Mahmoud A. Elgamal

Bio: Mahmoud A. Elgamal is an academic researcher from Kuwait University. The author has contributed to research in topics: Leadership style & Transformational leadership. The author has an hindex of 3, co-authored 5 publications receiving 1247 citations.

Culture specific and cross-culturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed?

Abstract: This study focuses on culturally endorsed implicit theories of leadership (CLTs). Although cross-cultural research emphasizes that different cultural groups likely have different conceptions of what leadership should entail, a controversial position is argued here: namely that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership. This hypothesis was tested in 62 cultures as part of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Program. Universally endorsed leader attributes, as well as attributes that are universally seen as impediments to outstanding leadership and culturally contingent attributes are presented here. The results support the hypothesis that specific aspects of charismatic/transformational leadership are strongly and universally endorsed across cultures.

A macro model of training and development: validation

Abstract: Addresses the theoretical foundation of training and development, and attempts to develop and test empirically a macro model of training and development based on a systems approach. Emphasizes the importance of management’s perception of training and development and organizations’ gains and return on investment. The results provide support for the proposed macro model. The macro model makes it possible to trace the determinants of outcome indicators along both the input and process variables. Each of the output indicators are related to a unique set of inputs and process indicators. Infers that organizations need to focus on the set of input and process indicators that relate to the output indicators most desired. Supports the classification of the study indicators (i.e. input, process, output). The factor analysis produced a clear factor loading, each set of indicators loaded clearly on one factor.

An Empirical Analysis of Female Leadership in the Arab World

Abstract: The objective of the study is to explore and assess the rise of female leaders in the Arab World and their strategies for success. Several scholars in the area of leadership have projected the beginning of a new leadership paradigm with increasing numbers of female leaders. The premise is that female leaders are more in tune with the transformational leadership paradigm. In addition, they have the most effective dimensions of the transactional style. The study sample included 101 female leaders from Kuwait, Egypt and Tunisia. Data were collected using a questionnaire and interviews. The study results suggest a paradigm shift in the Arab World is occurring. Furthermore the results are consistent with the current literature regarding female leaders as very competent. Specifically female leaders were perceived as superior as male leaders with respect to the following characteristics: cooperation, aggressiveness, competitiveness and concern about interpersonal relationships. Some differences were found between Arab countries. Conceptual implications relate to leadership paradigm and empirical implications are relate to training and development programs, organizational practices and organization culture.

An Empirical Analysis of Female Leadership in the Arab World

Abstract: The objective of the study is to explore and assess the rise of female leaders in the Arab World and their strategies for success. Several scholars in the area of leadership have projected the beginning of a new leadership paradigm with increasing numbers of female leaders. The premise is that female leaders are more in tune with the transformational leadership paradigm. In addition, they have the most effective dimensions of the transactional style. The study sample included 101 female leaders from Kuwait, Egypt and Tunisia. Data were collected using a questionnaire and interviews. The study results suggest a paradigm shift in the Arab World is occurring. Furthermore the results are consistent with the current literature regarding female leaders as very competent. Specifically female leaders were perceived as superior as male leaders with respect to the following characteristics: cooperation, aggressiveness, competitiveness and concern about interpersonal relationships. Some differences were found between Arab countries. Conceptual implications relate to leadership paradigm and empirical implications are relate to training and development programs, organizational practices and organization culture.JEL: M10KEYWORDS: Female leaders, Male leaders, transformational leadership, transactional leadership, nurturing, strategies of success.INTRODUCTIONA growing body of literature that indicates the potential superiority of female leaders over male leaders (see e.g. Eagly and Carli,2003). Even more some studies reported that female leaders outperform males in terms of bottom line results defined as profitability (Kotiranta et. Al. 2007). The current study examines the state of the Arab female leaders. The major theme is the issue of females potential superiority with respect to Arab leaders.The remainder of the paper is organized as follows. In the next section the relevant literature is discussed. Then the data and methodology are presented. The paper continues wiath a presentation of the empirical results. The paper closes with some concluding comments and suggestions for future research.LITERATURE REVIEWBasic differences between male and female managers has been debatable for some time. Traditional gender role stereotypes indicate that males are masculine, self-reliant, aggressive, competitive and decisive. Females are feminine, sympathetic, gentle, shy, and sensitive to the needs of others. The critical issue is the extent that these differences are manifested by male and female managers. Three distinct perspectives have emerged (Powell, 1990). The first perspective is that there is no difference. Feminine stereotypes are rejected by females pursuing managerial careers. Females mangers have needs, values and leadership styles similar to males who pursue the same career. The second perspective is that there are stereotypical differences. Female and male managers differ in ways consistent with the stereotypes. Life experience and traditions reinforce masculinity in males and femininity in females. The third perspective is there are non-stereotypical differences. Female and male managers differ in ways that are not consistent with stereotypes. Female managers my exhibit unique managerial styles in the sense they include masculine and feminine stereotypes. There is substantial evidence to suggest the third perspective is a more accurate presentation of reality (Eagly and Carli, 2003; Eagly and Karau, 2002; Eagly and Johnson, 1990; Erkurt, 2009; Grant, 1988; Gupton and Slick, 1966; Heglesen, 1 990; Kotiranta et al, 2007).The year 2000 witnessed a joint study by the Change Foundation and the Center for Research on Woman at Wellesley College (Erkut, 2009). This study sought to learn from the experiences of successful female leaders, in order to help other females rise to top leadership positions. The study included 60 eminent and prominent female leaders. The interviewed leaders were elected politicians, college presidents, independent authors and scientists, university professors, leaders in industry, medicine, law and other professions. …

e-learning and individual characteristics: the role and implications of gender, age, education, tenure and managerial level

Abstract: The objective of the current study is to explore the relationship between different individual characteristics and the success of the e-learning system. This is done within a general model that ties the attitudes toward the system, organization support to the system with the satisfaction with the system and with Bank and individual performance. The articulation of the role of individual characteristics in e-learning can help in identifying methods, materials and resources that fit the ways in which groups students/trainees learn and create a learning environment that will maximize the learning potential of each group of participants. The sample include 197 employees working in the commercial Kuwaiti Banks and entitled to attend any of the Institute of Banking Studies (IBS) e-learning programs. The major findings of the study indicate significant differences between males and females with respect to attitudes toward the e-learning system and older employees perceive the e-learning system to have more of an impact over the banks performance. The study results indicate also that the higher the level of education of the more the system is perceived to be accessible and the more tenured employees perceive the e-learning to have a more of a positive impact over the individual and bank performances. The study limitations and directions of future studies are discussed

Ethical leadership: A review and future directions

Abstract: Our literature review focuses on the emerging construct of ethical leadership and compares this construct with related concepts that share a common concern for a moral dimension of leadership (e.g., spiritual, authentic, and transformational leadership). Drawing broadly from the intersection of the ethics and leadership literatures, we offer propositions about the antecedents and outcomes of ethical leadership. We also identify issues and questions to be addressed in the future and discuss their implications for research and practice. Our review indicates that ethical leadership remains largely unexplored, offering researchers opportunities for new discoveries and leaders opportunities to improve their effectiveness.

Context and leadership: An examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire.

Abstract: In this study, we examined the validity of the measurement model and factor structure of Bass and Avolio’s Multifactor Leadership Questionnaire (MLQ) (Form 5X). We hypothesized that evaluations of leadership—and hence the psychometric properties of leadership instruments—may be affected by the context in which leadership is observed and evaluated. Using largely homogenous business samples consisting of 2279 pooled male and 1089 pooled female raters who evaluated same-gender leaders, we found support for the nine-factor leadership model proposed by Bass and Avolio. The model was configurally and partially metrically invariant—suggesting that the same constructs were validly measured in the male and female groups. Mean differences were found between the male and female samples on four leadership factors (Study 1). Next, using factor-level data of 18 independently gathered samples (N=6525 raters) clustered into prototypically homogenous contexts, we tested the nine-factor model and found it was stable (i.e., fully invariant) within homogenous contexts (Study 2). The contextual factors comprised environmental risk, leader–follower gender, and leader hierarchical level. Implications for use of the MLQ and nine-factor model are discussed.

Cross-Cultural Organizational Behavior

Abstract: This article reviews research on cross-cultural organizational behavior (OB). After a brief review of the history of cross-cultural OB, we review research on work motivation, or the factors that energize, direct, and sustain effort across cultures. We next consider the relationship between the individual and the organization, and review research on culture and organizational commitment, psychological contracts, justice, citizenship behavior, and person-environment fit. Thereafter, we consider how individuals manage their interdependence in organizations, and review research on culture and negotiation and disputing, teams, and leadership, followed by research on managing across borders and expatriation. The review shows that developmentally, cross-cultural research in OB is coming of age. Yet we also highlight critical challenges for future research, including moving beyond values to explain cultural differences, attending to levels of analysis issues, incorporating social and organizational contex...