Innovation and leadership in public sector organizations

Although studies have addressed the factors that affect innovation, the findings have often been unclear and inconclusive. This is because there is no consistent definition of the concept of innovation in the existing literature. In addition, leadership behaviors that promote innovation in the public sector differ considerably from one nation to another. Thus, this study presents a consolidated in-depth literature review and analysis of the innovation and leadership literature that is specific to public sector organizations across nations. The analysis informs the development of a workplace innovation conceptual model specific to the public sector. The findings increase our understanding of how to effectively define innovation and to recognize the way in which leadership behaviors enhance public sector cultures of innovation

Expatriates' leadership behaviours and local subordinates' extra effort, satisfaction, and effectiveness

One of the most important managerial skills required for expatriate managers is to adopt or adjust their style of leadership to conform to their host-nation subordinates' cultural background. Ability to lead local subordinates has also emerged as an important factor in successful expatriates. This study aimed to determine: a) whether the leadership behaviours of Australian expatriates, as perceived by themselves and their Thai subordinates, tended to be more transformational or transactional leadership; and b) how the leadership behaviours displayed by the expatriates related to extra effort, satisfaction, and effectiveness among their local subordinates. Forty-seven Australian Expatriates and ninety-one Thai subordinates were asked to respond on the Multifactor Leadership Questionnaire (MLQ). Results revealed that the expatriates who performed transformational leadership had a stronger positive impact on getting subordinates to do more than they expected (extra effort), working with subordinates in satisfactory ways (satisfaction), and being effective as group leaders (effectiveness) than the expatriates who displayed transactional leadership behaviour. An increasingly changing global business environment presents a challenge to several multinational corporations to manage this change by using their expatriate managers to carry out the headquarters' policies in foreign countries. Comparative cross-cultural studies have indicated that one of the main managerial aspects required of expatriate managers was to adopt or adjust their style of leadership to conform to their subordinates' cultural background (e.g. Dorfman, Howell, Hibino, Lee, Tate, and Bautista, 1997; Campbell, Bommer, and Yeo, 1993; Doktor, 1990)

Leadership theories and concepts: Its past and present

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Global leadership competencies: Cultural perceptions of leadership attributes and performance

Intense competition in global business environment demands international managers to equip themselves with capabilities and skills that align with the concept of global leadership. Global leadership, however, is still a relatively new concept with a diversified view of its definition and construct. Difference in cultural perceptions would be one of the several factors that prevent a unified way to define and capture global leadership's capabilities, performance and effectiveness. The current paper presents the results of an empirical study that demonstrate the discrepancy of leadership attributes and its performance between international leaders and their local staff. The study investigates the differences and similarities between the ratings of international managers and their local staff of the managers' leadership attributes and performance. The researcher believes that cultural differences play a significant role in the managers and staff perceptions toward leadership attributes and performance outcomes

Transformational leadership: A new force in leadership research

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Leadership personality traits and satisfaction, effectiveness and productivity

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Dimensions of Culture: Understanding Thai working and management styles

Cross cultural researchers have asked to what extent culture affects working and management styles of people in a given society. On the one hand, it can be argued that the 'core functions' of management should be common throughout the world. Working and management styles, therefore, should not be different across cultures. On the other hand, specific management practices, said some experts, are in fact influenced by culture and therefore management practices should be tailored in accordance with a given cultural environment. The purpose of this paper is to a) review Hofstede's four cultural dimensions and its significances to management practices; b) reveal the relationship between the cultural dimensions and working and management styles in Thailand; c) offer management implications on effective working and management styles within a Thai cultural environment. It also provides guideline details for understanding Thai working environment

Leadership skills: Chinese international managers

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