Dutch Managerial Leadership Strategies: Managing Uncertainty Avoidance, Feminine-Related Social Roles, Organisation Prosperity Focus, and Work Orientation within A Polder Framework

Abstract

This paper extends Schama's (1988) notion of moral geography where there is a determinacy link between an ecology and those managing organisations within it. We emphasise that the link is framed by its historical legacy of social ideals. This paper hypothesises that the egalitarian influence of the polder philosophy leads Dutch managers to value cooperative partnership based on consensus decision-making, in a symbiotic relationship between the manager and the community. Structural equation modelling of the data obtained from surveying 808 managers across occupational industry sectors in the Netherlands support this hypothesis. Results reveal that in the Netherlands (1) the external environment has an unique influence, through its impact Contemporary Management Research 88 on managerial behaviour; (2) the external environment has a profound influence on managers' personal qualities underpinned by their feminine-value-oriented social roles; and (3) organisational prosperity and work orientations are driven by environmental uncertainty avoidance and managers' feminine-valued social roles.

Excellence in leadership in the Arab world: Islamic principles and tribal values. Evidence from Jordan

“…The framework was used in studies in a variety of countries in Africa (Shrivastava et al, 2014) and Europe (De Waal et al, 2012; Perényi et al, 2020) because it allows for its dimensions to be adapted to specific cultural values. For instance, EIL allowed testing of specific cultural values such as face-saving (personal quality) in Thailand (Selvarajah et al, 2013), consideration for others (managerial behaviour) in China (Taormina and Selvarajah, 2005), and uncertainty avoidance (environmental influences) in the Netherlands (Selvarajah et al, 2018). The EIL was selected in our study because it allows for integrating specific cultural values and investigates their relations with leadership behaviours.…”

Effective Education in a College in Bangladesh: From Managerial to Transformational Leadership

“…Selvarajah et al [25] opines that a managerial type of leader seeks for meeting the demands of the organization and they rely mostly on the work and they are influenced by external factors, environmental influences. They are to observe add feminine value that is; sympathy, empathy, emotion, diligence and righteousness to the work and to deal with the organization members.…”

“…They are to observe add feminine value that is; sympathy, empathy, emotion, diligence and righteousness to the work and to deal with the organization members. The Figure 5 is taken from reference [25] (p. 94) that designates the roles of a managerial leader. If this is the case for a managerial leader, only to have work orientation and prioritize the organizational demands, the ensuing global trends for the case of educational strategy, for example; the use of innovative tools and techniques for imparting education, the assortment of multimedia tools and making the teachers technologically oriented for maintaining multimedia enabled classes will be far to seek as this type of assortment needs quick decision making from the part of the principal to raise funds, pursuing various projects to be operational in this college to raise the capacity physically without waiting for the government fund to be disbursed [26] (p. 66).…”