Perceived managerial and leadership effectiveness in UAE and Egypt: a comparison through the combined lenses of Islamic work ethics and Islamic leadership
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, doi: DOI: 10.1111/emre.12184Publisher
John Wiley & SonsJournal
European Management ReviewAdditional Links
https://onlinelibrary.wiley.com/doi/10.1111/emre.12184Type
Journal articleLanguage
enISSN
1740-4754ae974a485f413a2113503eed53cd6c53
10.1111/emre.12184
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