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The purpose of this paper is to develop, validate, and test the impacts of reflective leadership (RL) on organizational performance.

This is an empirical study based on over 700 survey responses from business leaders around the world. An instrument was developed to validate the model, and the statistical significance of its impacts on organizational performance was tested.

The findings show that a model of RL consisting of three leadership practices, creating an open and safe work environment, defining purpose, and challenging assumptions had significant impacts on organizational performance, accounted for 16.5 percent of the variance in the accomplishment of organizational goals; 13.9 percent of the variance in sales; and 14.7 percent of the variance in profits.

The major limitations are the biases that might be introduced with survey data. There are numerous implications for future research in terms of exploring additional RL practices, their impacts on additional and objective measures of performance, and in exploring the effects of moderating and mediating variables on the impacts of RL on performance.

The results show that RL is an effective management tool practitioners can employ to improve organizational performance.

A number of studies have broadly suggested that RL improves organizational performance, but this study empirically tests the impacts of a clearly defined, validated model of leadership on specific measures of performance.

The purpose of this study is to validate Ozdemir and Cizel’s (2007) model of expatriate management. The researchers tested the framework developed initially by Ozdemir and Cizel (2007) by relating the four stages of the expatriation process with the performance and commitment of expatriate managers.

The research population consists of expatriate managers from five Anglo-Saxon countries. A total of 110 surveys were collected. However, due to missing data and internal inconsistencies (i.e. random answering), six surveys (5.5%) were deleted resulting in a sample size of 104.

Ozdemir and Cizel’s four-stage process model (2007) has been established as a valid, useful model for creating an expatriation management system. Few expats interviewed indicated their selection was systematized or that they received training in advance of the assignment. Families of these expats received even less consideration despite the fact that many expat failures result from family failure to adapt to the new culture. Very few companies managed the repatriation process at all. Given the substantial correlations between components of Ozdemir and Cizel’s model and performance and commitment, these finding are no less than troubling.

As companies are becoming increasingly international, the number of expatriates working around the world is growing. While the management of expatriates has been studied extensively in North America and Europe, research into the expatriate process in the UAE is still in its infancy. The present study endeavors to begin to fill this research gap.