Analysis of Leadership Styles at a Multi-National University as a Microcosm for Understanding Turbulence

• In Event: Individual Identity and Group Influences

Short Description

This study seeks to understand the relationship of country of origin with perceived leadership effectiveness and trust at a multi-national university in the Middle East. A better understanding of the impact of country of origin on perceived leadership effectiveness can help develop and sustain trusting relationships in turbulent times.

Detailed Abstract

In these turbulent times, neither police nor citizens are at peace in their own home communities, Muslims feel unsafe in the land-of-the-free USA, and leaders everywhere wish for solutions or at least explanations for cultural, gender, geographic, generational, political, and other upheavals. Where better to study possibilities than at an American university located in Doha, Qatar, employing 447 individuals from 57 countries?

This study will explore the concept of best leadership practices within the unique context of this American university where leaders are from the Middle Eastern region, the main campus in the USA, and other countries around the world. The purpose of this study is to explore which leadership styles employees believe to be effective as measured by the Multifactor Leadership Questionnaire (MLQ) rater-form in the conglomerate and subdivided by country of origin in this richly diverse group. In addition to perceived effectiveness by followers, researchers will explore the relationship of trust. Specific research questions addressed will be a) Does country of origin have a relationship with perceived leadership style? b) Does country of origin have a relationship with perceived leadership effectiveness? c) Is there a relationship between trust and perceived leadership effectiveness?

The university is within the Education City campus, which is comprised of six American universities; it was initiated by Sheikha Moza to provide local students an opportunity to receive high quality education while remaining close to family. One of the researchers lived in Doha for almost four years and experienced many interesting complications in relation to leadership style, gender and cultural values. She observed transactional leadership behaviors being valued more than transformational. This study will test these observations.

Participants in the study will be asked to rate their immediate supervisor using the MLQ. In addition to the MLQ, the participant will be asked to provide their country of origin as well as the country of origin of their supervisor. The survey will be administered via email, and correlational methods will be utilized to explore relationships in variables. Convenience sampling will be used to collect responses. A human resource professional at the university will send an email with a link to the survey to approximately 40 individuals representing 15 of the countries this spring 2017 semester.

At times, trainers are brought in to help facilitate the cross-cultural complications of such a diverse team. A greater understanding of what employees believe to be effective can help improve the leadership development training. For example, a transformational leader considers individuals as having different aspirations, needs and desires. Doha is a collectivist society, showing a preference for more of a “we” framework. This study will seek to understand if this translates in the organizational culture. Because it is an extension of the US campus, policies and procedures from the US campus are utilized.

Additionally, transformational leaders are said to act as role models. However, what if cultural components blur the notion of what the ideal role model portrays? A transformational leader may be expressing values and beliefs that differ from their followers which, in turn, may lead the individual to perceive that they are not effective.

With such a diverse organization, cross-cultural complications will arise. Fortunately, proper leadership can help facilitate an increase in motivation and commitment as well as reduce unhealthy conflict with the followers. However, best practices for leadership do not always translate across cultures. A better understanding of the impact of country of origin on perceived leadership effectiveness by the followers can help us develop and sustain trusting relationships in turbulent times.

Participants

• Adrian James, Purdue University Northwest

• Carolyn D. Roper, Purdue University Northwest