Published by:
Allied Business Academies
Length: 15 pages
Abstract
Successful leadership behavior of today's more culturally diverse workforce is one of the most important challenges organizations face. Technology has driven this demographically mixed workforce toward consensus to harness the diverse talents of groups on the road to improving productivity. The need for world class leaders to address cultural and generational behaviors while operating in a more autonomously responsible world calls for fresh leadership behavior and action. This paper is a comparative analysis of specific cultural grouping, ethnicity, age and worker classification, exposed to 18 energizing leadership behaviours. Hypotheses of significant ranking differences are assessed across the cultural groups. A convenience sample of 600 non-traditional graduate students from various countries and backgrounds ranked the importance of 18 energizing leadership behaviours. A survey instrument was employed to collect data testing three hypotheses concerning significant group differences. It was determined that worker classification, alone, yields no significant ranking differences, however evidence was found that ranking by ethnicity and age group do show significant differences across the 18 energizing leadership behaviours.
About
Abstract
Successful leadership behavior of today's more culturally diverse workforce is one of the most important challenges organizations face. Technology has driven this demographically mixed workforce toward consensus to harness the diverse talents of groups on the road to improving productivity. The need for world class leaders to address cultural and generational behaviors while operating in a more autonomously responsible world calls for fresh leadership behavior and action. This paper is a comparative analysis of specific cultural grouping, ethnicity, age and worker classification, exposed to 18 energizing leadership behaviours. Hypotheses of significant ranking differences are assessed across the cultural groups. A convenience sample of 600 non-traditional graduate students from various countries and backgrounds ranked the importance of 18 energizing leadership behaviours. A survey instrument was employed to collect data testing three hypotheses concerning significant group differences. It was determined that worker classification, alone, yields no significant ranking differences, however evidence was found that ranking by ethnicity and age group do show significant differences across the 18 energizing leadership behaviours.