Leading Change
Observations on Cultural Leadership Through the Lens of United Nations Peacekeepers from Ecuador View Digital Media
Paper Presentation in a Themed Session Sandra Dennis
This qualitative study took place with members of the Ecuadorian army. The purpose was to discover the leadership experiences the soldiers encountered while deployed to a United Nations Peackeeping Mission. The theoretical framework for the study was threefold. Hofstede’s Dimensions of Culture theory was utilized to uncover the dynamics of working on a peacekeeping mission where, on average, there are officers serving from 23 countries. Situational Leadership theory is commonly used in military contexts, including peacekeeping. Complexity Leadership theory recognizes the fact that missions are often chaotic, ambiguous, unpredictable, complex environments with inter-actor agencies. Twelve interviews were conducted with officers from seven different missions. Interviews were recorded, digitally transcribed by artificial intelligence, and then analyzed with qualitative data analysis software. The data received was organized into four main themes: 1) Upholding standards of training, 2) Multiple, diverse command and control practices, 3) A mission is a cultural exchange, and 4) Journey from conflict to peace. This paper covers the third theme on cultural practices and leadership. Officers related their experiences working with personnel from multiple countries and in an unfamiliar culture, often under hostile conditions. The role of UN peacekeepers has shifted from militaries in the global north to those in the global south. This demografic has rarely been heard from and this study gives voice to the personnel currently working in this sector. The results of the study have implications for organizational leadership and the findings inform those who work to support the officers, their families, and their militaries.
Contrasting Cultural Perspectives in Colombia and the USA: Impact of Artificial Intelligence on the Workplace
Paper Presentation in a Themed Session Mahmoud Watad
This paper examines the perspectives of managers from two different cultures on the impacts of Artificial Intelligence (AI) on the workplace. It focuses on organizational cultural adjustment and the protection of core values, while enabling AI deployment. As organizations continue to integrate AI as a disruptive component of their operations, both the demand for change and the protection of organizational values and culture should be balanced. Based on broad organizational change and technological intervention theories the conceptual model was developed. The study relied on both quantitative and qualitative methods; however, surveys were the main method. The research question was framed from the perspective of middle managers who cope with issues arising from the implementation of new technologies. Their insights are valuable to guide policy makers and organizational leaders on how to understand the dynamics of cultural change and innovation deployment. It was surprising that most of the respondents did not express major concerns with the possibility of AI invading their privacy. Interestingly, the Colombian group was less concerned than the US group although their level of trust in top management was higher. The main conclusions of the study points to the need to formulate implementation and adaptation strategies that increase organizational benefits while mitigating potential cultural drawbacks. While seeking efficiency and effectiveness, organization leadership needs to preserve core cultural values. Although the study used perceptual rather than objective measures, the perceptions of organization members are important to understand the dynamics of culture and change.
Constructionist Leadership: Skills for Managerial Success View Digital Media
Paper Presentation in a Themed Session H. Peter Warmbier
The modern organizational landscape constantly challenges managers with complexities stemming from globalization, shifting workforce demographics, and rapid technological advancements that change the meaning of work. Traditional, rigid hierarchical methods often fall short amidst these fluid changes. This paper explores the role of constructionist skills as a dynamic managerial framework for tackling contemporary workplace challenges. The constructionist approach emphasizes that organizational realities are co-created through dialogue, interaction, and shared meaning. Drawing from case-based evidence, this study demonstrates how managers can leverage constructionist competencies to address key barriers such as ineffective communication, conflict resolution, and resistance to change while building inclusive and collaborative workplace cultures. Through theoretical analysis and practical examples, the article highlights how constructionist leaders can achieve superior decision-making outcomes by incorporating diverse perspectives, fostering psychological safety, and promoting adaptability. The findings underscore constructionist principles' capacity to reframe organizational approaches, presenting change as growth rather than disruption, and positioning inclusion and creativity at the heart of decision-making. Ultimately, adopting constructionist strategies facilitates increased engagement, innovation, and long-term resilience in organizations. The research offers actionable recommendations for integrating constructionist principles into existing leadership competency models for a more dynamic and inclusive managerial paradigm.
