Perceptions of Leadership Effectiveness among the African Diaspora in Canada and USA

Galperin, Bella L.; Michaud, James; Senaji, Thomas Anyanje; Taleb, Ali

doi:10.1080/15228916.2018.1455485

Cited by 6 publications

(6 citation statements)

References 45 publications

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“…There were also several peer reviewed studies that examined Western leadership styles (transformational, transactional, servant leadership, for example) in the African context. Of these studies, two of them (Den Hartog et al, 1999;Galperin et al, 2019) were based on a global research endeavor that strived to compare the generalizability of Western leadership approaches.…”

Section: Purpose Of the Special Issuementioning

confidence: 99%

Multilevel perspectives on leadership in the African context

Abebe

Tekleab

Lado

2020

Africa Journal of Management

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Despite the depth of research on leaders and leadership in the Western and Asian contexts, the study of leadership in the African context remains at a nascent stage. In this special issue, we take a multilevel perspective to review and synthesize current research on leadership in Africa in three distinct scholarly domains (Organizational Behavior & Human Resources (OB/HR), Strategy and Entrepreneurship). Based on this review, we offer specific recommendations to advance leadership research and improve the scope and rigor of theoretical and methodological approaches. Finally, we present three scholarly works that highlight the distinctive nature of leadership in Africa, including the perspectives of followership, emergence of entrepreneurial leadership in the informal sector, and a leadership style based on an African principle.

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Section: Purpose Of the Special Issuementioning

confidence: 99%

Multilevel perspectives on leadership in the African context

Abebe

Tekleab

Lado

2020

Africa Journal of Management

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“…This is an issue as acculturation can vary between and within generations since migration, and is influenced by a number of factors including gender, travel to the homeland and continent of origin (Crotts and Mazanec, 2018). That said, generally research suggests that the North American African diaspora does not fully relate to either African or North America culturally in terms of perceptions of leadership, but rather fall somewhere in between (Galperin et al, 2019). Additionally, the literature has shown differences between African diaspora and western values (Boykin, 1983;Carter, 1990;Kochman, 1981;Mensah, 2014) with some African cultural values being maintained (Mensah et al, 2012;Plaza, 2004;Portes and Rumbault, 2006).…”

Section: Study Limitations and Future Researchmentioning

confidence: 99%

Development and validation of the Leadership Effectiveness in Africa and the Diaspora (LEAD) scale

Michaud

Lvina

Galperin

et al. 2020

Int'l Jnl of Cross Cultural Management

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This article contributes to the literature on cross-cultural leadership by describing the development and validation of the Leadership Effectiveness in Africa and the Diaspora (LEAD) Scale. The LEAD Scale is a culturally sensitive measure of leadership effectiveness in the understudied settings of Africa and the African diaspora. A combination of methods and four studies using samples from Africa and the African diaspora based in Canada, the USA, and the Caribbean were used to develop the measure. Using the grounded theory approach and the Delphi technique ( n = 192), followed by a set of increasingly rigorous tests including exploratory factor analysis ( n = 441), confirmatory factor analysis ( n = 116), and a test of measure invariance ( n =1384), we developed and validated a culturally sensitive measure of effective leadership. Our results demonstrate that spirituality, tradition and community-centredness are important and culturally specific components of leadership in Africa and the African diaspora. This paper provides a validated measure of leadership and offers recommendations regarding the use of the measure by managers and researchers working in Africa or with African diaspora.

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“…Also, there is the leadership inability to give organization members direction towards generally beneficial goals due to personal interests, charisma, and lack of power of persuasion. Galperin, Michaud, Senaji and Taleb (2019) observed that leader's knowledge capacity as well as the extent of the effectiveness of a leader's communication skills will help in ameliorating the current developmental situation.…”

Section: A Leadership-endopowerlessnessmentioning

confidence: 99%

Leadership-Powerlessness and Workplace Governance: A Managerial Behavior Context

Ugwuzor

Basuo

Apoh

2021

EJBMR

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The growth, sustainability and success of a corporate entity is largely predicated on its framework of interconnecting operational mechanisms, relationships, and processes. As a norm, statutory functions and institutions are enacted in firms to ensure that corporate obligated responsibilities, to themselves as well as their stakeholders, are carried out in a manner that bequeaths enormous benefits. It is a commonsensical expectation that persons saddled with the responsibility to drive these processes, possess requisite and commensurate capacity to act in positive organizational result-oriented directions. However, Executive functionaries in corporate entities seem incapacitated to the extent that the desirable outcomes are not achieved. This work was to determine the contextual behavioral implications of powerlessness in persons occupying leadership positions with a view to highlighting the psychological promptings of the leaders as well as the intruding influences militating against them. This will give a broad knowledge of the issues at stake and a clearer understanding of the solutions proffered. The apparent unencouraging outcomes of corporate entities in Nigeria gave the impetus to this Paper to explore Leadership-powerlessness as a function of the empowerment capacity levels of executive functionaries vis-à-vis workplace governance. This paper regards workplace governance as an end indicative of outcomes that make for growth, sustainability, and survival of corporate entities. The study also suggested ways forward that will mitigate the leadership-powerlessness quagmire.

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Perceptions of Leadership Effectiveness among the African Diaspora in Canada and USA

Cited by 6 publications

References 45 publications

Multilevel perspectives on leadership in the African context

Multilevel perspectives on leadership in the African context

Development and validation of the Leadership Effectiveness in Africa and the Diaspora (LEAD) scale

Leadership-Powerlessness and Workplace Governance: A Managerial Behavior Context

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