Calls for papers

 

International Journal of Human Resources Development and Management

 

Special Issue on: "Cross-cultural Leadership"

Guest Editors:
Dr. Thomas Grisham, Grisham Consulting Inc, USA
Dr. Richard Fellows, The University of Hong Kong, Hong Kong

As the speed of globalisation increases, as companies become flatter, and as firms engage in temporary organisations like JVs, there is a corresponding increase in the need for cross-cultural leadership. This goal of this publication is to explore cross-cultural leadership in the 21st century.

Is cross-cultural leadership a learned behaviour, and if it is what are its attributes and dimensions? If people are to learn this behaviour, what genetic personal characteristics should they have, if any, and what skills must they learn? In learning cross-cultural leadership skills, what metrics and techniques would be useful in training and preparing leaders to function in this new global market place?

Cross-cultural leaders must be flexible, and must be able to have an impact on followers outside of their own physical workplace, and their own firm. They will need to know how to lead, but they must also understand how to lay down the mantle of leadership and then follow when the situation requires.

Are there a common similar attributes of cross-cultural leadership regardless of culture? How might a Chinese leader view cross-cultural leadership, and would the dimensions be compatible with those of a leader from the UK? Do people raised in multiple cultures have any lessons to teach regarding the skill set required to function effectively in a cross-cultural environment?

These are some of the themes to be explored in this publication. The goal is to seek out theory, practice and research on cross-cultural leadership.

Subject Coverage
The following is a list of topics that address that are suggested. The list is not intended to be exhaustive, and is not intended to limit the range of exploration. Authors who wish to provide work on other aspects of cross-cultural leadership are encouraged to submit abstracts.

• Cross-cultural leadership in flat organisations
• Cross-cultural leadership in temporary organisations such as JVs, consortiums, partnerships, etc.
• Cross-cultural leadership in domestic multi-cultural firms
• Cross-cultural leadership in multinational, global and transnational firms.
• Cross-cultural leadership characteristics and their portability to multiple countries or business models
• Cross-cultural leadership characteristics for leader-follower-leader business models
• Cross-cultural leadership intelligence, and metrics
• Emotional intelligence and cross-cultural leadership
• Cultural intelligence and cross-cultural leadership
• Teaching cross-cultural leadership
• Perceptions of cultural distance and leadership consequences
• Cross-cultural leadership styles and virtues
• Selecting collaborators in other cultures
• Cross-cultural leadership and cultural distances
• Cross-cultural leadership competence
• Cross-cultural leadership and personality testing
• Cross-cultural leadership and conflict management
• Cross-cultural leadership and communications
• Cross-cultural leadership, the Asian viewpoint
• Cross-cultural leadership, the African viewpoint
• Cross-cultural leadership, the European and Russian viewpoint
• Cross-cultural leadership, the Middle East viewpoint
• Cross-cultural leadership, the South American viewpoint
• Cross-cultural leadership, the Subcontinent and Central Asia viewpoint

Notes for Prospective Authors

Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere

All papers are refereed through a peer review process. A guide for authors, sample copies and other relevant information for submitting papers are available on the Author Guidelines page

Important Dates

Submissions must be sent before: 1 September 2007 (Extended)