidence: 99%

“…Cotter & Reichard, 2019). This stream of research has paved the way for building a model for leadership development in international organizations (van Dongen, 2014) and for developing a global mind‐set (Bishop, 2013). Being able to question deeply held assumptions about management, accept new work norms, and develop richer or entirely new leadership schemas is the hallmark of effective global leaders (Ganon‐Shilon et al., 2021; Osland, 1995).…”

Section: Introductionmentioning

confidence: 99%

Cross‐cultural experiences and self‐protective leadership: A multi‐country comparison of managerial perception

Kroumova

Mittal

2023

Glob Bus Org Exc

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In this study, we examine the effect of cross‐cultural experiences on perceptions of the effectiveness of self‐protective leadership (SPL). We use survey data from 15 non‐western countries collected in the second wave of the GLOBE leadership project to analyze the relationship between the global experiences of non‐western managers and the leadership schemas they hold. We examined three types of global experience – working in a multinational corporation, being trained in western management practices (WMP), and living abroad – and the leadership schema of self‐protective leadership (SPL). These results show that prior work experience in a multinational company and receiving training in WMP are associated with more negative perceptions of SPL, whereas having lived abroad has a more complex relationship with SPL. These results provide empirical evidence for the link between global experiences and cognitive schemas about leadership. Non‐western managers with international work experience and training hold SPL schemas that are significantly different from the SPL schemas of their peers with no such experience. Further, consistent with Implicit Leadership Theory (ILT) and recent research that links leadership effectiveness to expectations about behaviors associated with gender stereotypes, we find that SPL, a leadership style that encompasses behaviors that are traditionally associated with a male stereotype (conflict inducement, procedure orientation, status enhancement), is viewed more negatively by female managers compared to their male counterparts. Practical implications of our findings are provided.

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“…Due to this increasing complexity, Holt and Seki define a global leader as "anyone who operates in a context of multicultural, paradoxical complexity to achieve results in our world" (p. 199). Thus, today's global leader must be able to not just think globally and act locally, but to think and act both globally and locally at the same time (Cohen, 2010;Bishop, 2013). Mendenhall (2018) pointed out that just as it is often difficult to draw a clear distinction between management and leadership, scholars have also struggled to identify a clearcut distinction between traditional leadership and global leadership.…”

Section: Leadership In Complex Global Organizationsmentioning

confidence: 99%

Understanding the "what" and the "how" of developing future leaders in global organizations : an instrumental case study of a first-level leader development program in a large global organization

Sebova¹

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The Elements of Leadership in a Global Environment

Cited by 5 publications

References 17 publications

Antecedents and Outcomes of a Culturally Diverse Workforce in Hotels

Antecedents and Outcomes of a Culturally Diverse Workforce in Hotels

Cross‐cultural experiences and self‐protective leadership: A multi‐country comparison of managerial perception

Understanding the "what" and the "how" of developing future leaders in global organizations : an instrumental case study of a first-level leader development program in a large global organization

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