PERCEIVED MANAGERIAL AND LEADERSHIP EFFECTIVENESS IN UAE AND EGYPT:A COMPARISON THROUGH THE COMBINED LENSES OF ISLAMIC WORK ETHICS AND ISLAMIC LEADERSHIP

2.50
Hdl Handle:
http://hdl.handle.net/2436/621002
Title:
PERCEIVED MANAGERIAL AND LEADERSHIP EFFECTIVENESS IN UAE AND EGYPT:A COMPARISON THROUGH THE COMBINED LENSES OF ISLAMIC WORK ETHICS AND ISLAMIC LEADERSHIP
Authors:
Patel, Taran; Salih, Ahmad; Hamlin, Robert ( 0000-0001-5778-5847 )
Abstract:
Despite the increasing awareness that societal, sectorial, and organizational variables have a significant impact on manager and employee behavior, most studies in Asian and Middle Eastern (ME) countries, whether conducted by Western or indigenous scholars, continue to be informed by frameworks derived from the United States (US), Canada, or Western European countries (Leung, 2007; Li, 2012; Tsui, 2006) . This approach is problematic because the insights gleaned from such studies may fall only within Western theoretical constructs (Tsui, 2007; see also Shahin & Wright, 2004), thereby compromising insights regarding novel country-specific phenomena and the development of indigenous management/leadership knowledge. Consequently, many scholars (Rosenzweig, 1994; Rousseau & Fried, 2001) have called for the generation of indigenous management theories based on local conditions and socio-cultural factors, and for indigenous management and leadership research within non-Western countries (see Holtbrugge, 2013; Wolfgramm, Spiller & Voyageur, 2014; Shahin & Wright, 2004). This call is also pertinent for ME countries, where there is generally a paucity of indigenous management/leadership research and more specifically, of inductive emic (context-specific)
Citation:
Patel, T., Salih, A. & Hamlin R. G. (2017) Perceived managerial and leadership effectiveness in UAE and Egypt: A comparison through the combined lenses of Islamic work ethics and Islamic leadership. European Management Review
Publisher:
John Wiley & Sons
Journal:
European Management Review
Issue Date:
Sep-2018
URI:
http://hdl.handle.net/2436/621002
Additional Links:
http://onlinelibrary.wiley.com/journal/10.1002/(ISSN)1740-4762/issues
Type:
Article
Language:
en
ISSN:
1740-4754
Appears in Collections:
FOSS

Full metadata record

DC FieldValue Language
dc.contributor.authorPatel, Taranen
dc.contributor.authorSalih, Ahmaden
dc.contributor.authorHamlin, Roberten
dc.date.accessioned2017-12-18T10:16:13Z-
dc.date.available2017-12-18T10:16:13Z-
dc.date.issued2018-09-
dc.identifier.citationPatel, T., Salih, A. & Hamlin R. G. (2017) Perceived managerial and leadership effectiveness in UAE and Egypt: A comparison through the combined lenses of Islamic work ethics and Islamic leadership. European Management Reviewen
dc.identifier.issn1740-4754en
dc.identifier.urihttp://hdl.handle.net/2436/621002-
dc.description.abstractDespite the increasing awareness that societal, sectorial, and organizational variables have a significant impact on manager and employee behavior, most studies in Asian and Middle Eastern (ME) countries, whether conducted by Western or indigenous scholars, continue to be informed by frameworks derived from the United States (US), Canada, or Western European countries (Leung, 2007; Li, 2012; Tsui, 2006) . This approach is problematic because the insights gleaned from such studies may fall only within Western theoretical constructs (Tsui, 2007; see also Shahin & Wright, 2004), thereby compromising insights regarding novel country-specific phenomena and the development of indigenous management/leadership knowledge. Consequently, many scholars (Rosenzweig, 1994; Rousseau & Fried, 2001) have called for the generation of indigenous management theories based on local conditions and socio-cultural factors, and for indigenous management and leadership research within non-Western countries (see Holtbrugge, 2013; Wolfgramm, Spiller & Voyageur, 2014; Shahin & Wright, 2004). This call is also pertinent for ME countries, where there is generally a paucity of indigenous management/leadership research and more specifically, of inductive emic (context-specific)en
dc.language.isoenen
dc.publisherJohn Wiley & Sonsen
dc.relation.urlhttp://onlinelibrary.wiley.com/journal/10.1002/(ISSN)1740-4762/issuesen
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/*
dc.subjectManagerial and leadership effectivenessen
dc.subjectperceptions, behavioural indicatorsen
dc.subjectIslamic leadershipen
dc.subjectIslamic work ethicsen
dc.subjectcross-nation comparative analysisen
dc.subjectEgypten
dc.subjectUAEen
dc.titlePERCEIVED MANAGERIAL AND LEADERSHIP EFFECTIVENESS IN UAE AND EGYPT:A COMPARISON THROUGH THE COMBINED LENSES OF ISLAMIC WORK ETHICS AND ISLAMIC LEADERSHIPen
dc.typeArticleen
dc.identifier.journalEuropean Management Reviewen
dc.date.accepted2017-11-
rioxxterms.funderInternalen
rioxxterms.identifier.projectUoW181217RHen
rioxxterms.versionAMen
rioxxterms.licenseref.urihttps://creativecommons.org/CC BY-NC-ND 4.0en
rioxxterms.licenseref.startdate2020-09-01en
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