This study examines lived experiences of advisors and mentors during leadership development efforts and how understanding cultural differences enables leadership emergence. Work conducted by advisors and mentors in Afghanistan provided the focus for research. The qualitative approach used incorporated interviews of ten participants. The researcher used Moustakas’ phenomenological research method to explore the lived experiences. Findings provide understanding of how cultural differences influence leadership emergence development in marginalized societies and how cultural differences influence approaches to developing local leaders.
Conclusions from this study provide meaning because they address gaps in knowledge regarding experiences related to leadership development for society’s marginalized elements, leadership approaches mentors report important in fulfilling their roles, and methods to develop emerging leaders. Conclusions indicate 1) mentor and advisor experiences stress the importance of adaptability, demonstrated competence and positive outlook; 2) building trusted relationships, leadership as a social process, and the emerging leader construct form foundational elements of mentoring in post-conflict marginalized societies; 3) trust, critical thinking, planning, accountability and expertise are leadership competencies that result in mentor success; 4) developing leadership emergence in cultures other than one’s own require engagement strategies that enable rapid understanding of how to deal with cultural differences; 5) mentees in marginalized societies can alter mentors perspectives; and 6) developing leadership emergence is a non-gender specific process and should emphasize technical expertise.
This study offers recommendations for practice in developing leadership emergence and illuminates future research. Recommendations for practice include: providing intensive leadership development training for mentors and fostering increased multicultural understanding for emerging leaders; the importance of developing trusted relationships and networks; fostering curiosity in learning about other cultures; promoting the need for openness toward cultural differences; and integrating cooperative learning into leadership development practices. Recommendations for research include using actual field experience of leadership development that takes into account cultural differences; study on leadership emergence of youth in marginalized societies; study on indigenous cultures through the lens of cultural dimensions; and future meta-analysis of leader emergence in developing nations and vulnerable groups.
|Advisor:||Marquardt, Michael J.|
|Commitee:||Khilji, Shaista E., Rude, David A.|
|School:||The George Washington University|
|Department:||Human & Organizational Learning|
|School Location:||United States -- District of Columbia|
|Source:||DAI-A 78/08(E), Dissertation Abstracts International|
|Subjects:||Social research, Educational leadership|
|Keywords:||Culture, Emergent leadership, Leadership, Leadership emergence, Learning, Mentoring|
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