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020 _a9783031613081
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024 7 _a10.1007/978-3-031-61308-1
_2doi
050 4 _aHF3871-3937
072 7 _aKJK
_2bicssc
072 7 _a1H
_2bicssc
072 7 _aBUS035000
_2bisacsh
072 7 _aKJK
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_2thema
100 1 _aAmoo-Osae, Jr, David Kelvin.
_eauthor.
_4aut
_4http://id.loc.gov/vocabulary/relators/aut
_988890
245 1 0 _aSelf-Protective Leadership and Organizational Effectiveness
_h[electronic resource] :
_bExploring a New Organizational Model for African Start-Ups /
_cby David Kelvin Amoo-Osae, Jr.
250 _a1st ed. 2024.
264 1 _aCham :
_bSpringer Nature Switzerland :
_bImprint: Palgrave Macmillan,
_c2024.
300 _aXXIII, 185 p. 12 illus., 8 illus. in color.
_bonline resource.
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _atext file
_bPDF
_2rda
490 1 _aPalgrave Studies in African Leadership,
_x2945-6681
505 0 _a1. Introduction -- 2. Self-Protective Leadership in the African Landscape -- 3. Leadership Development in Africa: Historical and Institutional Perspectives -- 4. Models of Organizational Leadership Behavior -- 5. Self-Protective Leadership and Organizational Effectiveness: A Relational Study -- 6. Discussion of Empirical Results and Findings -- 7. Self-Protective Leadership in African Business Start-Ups: A Case Study -- 8. Conclusion, Recommendations and Implications.
520 _aThis book investigates and explores the impact of a self-protective leadership (SPL) style on the organizational effectiveness of start-up businesses within Africa, focusing on Ghana and Kenya. Self-protective leadership is defined as a leadership style that focuses on ensuring the safety and security of individuals and groups through status-enhancing and face-saving tactics. A typical self-protective leader can make decisions, and is free from political influences, but tends to be selfish, ritualistic, and self-centered. The author’s study, presented in this book, demonstrates a surprisingly high preference for SPL among Confucian Asian, Latin American, Middle Eastern, and Sub-Saharan African nations – all of which have a history of colonialism. If this is true, then SPL could be better suited to the business environment in Africa, but particularly amongst start-up enterprises. Examining this phenomenon, and using an explorative analysis of business and culture, the book investigates the extent to which the various dimensions or demonstrations of SPL impact organizational effectiveness in African start-up businesses. A valuable contribution to literature and research on African leadership styles, this is an ideal resource for students and researchers interested in leadership and organizational effectiveness within the African context. Dr. David Kelvin Amoo-Osae, Jr. completed a doctoral program in Business Leadership (DBL) at the SBS Swiss Business School, Switzerland. He is a dynamic entrepreneur, motivational speaker, and marketing consultant with over 25 years of leadership experience in the communication industry. Driven by a passion for promoting profitability and growth in African start-up businesses, he takes great pride in providing marketing strategies that deliver superior results in product and service delivery. Dr. Amoo-Osae, Jr. is more also a magnanimous philanthropist who has sponsored and financed several social causes in the public sector, most notably in schools, hospitals, and the police service. He has received several awards and recognition for his outstanding achievements, and travels the world regularly to impart his knowledge and expertise in management conferences and advertising expos.
650 0 _aBusiness.
_958353
650 0 _aAfrica.
_967670
650 0 _aStrategic planning.
_957225
650 0 _aLeadership.
_94372
650 0 _aSchool management and organization.
_960047
650 0 _aSchool administration.
650 1 4 _aAfrican Business.
_967672
650 2 4 _aBusiness Strategy and Leadership.
_967107
650 2 4 _aOrganization and Leadership.
710 2 _aSpringerLink (Online service)
773 0 _tSpringer Nature eBook
776 0 8 _iPrinted edition:
_z9783031613074
776 0 8 _iPrinted edition:
_z9783031613098
776 0 8 _iPrinted edition:
_z9783031613104
830 0 _aPalgrave Studies in African Leadership,
_x2945-6681
_970212
856 4 0 _uhttps://doi.org/10.1007/978-3-031-61308-1
912 _aZDB-2-BUM
912 _aZDB-2-SXBM
999 _c65693
_d65693