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Leadership humility and managing a multicultural workforce

Leadership humility and managing a multicultural workforce The purpose of this paper is to understand how CEO Joseph Abraham of Commercial Bank, Qatar, has shaped the culture of the bank and driven increased success during his tenure there. This is one of a series of interview-based studies that are focused on South Asian CEOs, with the goal of better understanding their management style in a multinational context. This short paper explores how leadership style can impact the development of workplace culture among a multinational workforce to build a collaborative, innovative and high-performing organization.Design/methodology/approachThis paper uses primary interviews and supplements the analyses with secondary data sources and published research on leadership, organizational identity, culture and organizational ambidexterity.FindingsThe study found that cultural values and learned behaviors impact one's leadership and vision. In this instance, the CEO's leadership style demonstrated humility, an appreciation of diverse national cultures, and an ability to create organizational identity and cultivate a culture of ambidexterity, providing comfort to the organization in dynamically opposite contexts. All of these leadership features have enabled the organization to become more adaptive and perform better.Originality/valueThe narrative provides a glimpse of leadership humility and the implementation of those ideals in the workplace. The global experience of this South Asia-raised CEO provides an insider's view to decision-making and helps us understand how family, cultural background, and diverse work experience shape leadership behavior and culture in a multinational context. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png South Asian Journal of Business Studies Emerald Publishing

Leadership humility and managing a multicultural workforce

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References (18)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
2398-628X
DOI
10.1108/sajbs-08-2019-0147
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to understand how CEO Joseph Abraham of Commercial Bank, Qatar, has shaped the culture of the bank and driven increased success during his tenure there. This is one of a series of interview-based studies that are focused on South Asian CEOs, with the goal of better understanding their management style in a multinational context. This short paper explores how leadership style can impact the development of workplace culture among a multinational workforce to build a collaborative, innovative and high-performing organization.Design/methodology/approachThis paper uses primary interviews and supplements the analyses with secondary data sources and published research on leadership, organizational identity, culture and organizational ambidexterity.FindingsThe study found that cultural values and learned behaviors impact one's leadership and vision. In this instance, the CEO's leadership style demonstrated humility, an appreciation of diverse national cultures, and an ability to create organizational identity and cultivate a culture of ambidexterity, providing comfort to the organization in dynamically opposite contexts. All of these leadership features have enabled the organization to become more adaptive and perform better.Originality/valueThe narrative provides a glimpse of leadership humility and the implementation of those ideals in the workplace. The global experience of this South Asia-raised CEO provides an insider's view to decision-making and helps us understand how family, cultural background, and diverse work experience shape leadership behavior and culture in a multinational context.

Journal

South Asian Journal of Business StudiesEmerald Publishing

Published: May 22, 2020

Keywords: Leadership; Organizational culture; Organizational identity; Organizational ambidexterity; South Asia

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