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Dr Wuth Muenjohn,
Assoc Prof Berk Kucukaltan
Applications accepted all year round
Self-Funded PhD Students Only
About the Project
This research argues that a leader with a global mindset in a digital transformation environment will display a higher cultural intelligence. Still, the effect is indirect, as it also depends on the types of culture the leader is leading. In turn, the relationships between the leader’s level of cultural intelligence and the leader’s effectiveness, thriving, well-being, and mentality vary according to the degree of the ethical practices and digital leadership behaviours the leader displays. The project examines a leader’s effectiveness, well-being, mentality and thriving through the direct and indirect relationships among a leader’s global mindset, cultural intelligence levels, leadership behaviour and practice, and the cultural environment where they operate.
Aims:
The project helps us understand and identify a leader’s effectiveness, well-being, mentality and thriving through the direct and indirect relationships among a leader’s global mindset, cultural intelligence levels, leadership behaviour and practice, and the cultural environment where they operate. More specifically, the project primarily aims to:
Assess the factors that give leaders the edge when leading in foreign locations; and
Examine the relationships between leaders’ global mindset and global leadership effectiveness, well-being, mentality and thriving by investigating the role of cultural tightness-looseness, cultural intelligence and their leadership behaviour and practice.
Research Questions:
This project also intends to answer two research questions:
What role does a global mindset play in enhancing global leadership effectiveness and personal thriving, and how does this occur?
What are the direct and indirect relationships between a global mindset and global leadership effectiveness through the role of cultural tightness-looseness, cultural intelligence and leadership behaviour and practices?
How to apply
Formal applications should be submitted through the University of Bradford web site; applicants should create an account and choose 'Full-time PhD in Business and Management' as the course.
About the University of Bradford
Bradford is a research-active University supporting the highest-quality research. We excel in applying our research to benefit our stakeholders by working with employers and organisations world-wide across the private, public, voluntary and community sectors and actively encourage and support our postgraduate researchers to engage in research and business development activities.
Positive Action Statement
At the University of Bradford our vision is a world of inclusion and equality of opportunity, where people want to, and can, make a difference. We place equality and diversity, inclusion, and a commitment to social mobility at the centre of our mission and ethos. In working to make a difference we are committed to addressing systemic inequality and disadvantages experienced by Black, Asian and Minority Ethnic staff and students.
Under sections 158-159 of the Equality Act 2010, positive action can be taken where protected group members are under-represented. At Bradford, our data show that people from Black, Asian, and Minority Ethnic groups who are UK nationals are significantly under-represented at the postgraduate researcher level.
These are lawful measures designed to address systemic and structural issues which result in the under-representation of Black, Asian, and Minority Ethnic students in PGR studies.
Funding Notes
This is a self-funded project; applicants will be expected to be able to pay their own tuition fees, or have access to a suitable third-party funding source. UK applicants may be able to apply for a Doctoral Loan from Student Finance.
References
Andresen, M. and Bergdolt, F. (2017). A systematic literature review on the definitions of global mindset and cultural intelligence–merging two different research streams. The International Journal of Human Resource Management, 28(1), pp.170-195.
Gelfand, M. J. (2012). ‘Culture’s constraints international differences in the strength of social norms’. Current Directions in Psychological Science, 21, pp. 420– 24.
House, R. J., Hanges, P. W., Javidan, M., Dorfman, P. and Gupta, V. (Eds) (2004). Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Thousand Oaks, CA: SAGE. Javidan, M.
Waldman, D. A. and Wang, D. (2020). ‘How Life Experiences and Cultural Context Matter: A Multilevel Framework of Global Leader Effectiveness’. Journal of Management Studies, 58(5), pp. 1331-150.
Shakir, F.Y., & Lee, Y. (2017). Connecting across cultures: An empirical examination of multicultural individuals as global leaders. Advances in global leadership, 10, pp. 89–117.
Rudolph, C. W., Murphy, L. D., & Zacher, H. (2020). A systematic review and critique of research on “healthy leadership”. The Leadership Quarterly, 31(1), 101335.
Ramsey, J. R. (2016). Emergence of cultural intelligence and global mindset capital: a multilevel model. Multinational Business Review, 24(2), 106–122. Story, J. S. P. and Barbuto, J. E. (2011). Global Mindset: A Construct Clarification and Framework. Journal of Leadership & Organizational Studies, 18(3), 377–384.
Yari, N., Lankut, E., Alon, I. and Richter, N.F., (2020). Cultural intelligence, global mindset, and cross-cultural competencies: a systematic review using bibliometric methods. European Journal of International Management, 14(2), pp. 210-250.
Gelfand, M. J. (2012). ‘Culture’s constraints international differences in the strength of social norms’. Current Directions in Psychological Science, 21, pp. 420– 24.
House, R. J., Hanges, P. W., Javidan, M., Dorfman, P. and Gupta, V. (Eds) (2004). Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Thousand Oaks, CA: SAGE. Javidan, M.
Waldman, D. A. and Wang, D. (2020). ‘How Life Experiences and Cultural Context Matter: A Multilevel Framework of Global Leader Effectiveness’. Journal of Management Studies, 58(5), pp. 1331-150.
Shakir, F.Y., & Lee, Y. (2017). Connecting across cultures: An empirical examination of multicultural individuals as global leaders. Advances in global leadership, 10, pp. 89–117.
Rudolph, C. W., Murphy, L. D., & Zacher, H. (2020). A systematic review and critique of research on “healthy leadership”. The Leadership Quarterly, 31(1), 101335.
Ramsey, J. R. (2016). Emergence of cultural intelligence and global mindset capital: a multilevel model. Multinational Business Review, 24(2), 106–122. Story, J. S. P. and Barbuto, J. E. (2011). Global Mindset: A Construct Clarification and Framework. Journal of Leadership & Organizational Studies, 18(3), 377–384.
Yari, N., Lankut, E., Alon, I. and Richter, N.F., (2020). Cultural intelligence, global mindset, and cross-cultural competencies: a systematic review using bibliometric methods. European Journal of International Management, 14(2), pp. 210-250.
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