Introduction
This paper is based on the topic of contextual leadership. It explores the topic based on the article titled “Contextual leadership, a study of Lebanese executives working in Lebanon, GCC countries and the United States.” The article is authored by Farid Muma of the Meirc Training & Consulting Institute in the United States.
In this paper, it is argued that Jackson’s approach of the geography of leadership (as presented in the article) is useful in the study of leadership. Also discussed is what can be learned from the study and what I find most interesting in the article.
Meaning of ‘Geography of Leadership’
According to Professor Jackson of Auckland University, the phrase ‘Geography of leadership’ means that the ability of leaders and followers to replicate leadership depends on where and when they acquire leadership. Professor Jackson and his co-author (Parry) stated that the study of culture and leadership traces its roots to the United States in the works of various authors such as Hofstede (Muna, 2011).
I agree that Jackson’s contextual approach is a useful way to study leadership. This is because it is important to consider culture when studying leadership. As discussed in the article, the context, culture, and situation should be taken into consideration when studying how leaders are made because they all influence the styles of leadership for all leaders (Muna, 2011).
Jackson’s approach enables us to understand and appreciate the differences of various leadership styles. It also clarifies and explains why some leaders tend to be better than others. His approach is also beneficial because it enables leaders to learn from those who have been successful in the past (Muna, 2011).
Experiences that help people gain leadership
Each day, people experience different scenarios in life. Also, they interact with individuals from different cultures and with various opinions on various issues. One of the experiences that help people gain leadership capabilities is, therefore, the interaction with people from diverse backgrounds in terms of culture, education, religion, and age.
What can be learned from the Study on the Lebanese Executives
The study on the Lebanese executives shows that their leadership is primarily transformational. There are several lessons that an aspiring leader can learn from the study on Lebanese executives. First of all, one can learn that people’s nationalities can affect their ability to replicate leadership. Leaders, therefore, need to be aware of this fact so that they can adjust their feelings, attitudes, and biases, which may inhibit their ability to lead in foreign cultures.
Even though the executives came from Lebanon, the study showed that they were able to overcome the barrier of cultural differences and excel as leaders in foreign cultures. Consequently, for expatriate managers to succeed, they must adjust their leadership approaches to accommodate diverse and multicultural followers.
Apart from the country of origin, personal experiences also affect the way a person becomes or learns to be a leader. A person who has held a position of leadership before and especially at tender ages is more likely to acquire leadership than a person who lacks such an experience. Personal experiences also act as a stepping stone for an aspiring leader.
People’s experiences from the family, the community, churches, mosques, and society also enhance their ability to acquire what is referred to as charismatic leadership. A charismatic leader is one who connects to the followers’ sense of identity, challenges the team to take greater ownership for their work, and understands the strengths and weakness of the team. By so doing, he or she manages to realize positive change.
This is because charismatic leaders are energetic, enthusiastic, inspiring, motivational, and passionate about their organizational success and development. Charismatic leaders are also concerned, involved, and focused on helping every member of the group to succeed.
The Most Interesting Part of the Article
The most interesting part of the article is the creation of multicultural leaders who are capable of managing a culturally diverse workforce. However, it should be noted that managers not only need experiences but also regular training in various cultures of different countries.
The training should be aimed at equipping them with a general overview of various cultures for various countries for them to be in a good position to manage a culturally diverse workforce. They should specifically be trained on the five dimensions of cultural differentiation for various countries as studied and documented by Dr. Geert Hofstede.
Managers should also make a point of interacting freely with employees from various cultures with a view of learning and understanding those cultures. They should, in turn, see how they can transform the similarities or differences of various cultures into benefits for their organizations without making any section of the workforce feeling marginalized.
For them to be effective in managing a culturally diverse workforce, leaders also need to have in place programs to ensure that employees are constantly trained on how to relate with other employees from different cultural backgrounds.
Reference
Muna, F.A. (2011). Contextual leadership; a study of Lebanese executives working in Lebanon, the GCC countries, and the United States. Journal of Management Development Vol. 30. No. 9, pp. 865-881.