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Introduction: Includes research gap, quantitative research goal, quantitative and testable research question, and definitions of construct with scholarly citations. There is a subheading for theoretical or conceptual frameworks, which should include original theorists and recent research to demonstrate that it is a living concept/theory.

"Bringing Global Leadership and Local Culture: Reconciling Transformational Leadership in Diverse Organizational Contexts"

Introduction

Effective leadership requires a balance between strategic foresight and a clear, compelling vision for what the future holds in today's globalized economy. As organizations expand across multiple regions, borders, and cultures, leaders must adapt to glocal work settings that are compromised by global practices and local cultural values. The research problem guiding this study is the challenge of synthesizing transformational leadership and cross-cultural leadership to enhance innovation and engagement in diverse workplaces (Bonsu & Twum-Danso, 2018).

Transformational leadership, with its emphasis on inspiration, motivation, and shared vision, is well-documented as a driver of organizational change and employee commitment (Bass & Riggio, 2006). At the same time, cultural intelligence (CQ)the ability to understand and adapt across culturesis equally important for building inclusivity and preventing cultural clashes in multicultural teams, a crucial aspect of modern leadership (Earley & Ang, 2003). Although scholars have studied these constructs independently, there is limited research on how they can be integrated into a single model that guides leadership in glocal contexts. This study seeks to fill that gap by proposing a Transformational-Cultural Leadership Model (TCLM) that combines transformational leaderships' four "I's" with the dimensions of CQ.

Introduction

This paper aims to explore how transformational and cross-cultural leadership styles function to spur an innovative culture in today's glocal workplace environments most definitely shape both global systems and local cultures. As organizations become more diverse in their connections, leaders are expected to guide teams across cultural boundaries through effective communication and strong interpersonal relationships. This paper draws on leadership research, including studies by authors that made significant contributions to the study of leadership style. Galperin et al. (2019) are renowned researchers and are recognized for their work on what constitutes effective leadership at a cultural level. Hagemann (2022) is also a beacon considering transformational leadership styles. Nugraha (2021) demonstrates the benefits and drawbacks of transformational leadership principles applied across culture boundaries. For cross-cultural leadership, Bonsu and Twum-Danso (2018) have explored its nuances through an inclusive approach. The purpose of this study is to provide innovation into how different leadership styles can work strategically to enhance employee engagement, organizational performance, and generational sustainability in a multicultural context. This research supports developing future leadership models that are ethically sound and globally effective.

With today's advancements in technology, workplaces most often operate under glocalization, where international practices are neighboring with local services and their expectations. These practices present a challenge for leadership in communication and decision-making, as the central claim of this paper is that both transformational and cross-cultural leadership styles are essential for working in dynamic environments. However, transformational leaders typically inspire and motivate teams by sharing a day-to-day goal or vision, while cross-cultural leaders establish trust and foster respect across cultural boundaries. Past research supports the presence of these qualities in the workplace, while some studies explain how they interact with one another. According to Bonsu and Twum-Danso (2018), effective leadership requires cultural awareness, a crucial aspect that leaders must achieve to reach organizational goals. Therefore, this paper takes the position that leaders must adapt their strategies to reflect both a global vision and local sensitivity to lead successfully in today's diverse organizations.

Research Gap

Although recent studies have suggested divisions between transformational leadership and cultural leadership, there are gaps in understanding how these leadership frameworks ideally converge in glocalized workplaces. We have limited qualitative research exploring how leaders adapt transformational behaviors to respect cultural norms while maintaining an organizational vision. Addressing this gap will provide organizations with actionable insights into developing leadership models that are both globally effective and locally responsive (Bonsu & Twum-Danso, 2018).

Research Goal and Question

Research Goal: To develop and explore a leadership model that synthesizes transformational and cross-cultural principles to enhance innovation and employee engagement in glocal workspaces.

Research Question: To what extent does transformational leadership influence cross-cultural leadership styles to improve innovation and engagement in glocal workspaces?

Research Definitions

Transformational Leadership: A leadership approach that emphasizes vision, motivation, intellectual stimulation, and individualized consideration to inspire followers (Bass, 1985).

Glocal Workspaces: Organizational environments shaped by the interaction of global practices and local cultural expectations (Bonsu & Twum-Danso, 2018).

Employee Engagement: The emotional and cognitive commitment employees show toward their work and organizational goals, reflected in enthusiasm, involvement, and discretionary effort (Caza et al., 2021).

Cultural Intelligence (CQ): The capability to effectively function and relate across cultural contexts, including cognitive, motivational, and behavioral dimensions (Earley & Ang, 2003).

Innovation: The systematic process of developing and implementing innovative ideas, systems, or products that improve organizational performance and competitiveness (Nugraha, 2021).

Conceptual /Theoretical Framework

This proposal is grounded in Bass's (1985) transformational leadership theory, Earley, and Ang's (2003) cultural intelligence framework. The proposed Transformational-Cultural Leadership Model (TCLM) integrates the four "I's" of transformational leadershipidealized influence, inspirational motivation, intellectual stimulation, and individualized considerationwith the three CQ dimensionscognitive, motivational, and behavioral.

This conceptual framework explores how leaders can inspire innovation and maintain engagement with multicultural teams. Guidedby inspirational motivation leaders can work in conjunction withmotivational CQ to foster a shared vision that diverse teams can strive towards. Simultaneously,intellectual stimulation, in harmony withcognitive CQ, can be used to challenge assumptions across cultures and ignite creativity (Bass, 1985; Earley & Ang, 2003). This transformational model emphasizes the necessity of adaptability and inclusivity while maintaining organizational goals, providing a roadmap for effective leadership in glocal economies.

References

Bass, B. M. (1985).Leadership and performance beyond expectations. Free Press.

Bass, B. M., & Riggio, R. E. (2006).Transformational leadership(2nd ed.). Routledge.

Bonsu, S., & Twum-Danso, E. (2018). Leadership style in the global economy: A focus on cross-cultural and transformational leadership.Journal of Marketing and Management, 9(2), 37. https://eldsonline.wordpress.com/wp-content/uploads/2019/04/leadership-style.pdf

Caza, A., Caza, B. B., & Posner, B. Z. (2021). Transformational leadership across cultures: Follower perception and satisfaction.Administrative Sciences, 11(1), 32. https://doi.org/10.3390/admsci11010032

Earley, P. C., & Ang, S. (2003).Cultural intelligence: Individual interactions across cultures. Stanford Business Books.

Earley, P. C., & Mosakowski, E. (2004). Cultural intelligence.Harvard Business Review, 82(10), 139-146. https://hbr.org/2004/10/cultural-intelligence

Galperin, B. L., Michaud, J., Senaji, T. A., & Taleb, A. (2019). Perceptions of leadership effectiveness among the African diaspora in Canada and the USA.Journal of African Business, 20(1), 20-40. https://doi.org/10.1080/15228916.2018.1455485

Hagemann, M. (2022). Does current popular leadership literature show preference for transformational leadership?Managing Global Transitions, 20(4), 335-351. https://doi.org/10.26493/1854-6935.20.335-351

Nugraha, A. P. (2021). The effect of transformational leadership style, transactional leadership, and charismatic leadership on organizational citizenship behavior (OCB) with working culture as an intervening variable.Conference Series, 3(2), 100-112. https://doi.org/10.34306/conferenceseries.v3i2.469