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Journal cover: Journal of Management Development

Journal of Management Development

ISSN: 0262-1711

Online from: 1982

Subject Area: Human Resource Management

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Contextual leadership: A study of Lebanese executives working in Lebanon, the GCC countries, and the United States


Document Information:
Title:Contextual leadership: A study of Lebanese executives working in Lebanon, the GCC countries, and the United States
Author(s):Farid A. Muna, (Meirc Training & Consulting, Orange, California, USA)
Citation:Farid A. Muna, (2011) "Contextual leadership: A study of Lebanese executives working in Lebanon, the GCC countries, and the United States", Journal of Management Development, Vol. 30 Iss: 9, pp.865 - 881
Keywords:Cross-cultural management, Gulf Cooperation Council countries, Leadership, Lebanon, National cultures, Senior management, United States of America
Article type:Research paper
DOI:10.1108/02621711111164349 (Permanent URL)
Publisher:Emerald Group Publishing Limited
Acknowledgements:The author would like to thank his colleague Dr Ziad Zennie for his valuable comments on this paper, and for conducting a good number of interviews for this study.
Abstract:

Purpose – The purpose of this paper is to investigate the effect of context and culture on leadership and decision-making styles of Lebanese-born executives working in the USA, the Gulf Cooperation Council countries, and Lebanon.

Design/methodology/approach – Using a semi-structured questionnaire, 76 successful Lebanese executives were interviewed in three regions of the world. Comparisons among the three groups are made on three elements: early ingredients for success particularly during childhood and educational years, emotional intelligence (EI) leadership styles, and decision-making styles.

Findings – Although successful leaders, born and raised in Lebanon, share the early ingredients for success, they differ significantly in their decision making and EI leadership styles when working outside Lebanon with multicultural and diverse followers.

Research limitations/implications – The research findings strongly suggest that future research on cross-cultural leadership will be more fruitful when context and culture are taken into account, and if researchers use a non-Western conceptualization of culture, and when the research is conducted by multicultural and interdisciplinary researchers.

Originality/value – The study lends support to the notion that successful leaders adapt to their new culture and context, learning from adversity and experience, and mastering the cultural context.



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