Анализ казахстанских стилей лидерства: иерархические особенности и межкультурное влияние

Цель: Статья исследует особую парадигму лидерства Казахстане, сформированную как расположением на перекрестке Евразии, так и таким разноплановыми элементами, как иерархические традиции, этнокультурное многообразие и глобальная интеграция. Исследовательская гипотеза предполагает, что казахстанский стиль комбинирует в себе традиционные структуры власти с требованиями глобализированной экономики.
Методология: На основе Глобального исследования лидерства CCBS (опроса с качественным обзором лидерских практик в различных организационных контекстах) и соответствующих научных работ авторы анализируют как казахстанский стиль лидерства в бизнес-организациях соотносится с региональными нормами, отличается от западных моделей и адаптируется к глобальным вызовам. Применялся смешанный методологический подход.
Оригинальность/ценность исследования: Помимо сбора большого количества оригинальных данных, исследование обращается к важности стратегий развития лидерства с учетом культурной специфики. В их числе – межкультурное обучение, программы профессионального развития и MBA, адаптированные к социально-экономическому контексту Казахстана. Дополнительно было отмечено, что этнокультурное разнообразие страны, включая билингвальные компетенции и транснациональные сети, определяется как стратегический ресурс для усиления международного сотрудничества.
Результаты исследования: Результаты показывают, что уважение к авторитету, обращение к руководителям по титулу и иерархическое принятие решений служат основой организационной стабильности, однако возможности для развития инноваций используются не в полной мере. Поколенческие изменения, особенно среди молодых казахстанских лидеров с зарубежным образованием, свидетельствуют о постепенном переходе к более интегрированным и адаптивным практикам лидерства. Сочетая культурную аутентичность с инновационными подходами, казахстанское лидерство предлагает модель для решения сложных задач взаимосвязанного мира.

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