Browsing by Author "Taleb, Ali"

Now showing 1 - 4 of 4
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    Cash assist or shark loan? In quest of doing well while doing good
    (2022) Taleb, Ali; Ghosh, Subhadip
    Jim Kamal, 24 years, was a socially-conscious entrepreneur at hart. He just completed his undergrad studies in Accounting and was exploring the opportunity of starting a Payday Loan business. While doing market research, he came across various information that made his decision difficult. On the one hand, the opportunity appeared to have great potential for superior return on investment. On the other hand, the industry clearly suffered from a bad image due to what the press and government representatives qualified as unethical commercial practices. This was in contradiction with Kamal's personal values and professional objective - doing good while doing well.
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    Development and validation of the Leadership Effectiveness in Africa and the Diaspora (LEAD) scale
    (2020) Michaud, James; Lvina, Elena; Alleyne, Alethea; Taleb, Ali
    This article contributes to the literature on cross-cultural leadership by describing the development and validation of the Leadership Effectiveness in Africa and the Diaspora (LEAD) Scale. The LEAD Scale is a culturally sensitive measure of leadership effectiveness in the understudied settings of Africa and the African diaspora. A combination of methods and four studies using samples from Africa and the African diaspora based in Canada, the USA, and the Caribbean were used to develop the measure. Using the grounded theory approach and the Delphi technique (n = 192), followed by a set of increasingly rigorous tests including exploratory factor analysis (n = 441), confirmatory factor analysis (n = 116), and a test of measure invariance (n =1384), we developed and validated a culturally sensitive measure of effective leadership. Our results demonstrate that spirituality, tradition and community-centredness are important and culturally specific components of leadership in Africa and the African diaspora. This paper provides a validated measure of leadership and offers recommendations regarding the use of the measure by managers and researchers working in Africa or with African diaspora.
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    Global academic virtual teams versus corporate virtual teams
    (2022) Punnett, Betty Jane; Galperin, Bella L.; Lituchy, Terri R.; Melyoki, Lemayon L.; Senaji, Thomas Anyanje; Taleb, Ali
    Over the past twenty years or so, many academics and practitioners have, in some way, addressed the question, “What makes a virtual team succeed or fail?” Most of this literature has dealt with virtual teams that are associated with businesses/organizations or corporate virtual teams (CVTs). There is less discussion of the unique aspects of academic virtual teams (AVTs) and the best practices for these teams. In this chapter, we focus on AVTs, their characteristics, and approaches for creating and managing them to ensure successful performance. Virtual teams provide significant advantages—reduced travel costs, the enhanced possibility for team members collaborating on projects regardless of distance, and the ability to draw on the best talent from anywhere in the world. Our objective is to make practical recommendations for designing and managing AVTs. This has become even more relevant today in light of the Covid-19 pandemic, which has resulted in most academic activities moving from in-person to virtual. For example, in the summer of 2020, planned in-person conferences associated with groups such as the Academy of Management and the Academy of International Business were all conducted virtually. We expect that there will be more virtual collaboration in the academic world in the future, and understanding what makes AVTs succeed will be ever more important.
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    Perceptions of leadership effectiveness among the African diaspora in Canada and USA
    (2018) Taleb, Ali; Galperin, Bella L.; Michaud, James; Senaji, Thomas Anyanje
    This paper investigates the applicability of leadership effectiveness factors developed in Africa to the African diaspora and compares/contrasts perceptions of effective leadership in Canada and the USA. Using quantitative data from the LEAD project, our findings suggest that the African diaspora fully relates to neither Western conceptualization nor African philosophies of leadership. The factors that achieved a good fit in both Canada and the US related to being a knowledgeable leader and effective communication skills. This paper contributes to managing a more diverse and inclusive workplace in the diaspora, and informing leadership theory and practice in Africa.