This doctoral thesis explores relational leadership in global multistakeholder groups. As a complete participant observer, I used grounded theory to investigate relational processes through which leadership is constructed, sustained and deconstructed within a global multistakeholder group. By a global multistakeholder group I mean a group made up of multistakeholder categories from different parts of the world. The research setting is situated within the ISO 26000 Working Group on Social Responsibility (WGSR). The study thereby fills a gap in the leadership literature insofar as there is no substantial body of academic literature on leadership processes within a global multistakeholder setting. The majority of leadership studies have considered leadership from an entity perspective. This study examines leadership from a relational perspective. A relational perspective was more pertinent for such an informal setting with no rigid organisational structure and procedures. In the current thesis, leadership is recognised as a modified form of status (Uhl- Bien, 2006). From this perspective, relational processes are considered as leadership when the social influence that is generated contributes to the emergence of social order and new approaches, attitudes, and goals. The findings show that consensus-building, legitimacy and delegation to groups are significant organising acts and activities of leadership relational processes. Those acts contribute to the emergence, preservation and disbandment of leadership in a global multistakeholder group. The data also reveal the importance of consensus and delegation to groups in maintaining or destabilizing the social order within the setting. This research also offers a theory of delegation to groups in global multistakeholder settings which could be considered as a substantial contribution. The outcomes of this study are a reference point for research on relational leadership in global multistakeholder groups. It is also intended to be a catalyst for more consideration of relational perspectives in leadership. Furthermore, it will enhance greater concern for cultural and regional diversity in the constitution of similar groups in the future. The major challenge has been around identifying the extent that relational processesconstitute leadership. Moreover, studies about dynamic approaches such as relational perspectives are much harder to generalize from but possess greater potential for improving leadership theories and practices.

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This thesis investigates the impact of culture, leadership, and power, on staff motivation in selected international organizations (IOs), and develops a theoretical framework to assist with the practice of workforce motivation. The main research question is: “How can supervisors motivate their staff in the context of IOs?” Utilizing critical theory as a paradigm of inquiry, the study’s philosophical perspective leans heavily on “phenomenology”. Conducting this research led to the realization that there are a few studies in the existing literature on this subject matter. After investigating grand theories, the meso theories which form the theoretical background of the research were chosen, as: McClelland motivational theory, the GLOBE study, implicit leadership theory, and, Schein’s culture and leadership theory. Concern for understanding the cultural aspect led to the result of utilizing critical ethnography methodology. Moreover, three chief methods were used: Semi-structured interviews, focus groups, and, non-participant observations. Based on volunteerism principle and quota sampling technique, twenty-two supervisors, and the same number of staff, from the World Trade Organization (WTO), the International Trade Centre (ITC), the United Nations Conference on Trade and Development (UNCTAD), and the World Health Organization (WHO), all headquartered in Geneva-Switzerland, took part in interviews and focus groups. Non-participatory, structured, and overt observations, were also carried out on a three-day working schedule for the four IOs participating in the study. The gathered information was analysed, using ethnographic data content analysis, and the rigour of research was ensured through utilizing the concepts of trustworthiness and reflexivity. For the first time in the existing literature, the findings of this research have established a theoretical framework which demonstrates how concepts related to staff motivation work in the context of IOs. It further develops a definition of International Culture, as a metamorphosed pattern of values, beliefs, assumptions, social ideas, language, symbols, rituals and working customs formed by the fusion of national cultures and organizational culture in international settings. Regarding power concept, although the establishment of IOs was influenced by Kantian deontological ethics, except for the ITC staff and one UNCTAD staff, all others supported the Machiavellian teleological approach. On the subject of motivation concept, it was recognised that nationality does not make an impact on staff motivation. In conclusion, this study provides some useful recommendations for supervisors, officials of IOs, and researchers.