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Locate a current news article or case study on leadership or leadership development in another country of interest to you.

Using attached readings/articles and your own research, identify and analyze the following:

• – Specific cultural considerations that must be attended to and their rationale.
• – How these cultural preferences or issues would need to be addressed in global leadership training in a multinational company.

This is a one page discussion question.

Minimum of 2 references in addition to the ones attached, total references to the write up should be minimum of 4.

Attached documents. 

GLOBE Research: Universal Versus Culturally Specific Leadership

House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (Eds.). (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Sage publications.  Pages 9-28 and 201-208.

Javidan, M., & Dastmalchian, A. (2009). Managerial implications of the GLOBE project: A study of 62 societies. Asia Pacific Journal of Human Resources, 47(1), 41-58.

Javidan, M., House, R. J., Dorfman, P. W., Hanges, P. J., & De Luque, M. S. (2006). Conceptualizing and measuring cultures and   their consequences: a comparative review of GLOBE’s and Hofstede’s approaches. Journal   of international business studies, 37(6), 897-914.

Schemas Of Leadership

Alabdulhadi, A., Schyns, B., & Staudigl, L. F. (2017).   Leadership as journey: implicit leadership theories. Open University Press.

Reiche, B. S., Bird, A., Mendenhall, M. E., & Osland,  J. S. (2017). Contextualizing leadership: a typology of global leadership roles. Journal of International Business Studies, 48(5), 552-572.

Cross-Cultural Leadership Development for Specific Cultures And Regions

Gentry, W. A., Eckert, R. H., Stawiski, S. A., & Zhao, S. (2014). The Challenges Leaders Face Around the World More Similar than Different. Center for Creative Leadership White Paper. Retrieved January, 6,   2015.

Muczyk, J. P., & Holt, D. T. (2008). Toward a cultural contingency model of leadership. Journal of Leadership & Organizational Studies, 14(4), 277-286.