... Sowan Wong Chinese University of Hong Kong, Shatin, Hong Kong Rongxian Wu Suzhou University, ... more ... Sowan Wong Chinese University of Hong Kong, Shatin, Hong Kong Rongxian Wu Suzhou University, Suzohu, China Samar Zebian American University of Beirut, Beirut, Lebanon Alfred Zengeya Bindura University of Science Education, Bindura, Zimbabwe Page 6. ...
International Journal of Intercultural Relations, 2014
ABSTRACT The nature of the hospitality industry requires leaders to effectively interact with bot... more ABSTRACT The nature of the hospitality industry requires leaders to effectively interact with both clients and their subordinates. Hospitality leaders may need to be emotionally intelligent or self-aware in order to be perceived as effective leaders. This study examines whether self-awareness, one important facet of emotional intelligence relates to perceptions of leadership effectiveness for hospitality leaders taking cultural context into consideration (e.g., uncertainty avoidance, performance orientation, and in-group collectivism). A total of 696 managers at an international organization in the hospitality sector were surveyed and each selected up to 3–5 other individuals to complete a description of their leadership styles of thinking and behaving. Results indicate that self-awareness resulted in increased perceptions of leader effectiveness in all but one of the cultural conditions of this research, even when the quality of the work relationship between leader and others was first taken into account.
Using Kurt Lewin's 3-stage framework of social change, we discuss how social norms change thr... more Using Kurt Lewin's 3-stage framework of social change, we discuss how social norms change through the process of unfreezing, movement, and refreezing.
The Occupy movement was not the first social movement that proclaimed to be leaderless. In this c... more The Occupy movement was not the first social movement that proclaimed to be leaderless. In this chapter we looked at why movements may eschew hierarchical leadership structure, and how they can coordinate group functions effectively without top-down leadership. Leadership substitutes, key functions of a leader, as well as historical examples are discussed.
Abstract: The construct of global mindset is one that has gained greater attention recently. This... more Abstract: The construct of global mindset is one that has gained greater attention recently. This chapter focuses on contextual factors that impact the development of a global mindset. Specifically, the focus is on the cultural context of Canada and the factors in the Canadian context that bridge the gap between the theoretical and the practical, and provide both opportunities and challenges related to developing a global mindset in this context. Developing a global mindset on the part of leaders takes place in particular contexts. In ...
Research suggests that the outcomes of interpersonal conflict are determined not only by the conf... more Research suggests that the outcomes of interpersonal conflict are determined not only by the conflict itself, but also by the way in which it is handled. Confrontational and domineering tactics have been found to magnify the adverse impact of conflict. Thus, investigations of determinants of aggressive conflict management behaviors are of considerable interest. This study extends the literature by examining the relationship between conflict management preferences and conflict management behaviors and by examining how emotional intelligence (EI) shapes this preference-behavior relationship. Individuals' conflict management preferences predicted actual conflict management behaviors. EI was found to moderate this relationship. However, some of these moderating effects run contrary to the popular view of EI as a prosocial concept. Specifically, some EI facets were found to strengthen the link between aggressive conflict management preferences and subsequent conflict management behav...
International Journal of Cross Cultural Management, 2004
The objective of our study was to examine whether there are differences in how employees in six o... more The objective of our study was to examine whether there are differences in how employees in six occupations (Accounting, Management Information Systems, Marketing, Production, and Secretarial/Clerical) describe the organizational culture in which they felt they would be most effective. The differences found within the context of one national culture were differences in degree rather than in kind. Members of each
Purpose – The purpose of this paper is to compare and contrast the roles of culture and job satis... more Purpose – The purpose of this paper is to compare and contrast the roles of culture and job satisfaction as antecedents to organizational commitment in both a Western context (the US) and in India. Design/methodology/approach – Responses come from a questionnaire distributed to engineers in India. Construct equivalence of measures is established, while hierarchical regression analysis is used to assess
... Sowan Wong Chinese University of Hong Kong, Shatin, Hong Kong Rongxian Wu Suzhou University, ... more ... Sowan Wong Chinese University of Hong Kong, Shatin, Hong Kong Rongxian Wu Suzhou University, Suzohu, China Samar Zebian American University of Beirut, Beirut, Lebanon Alfred Zengeya Bindura University of Science Education, Bindura, Zimbabwe Page 6. ...
International Journal of Intercultural Relations, 2014
ABSTRACT The nature of the hospitality industry requires leaders to effectively interact with bot... more ABSTRACT The nature of the hospitality industry requires leaders to effectively interact with both clients and their subordinates. Hospitality leaders may need to be emotionally intelligent or self-aware in order to be perceived as effective leaders. This study examines whether self-awareness, one important facet of emotional intelligence relates to perceptions of leadership effectiveness for hospitality leaders taking cultural context into consideration (e.g., uncertainty avoidance, performance orientation, and in-group collectivism). A total of 696 managers at an international organization in the hospitality sector were surveyed and each selected up to 3–5 other individuals to complete a description of their leadership styles of thinking and behaving. Results indicate that self-awareness resulted in increased perceptions of leader effectiveness in all but one of the cultural conditions of this research, even when the quality of the work relationship between leader and others was first taken into account.
Using Kurt Lewin's 3-stage framework of social change, we discuss how social norms change thr... more Using Kurt Lewin's 3-stage framework of social change, we discuss how social norms change through the process of unfreezing, movement, and refreezing.
The Occupy movement was not the first social movement that proclaimed to be leaderless. In this c... more The Occupy movement was not the first social movement that proclaimed to be leaderless. In this chapter we looked at why movements may eschew hierarchical leadership structure, and how they can coordinate group functions effectively without top-down leadership. Leadership substitutes, key functions of a leader, as well as historical examples are discussed.
Abstract: The construct of global mindset is one that has gained greater attention recently. This... more Abstract: The construct of global mindset is one that has gained greater attention recently. This chapter focuses on contextual factors that impact the development of a global mindset. Specifically, the focus is on the cultural context of Canada and the factors in the Canadian context that bridge the gap between the theoretical and the practical, and provide both opportunities and challenges related to developing a global mindset in this context. Developing a global mindset on the part of leaders takes place in particular contexts. In ...
Research suggests that the outcomes of interpersonal conflict are determined not only by the conf... more Research suggests that the outcomes of interpersonal conflict are determined not only by the conflict itself, but also by the way in which it is handled. Confrontational and domineering tactics have been found to magnify the adverse impact of conflict. Thus, investigations of determinants of aggressive conflict management behaviors are of considerable interest. This study extends the literature by examining the relationship between conflict management preferences and conflict management behaviors and by examining how emotional intelligence (EI) shapes this preference-behavior relationship. Individuals' conflict management preferences predicted actual conflict management behaviors. EI was found to moderate this relationship. However, some of these moderating effects run contrary to the popular view of EI as a prosocial concept. Specifically, some EI facets were found to strengthen the link between aggressive conflict management preferences and subsequent conflict management behav...
International Journal of Cross Cultural Management, 2004
The objective of our study was to examine whether there are differences in how employees in six o... more The objective of our study was to examine whether there are differences in how employees in six occupations (Accounting, Management Information Systems, Marketing, Production, and Secretarial/Clerical) describe the organizational culture in which they felt they would be most effective. The differences found within the context of one national culture were differences in degree rather than in kind. Members of each
Purpose – The purpose of this paper is to compare and contrast the roles of culture and job satis... more Purpose – The purpose of this paper is to compare and contrast the roles of culture and job satisfaction as antecedents to organizational commitment in both a Western context (the US) and in India. Design/methodology/approach – Responses come from a questionnaire distributed to engineers in India. Construct equivalence of measures is established, while hierarchical regression analysis is used to assess
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