Towards defining leadership competence around the world: What mid-level managers need to know in twelve countries

Kowske, Brenda; Anthony, Kshanika

doi:10.1080/13678860601170260

Cited by 36 publications

(27 citation statements)

References 10 publications

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“…This includes the amalgamation of ethics in leadership development programs that promote ethical culture, and strengthen ethical decision-making skills and review of codes of ethics, as illustrated earlier in this article. In addition, because the practice of HRD involves enlightening the workforce to actively participate in the marketplace, HRD as a domain has a chance to approach leadership development and culture in the current global economy (Kowske & Anthony, 2007).…”

Section: The Role Of Hrd In Employee Assessment and Developmentmentioning

confidence: 99%

Monitoring Employee Behavior Through the Use of Technology and Issues of Employee Privacy in America

Moussa

2015

Sage Open

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Despite the historic American love for privacy that has enhanced innovation and creativity throughout the country, encroachments on privacy restrain individual freedom. Noticeable, advances in technology have offered decision makers remarkable monitoring aptitudes that can be used in numerous tasks for multiple reasons. This has led scholars and practitioners to pose a significant number of questions about what is legitimate and illegitimate in the day-to-day affairs of a business. This article is composed of (a) research about electronic monitoring and privacy concerns; (b) definitions of, critiques of, and alternatives to electronic performance monitoring (EPM); (c) motives behind employee monitoring and leadership behaviors; (d) advice that makes monitoring less distressful; (e) employee monitoring policies; (f) reviewing policies and procedures; (g) the role of human resource development (HRD) in employee assessment and development; and (h) conclusion and recommendations for further studies.

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Section: The Role Of Hrd In Employee Assessment and Developmentmentioning

confidence: 99%

Monitoring Employee Behavior Through the Use of Technology and Issues of Employee Privacy in America

Moussa

2015

Sage Open

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“…Moreover, currently used competency models and the methods of developing those models have been rooted in the West (Rothwell and Lindholm, 1999), and, for example, the cross-cultural application of such models in Asian countries may cause culture-specific concerns. Kowske and Anthony (2007) compared competency importance on mid-level leadership skills across 12 countries using multisource feedback data. The authors found that only two specific leadership competencies (Analyze Issues and Foster Teamwork) among 24 were similar in terms of importance across different managerial locations, suggesting that the definition of leadership or leadership roles varies because of cultural differences.…”

Section: Competency Modeling and Cross-cultural Researchmentioning

confidence: 99%

“…While observing that culture does matter, their findings provided stronger evidence for the convergence of leadership competencies. Kowske and Anthony (2007) noted that understanding the relative importance of various competencies in differing cultural contexts would be useful to organizations, but found limited research defining such differences.…”

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confidence: 99%

GLOBE Study culture clusters

Clark

Quast

Jang

et al. 2016

EJTD

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this study is to explore patterns of importance ratings of managerial competencies in 22 countries in different regions around the globe, to guide specificity in assessing and developing managers in multiple geographies. Additionally, this study examined the utility of clustering countries based on shared culture, as defined by House et al. (2004), to determine whether such clustering aids in interpreting and acting on any differences identified. Design/methodology/approach -The PROFILOR ® for Managers contains 135 behavioral items, grouped into 24 competency scales. The instrument was developed from a review of the management and psychology literatures, exhaustive analysis of a large database (Sevy et al., 1985), job analysis questionnaires and interviews of hundreds of managers representing many functional areas and most major industries. Findings -Results suggest that clustering countries together for the purpose of providing prescriptive guidance for the development of individuals planning expatriate assignments does not clarify such guidance; in fact, it masks unique differences in competency priorities as measured on a country-by-country basis.Research limitations/implications -The participants for this study come from mid-to large-size organizations in 22 countries around the world. The organizations represented sought out management consulting services from a large, highly respected private-sector consultancy. As such, these findings are likely to be generalizable to managers from similar organizations. No attempt has been made to generalize these findings to entrepreneurial start-ups, small local organizations or organizations not inclined to seek Western-style management consulting services. Originality/value -This study is one of the first to examine the effectiveness of the GLOBE clusters as they relate to managerial competencies in multicultural workforces.

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“…Followers may be expected to submit to leadership because being a leader implies high competency. This approach posits that the purpose of the leader is not necessarily to meet the needs of individuals, but rather the organization, by changing and transforming followers (Kowske & Anthony, 2007).…”

Section: Finding 1: Leadership Is Profitablementioning

confidence: 99%

Identity Matters

Collins

2012

Human Resource Development Review

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Conversations about leadership that primarily consider dominant identity groups (e.g., White people, heterosexuals, men, the able-bodied, etc.) may be less productive than those that think about leadership from the perspective of the diverse groups of people that make up our workforces. HRD's history is gendered and has demonstrated reluctance to discuss topics critically oriented toward individuals with minority-status identities. Presently lesbian, gay, and bisexual (LGB) identity has not been addressed in the HRD leadership literature. Utilizing prior HRD leadership literature synthesized via an integrative literature review method, a popular ally development model, and six strategies for being critical in HRD, the purpose of this article is to synthesize an LGB-inclusive definition of leadership in HRD.

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Towards defining leadership competence around the world: What mid-level managers need to know in twelve countries

Cited by 36 publications

References 10 publications

Monitoring Employee Behavior Through the Use of Technology and Issues of Employee Privacy in America

Monitoring Employee Behavior Through the Use of Technology and Issues of Employee Privacy in America

GLOBE Study culture clusters

Identity Matters

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