Showing papers by "Deanne N. Den Hartog published in 1999"
VU University Amsterdam1, University of Pennsylvania2, University of Maryland, Baltimore3, Cornell University4, New Mexico State University5, Qatar Airways6, Louisiana Tech University7, Université du Québec8, Stockholm School of Economics9, University of Buenos Aires10, University of Alberta11, University of Indonesia12, University of Queensland13, Bellevue University14, London Business School15, Western Illinois University16, University of Memphis17, Fudan University18, Boğaziçi University19, University of Reading20, University of South Africa21, Athens University of Economics and Business22, Ludwig Maximilian University of Munich23, University of Calgary24, University of Burgundy25, National Sun Yat-sen University26, Hong Kong Polytechnic University27, Indian Institute of Management Ahmedabad28, City University of Hong Kong29, Lincoln University (New Zealand)30, University of Lethbridge31, Wayne State University32, University College Dublin33, Indiana University34, Kuwait University35, Technion – Israel Institute of Technology36, University of Giessen37, The Chinese University of Hong Kong38, University of Zurich39, Fordham University40, Complutense University of Madrid41, University of Nebraska–Lincoln42, INCAE Business School43, National University of Malaysia44, Opole University45, Hong Kong Baptist University46, Tbilisi State University47, Ohio State University48, University of Wrocław49, Alexandria University50, University of San Francisco51, Melbourne Business School52, Bentley University53, University of Los Andes54, I-Shou University55, Johannes Kepler University of Linz56, International Labour Organization57, Smith College58, Copenhagen Business School59, Chungnam National University60, National University of Singapore61, Tilburg University62, Hong Kong University of Science and Technology63, Thammasat University64, Sewanee: The University of the South65, FernUniversität Hagen66, Soochow University (Suzhou)67, University of St. Gallen68, Kumamoto University69
TL;DR: In this paper, the authors focus on culturally endorsed implicit theories of leadership (CLTs) and show that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership.
Abstract: This study focuses on culturally endorsed implicit theories of leadership (CLTs). Although cross-cultural research emphasizes that different cultural groups likely have different conceptions of what leadership should entail, a controversial position is argued here: namely that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership. This hypothesis was tested in 62 cultures as part of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Program. Universally endorsed leader attributes, as well as attributes that are universally seen as impediments to outstanding leadership and culturally contingent attributes are presented here. The results support the hypothesis that specific aspects of charismatic/transformational leadership are strongly and universally endorsed across cultures.
1,227 citations
TL;DR: The GLOBE project as discussed by the authors showed that two broad clusters or patterns of cultural values can be distinguished, contrasting the North-Western and South-Eastern part of Europe, and differences in leadership prototypes to a certain extent mirror differences in culture.
Abstract: Different cultural groups may have different conceptions of what leadership should entail, i.e. different leadership prototypes. Several earlier studies revealed that within Europe various cultural clusters can be distinguished (Hofstede, 1991; Ronen & Shenkar, 1985). Using recent data from the GLOBE project, this article discusses similarities and differences on culture and leadership dimensions among 21 European countries. The results show that two broad clusters or patterns of cultural values can be distinguished, contrasting the North-Western and South-Eastern part of Europe. Within these clusters, differences in leadership prototypes to a certain extent mirror differences in culture. On the basis of these results it is hardly possible to speak of a single typically European culture or one distinct European management style. However, on some dimensions European scores are different from at least some other regions in the world.
151 citations
01 Jan 1999
TL;DR: In this paper, the authors argue that although organizational structures and strategies may converge, organizational practices and the way these are worked out, perceived, and appreciated across countries, are still quite dissimilar.
Abstract: Cross-cultural organizational psychology is concerned with two basic questions: First, do organizations located in different countries differ with respect to organizational characteristics, behavior of members or the interrelationship between these two, and, second, can these differences be explained in terms of culture? Increasing globalization and internationalization characterize today and tomorrow in the industrial world. An intriguing question in cross-cultural organizational psychology is whether this internationalization leads to a more common organizational culture world wide, in other words, to increased convergence? The position argued here is that although organizational structures and strategies may converge, organizational practices and the way these are worked out, perceived, and appreciated across countries, are still quite dissimilar. Research from the GLOBE study on leadership is described as an example. This research shows that although attributes associated with charismatic leadership are universally valued, this does not imply similar enactment of such characteristics across cultures. In general terms, internationalization does induce convergence of certain organizational characteristics. However, looking more specifically at behavior and processes reveals many cultural specific qualities and ways of enactment of such characteristics.
9 citations