Trading Global Leadership with Global Followership

Malakyan, Petros G.

doi:10.1007/978-3-030-75831-8_4-1

Cited by 2 publications

(2 citation statements)

References 105 publications

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“…Political participation is the engagement of individuals in political activities, such as voting, joining political organizations, or protesting. In contrast, political apathy is an absence of interest, motivation, or engagement in political matters (Malakyan, 2023) .The research indicates that the greater the power distance, the greater the political apathy, but lower the political participation and activism. When citizens are dissatisfied with the performance of their leaders and government, they avoid political discussions, events, and changes, according to research (Lutz & Hoffmann, 2017) Similarly, sentiments of high power distance decrease the motivation to participate in the political matters through various activities.…”

Section: Discussionmentioning

confidence: 89%

POWER-DISTANCE & POLITICAL APATHY: SURVEY OF FACULTY MEMBERS IN HIGHER EDUCATION INSTITUTION

Fatima¹,

Nawaz²,

Kundi³

2023

JSSD

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The culture in Hofstede's work offered a lens through which to view cross-cultural disparities. The model proposes the concept of 'power distance (PD)' as means of understanding the gap between authority and power between governors/leaders and the governed/followers. 'Political apathy' (PA) and alienation are common among citizens who experience high power distance (High-PD). Citizens are more likely to get involved in politics, vote, and take action when there is less of a gap between them and those in the power. The purpose of this research was to quantify the quality of these connection from the perspective of academics at Thal University Bhakkar, Punjab Pakistan. The results of study provide significant information about the existence of the potential relationships between variables which thus help in reaching the desired conclusion. The positive and negative associations between PD and PA and PP are supported by field research. It will be crucial for stakeholders to adapt their strategies and practices in light of the recommendations made in the field study.

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Section: Discussionmentioning

confidence: 89%

POWER-DISTANCE & POLITICAL APATHY: SURVEY OF FACULTY MEMBERS IN HIGHER EDUCATION INSTITUTION

Fatima¹,

Nawaz²,

Kundi³

2023

JSSD

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“…Transactional leadership, with its clear-cut approach to management, operates on the principle of exchanges between the leader and followers (Malakyan, 2022). This style is highly structured and centers around the premise that employees are motivated by rewards and deterred by penalties (Abidoye, 2021;Simmons, 2021).…”

Section: Muhammad Khanmentioning

confidence: 99%

Integrating Leadership Styles with High-Performance Work Systems: Pathways to Organizational Excellence

Muhammad Khan

2024

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The research article explores the nuanced relationship between leadership styles and the effectiveness of High-Performance Work Systems (HPWS) within organizations. HPWS are strategic approaches that integrate various human resource practices—such as selective hiring, comprehensive training, employee involvement, and incentive compensation—to enhance organizational performance. Leadership plays a pivotal role in the successful implementation of HPWS, influencing organizational culture, employee engagement, and the overall effectiveness of these systems. This study delves into how different leadership styles, including transformational, transactional, and servant leadership, influences the deployment and sustainability of HPWS. Through theoretical analysis and examination of empirical studies, the research identifies key challenges in aligning leadership with HPWS, such as resistance to change and cultural misalignments, and proposes strategies to overcome these obstacles. Additionally, real-world case studies illustrate the practical implications of leadership on HPWS outcomes, providing insights into how organizations can harness leadership to enhance the success of HPWS. The findings highlight the importance of strategic leadership development and the need for leaders to embody the values and behaviors that HPWS promote. This study contributes to the understanding of the critical interplay between leadership and HPWS, offering valuable perspectives for researchers, practitioners, and organizational leaders aiming to leverage HPWS for improved performance and competitive advantage.

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Trading Global Leadership with Global Followership

Cited by 2 publications

References 105 publications

POWER-DISTANCE & POLITICAL APATHY: SURVEY OF FACULTY MEMBERS IN HIGHER EDUCATION INSTITUTION

POWER-DISTANCE & POLITICAL APATHY: SURVEY OF FACULTY MEMBERS IN HIGHER EDUCATION INSTITUTION

Integrating Leadership Styles with High-Performance Work Systems: Pathways to Organizational Excellence

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