Leading In Non-Anglophone Contexts For Leadership In The Retail Industry

The focus of the dominant Anglo-centric paradigm of leadership studies is seemingly individualistic, masculine and heroic and asked for a stronger focus on multiplicity, diversity, simultaneity and difference. This may help to ‘de-naturalise’ the individualistic, masculine and heroic focus of the dominant Anglo-centric paradigm of leadership. This will involve examining the political, historical and cultural roots of ‘leadership’ within other languages as well as critically examining the English language as a business and scholarly lingua franca. The focus taken by Jepson’s (2010) research approaches language as the basis for understanding a linguistically constituted nature of leadership and looks particularly into the importance of national language as expressing a cultural voice (Schedlitzki, D. , Case, P. , & Knights, D. 2017).

Low- and middle-income countries (LMICs) where English is not the official language (Bangladesh, Brazil, China, Egypt, Ukraine, Vietnam) English use frequently connected with concepts of quality, style, luxury, and aspirational lifestyle. Low- and middle-income countries (LMICs) are vital to the global tobacco market. Hence, English on cigarette packs is a common strategy by which brand appeal is conveyed in LMICs in which English is not an official language. English text conveyed product information and usage instruction. Ultimately, a brand is successful when it conveys positive attributes not only for the product but also for those who consume it. English is employed to convey brand value, including product strength, quality and style. English phrasing associates cigarettes with other consumable goods (such as coffee and alcoholic drinks) as well as to aspirational lifestyle qualities such as a notion of ‘‘the good life’’, and connotations of relaxation and socialization. This is how companies have sought to create brand identities that have value for populations with relatively low power (women, poor, racial minorities) in conveyance of attainment of aspirational status or lifestyles (Smith, K. C. , Welding, K. , Kleb, C. , Washington, C. , & Cohen, J. 2018).

Hence, Companies are using English as branding to promote their products in non-Anglophone low-and-middle income countries, whether consumers could read product description or precautions on products in English or not. Furthermore, globalization, trade liberalization and the lowering of barriers to trade has generally led to an increased inflow of foreign investments and the establishment of multinationals in developing countries. Critics argue that this type of investments cause more harm than good as they exploit the workers in developing countries and might lead to permanent environmental damage (Minten, B. , Randrianarison, L. , & Swinnen, J. F. M. 2009). Global retail chains are increasingly spreading throughout the world, especially into developing and transition economies.

For example, the average share of supermarkets in food retail went from only 10%–20% in 1990 to 50%–60% by the early 2000s in most of South America, East Asia (outside China), and South Africa. This evolution has significant impacts on agricultural systems and food supply chains, largely due to the insistence of global retail chains on improved quality standards. The instituted changes include centralized procurement systems, the use of specialized-dedicated wholesalers and preferred supplier systems, and demanding requirements of private contracts. Much of the available evidence indicates that small farmers are often left out of these modern supply chains. Global retail chains do not invest uniformly in all countries, and some— especially poorer—countries have been left behind in the retail revolution (Minten, B. 2008). This transition in non-Anglophone developing countries stimulates employers to exploit workers for profit maximization. Transformational Leadership is considered as a positive leadership style represents the bright side of leadership in a ‘change and transformation context’. During times of change and uncertainty, organizational members may become more receptive to such leaders since those behaviors of the leaders alleviate follower concerns and generate confidence. Indeed, leaders who are not capable of transforming their followers and organizations can lead to the downfall of their organizations, which is more likely to happen in periods when change is needed. At those times, leaders may act in unethical, tyrannical, despotic or inauthentic ways, abusing their power. They may show these kinds of behaviors either for the sake of organizational effectiveness or for their own personal interests, which may undermine followers’ well-being (Karakitapoğlu-Aygün, Z. , & Gumusluoglu, L. 2013).

In addition to this, high power-distance cultures exist in non-Anglophone countries such as China, Japan and India, where a leader must be strong and authoritarian to be perceived as effective. Whereas, In low power-distance cultures such as Australia and the Netherlands, an effective leader is egalitarian, participative and appears to be ‘one of the boys’ (Karakitapoğlu-Aygün, Z. , & Gumusluoglu, L. 2013).