1st Edition

Leadership and Change Management A Cross-Cultural Perspective

    148 Pages
    by Routledge

    148 Pages 2 B/W Illustrations
    by Routledge

    A leader’s role in the management of change is a critical issue for successful outcomes of strategic initiatives. Globalization and economic instability have prompted an increase in organizational changes related to downsizing and restructuring in order to improve financial performance and organizational competitiveness.

    Researchers agree that a leader’s inability to fully understand what is needed in order to guide their organization through successful change can be a reason for failure. Proper planning and management of change can reduce the likelihood of failure, promote change effectiveness, and increase employee engagement. Yet, change in organizations must be viewed as a continuous activity that affects both organizational and individual outcomes. If change management can be considered as an event induced by socio-cultural factors, the cultural variable gains greater significance when applied to the quality of the relationship between a leader and their team. Many organizations today are on the verge of internationalization. It is here that the cultural context can affect behaviors and, in the same way, leadership style.

    The research presented in this book by an eminent group of scholars explores the influence of culture – ethnic, regional, religious – on how leaders manage change within organizations.

    List of contributors

    Chapter 1 Change leadership in a cross-cultural context: aA case study of Italy and Australia

    Mary Barrett

    Chapter 2 Leading organizational change in a Brazilian multinational: crisis and restructuring in Globo organizations

    Emmanouela Mandalaki, Gazi Islam, Filipe Sobral

    Chapter 3 A leader with open mind and heart: a case study on leadership and change management from Colombia

    Melquicedec Lozano, Kathy Overbeke

    Chapter 4 The role of change management in Cyprus organizations

    Marcos Komodromos

    Chapter 5 Young, Estonian and female: a leader of the new generation

    Mari Kooskora, Marta Piigli

    Chapter 6 Leadership and change management: Regards Croisés from small and large companies in France

    Marina Niforos in collaboration with Ariane Cherel

    Chapter 7 It is not a way of making money; it is a way of life: the Apivita Case

    Maria Vakola, Dimitris Bourantas, Marina Karli

    Chapter 8 Leadership and change management: an Indian perspective

    Shefali Nandan

    Chapter 9 Leading an expatriate workforce

    Simon Jones

    Chapter 10 Leadership and change management: case study of a manufacturing firm in Lebanon

    Janine Saba Zakka, Renee Sabbagh Ghattas

    Chapter 11 Te toka tū moana: Māori leadership in Aotearoa New Zealand

    Franco Vaccarino, Steve Elers

    Chapter 12 Living the Shell core values

    Andrea Santiago

    Chapter 13 Leadership and change management: a cross-cultural perspective from Russia

    Natalia Vinokurova, Vyacheslav Boltrukevich, Alexander Naumov

    Chapter 14 Aye Bin? Leading a changing ‘traditional’ Scottish family business

    Claire Seaman

    Chapter 15 Transformative leadership: a Swedish case

    Cecilia Bjursell

    Chapter 16 The impact of early multicultural experience on later creative leadership: a case study of the influence of Barack Obama’s early years

    Grant Jewell Rich

    Chapter 17 Special Topic: leadership and change management in military training programs

    Joseph E. Hamlett




    Daphne Halkias, Joseph C. Santora, Nicholas Harkiolakis, Paul W. Thurman