This paper presents findings from a quantitative research study conducted among the adult population of the United States and Asia-Pacific. The study sought to quantify how leadership is transforming so that theoretical and empirical contributions can be made towards a new genre of leadership that can yield significant benefits to organizations in their search to foster greater leadership efficacy. The main results of this study demonstrate that leadership orientations are evolving from the traditional view of power, authority, control, and hierarchy to a system of shared relationships grounded in connecting people and information sources to create collective influence. Based on the data set presented in this research, it is possible to classify leadership orientations into three groups: (1) traditional, (2) status-quo, and (3) emerging. Answering the IAFOR 2020 Special Theme of “Embracing Difference,” the manuscript proposes a conceptual reflection on alternative forms of leadership emerging in the United States and Asia. The data underscores the widespread evolution of leadership perceptions toward more collective and connected forms, while at the same time, provides evidence of how Asia is leading this evolution. The paper challenges the perennial perceptions of leadership presenting emerging forms of leadership for future research and scholarly exploration. As such, the study aims to advance the field of leadership studies by showing how “difference” in conceptualizing leadership can provide new opportunities for researchers and business practitioners. It affords leaders around the world new avenues to navigate collectively, better understand differences, embrace and work together for better global coexistence.
Frederique Corbett, Pepperdine University, United States
Matthew Sweeney, Pepperdine University, United States
Stream: Globalization and Internationalization
This paper is part of the ACSS2020 Conference Proceedings (View)
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