Cross Cultural & Strategic Management: Volume 27 Issue 4

Guest editorial

Pingping Fu, Ernst Von Kimakowitz, Michal Lemanski, Leigh Anne Liu

Humanistic leadership in a Chinese context

Bo Yang, Pingping Fu, ‘Alim J. Beveridge, Qing Qu

Through three case studies, the authors aim to examine how Confucian humanistic philosophy can be applied to leadership practices and show how it is possible to practice…

Humanistic paradigm in leadership practice – a case study of a Confucian entrepreneur

Wan-Ju Chou, Bor-Shiuan Cheng

While current management theory is largely based on economic assumptions, there is evidence to suggest capitalism is at a crossroads. Humanistic management is accordingly proposed…

South Korean humanistic leadership

Hak Yoon Kim, Joon Hyung Park, Hyun Jeong Kim

The purpose of this study is to identify and explore what leadership characteristics constitute humanistic leadership in the South Korean context. Moreover, this study examines…

Humanistic leadership in the Tata group: the synergy in personal values, organisational strategy and national cultural ethos

Ritu Tripathi, Abhishek Kumar

To identify the characteristic features of humanistic leadership in the Tata group in India, and to explicate the key facilitating factors.

Mechanism of humanistic leadership for success: lessons from Konosuke Matsushita

Kaori Ono, Jusuke J.J. Ikegami

This study contributes to the construction of a theory on humanistic leadership in the context of Japanese culture. Although the Japanese management system has been described as…

Humanistic leadership in the UAE context

Yaprak Anadol, Mohamed Behery

The main intention of this paper is to understand humanistic leadership through an eminent leader representing the United Arab Emirates (UAE) culture. The authors identified a…

Humanistic leadership in Thailand: a mix of indigenous and global aspects using a cross-cultural perspective

Davina Vora, Astrid Kainzbauer

To explore how leadership behavior in Thailand relates to humanistic leadership through indigenous and cross-cultural lenses.

Publisher’s note