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Dimitrios Bourantas

Bio: Dimitrios Bourantas is an academic researcher from Athens University of Economics and Business. The author has contributed to research in topics: Training and development & Outsourcing. The author has an hindex of 5, co-authored 5 publications receiving 1410 citations.

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Deanne N. Den Hartog1, Robert J. House2, Paul J. Hanges3, S. Antonio Ruiz-Quintanilla4, Peter W. Dorfman5, Ikhlas A. Abdalla6, Babajide Samuel Adetoun, Ram N. Aditya7, Hafid Agourram8, Adebowale Akande, Bolanle Elizabeth Akande, Staffan Åkerblom9, Carlos Altschul10, Eden Alvarez-Backus, Julian Andrews11, Maria Eugenia Arias, Mirian Sofyan Arif12, Neal M. Ashkanasy13, Arben Asllani14, Guiseppe Audia15, Gyula Bakacsi, Helena Bendova, David Beveridge16, Rabi S. Bhagat17, Alejandro Blacutt, Jiming Bao18, Domenico Bodega, Muzaffer Bodur19, Simon Booth20, Annie E. Booysen21, Dimitrios Bourantas22, Klas Brenk, Felix C. Brodbeck23, Dale Everton Carl24, Philippe Castel25, Chieh Chen Chang26, Sandy Chau, Frenda K.K. Cheung27, Jagdeep S. Chhokar28, Jimmy Chiu29, Peter Cosgriff30, Ali Dastmalchian31, Jose Augusto Dela Coleta, Marilia Ferreira Dela Coleta, Marc Deneire, Markus Dickson32, Gemma Donnelly-Cox33, Christopher P. Earley34, Mahmoud A. Elgamal35, Miriam Erez36, Sarah Falkus13, Mark Fearing30, Richard H. G. Field11, Carol Fimmen16, Michael Frese37, Ping Ping Fu38, Barbara Gorsler39, Mikhail V. Gratchev, Vipin Gupta40, Celia Gutiérrez41, Frans Marti Hartanto, Markus Hauser, Ingalill Holmberg9, Marina Holzer, Michael Hoppe, Jon P. Howell5, Elena Ibrieva42, John Ickis43, Zakaria Ismail44, Slawomir Jarmuz45, Mansour Javidan24, Jorge Correia Jesuino, Li Ji46, Kuen Yung Jone, Geoffrey Jones20, Revaz Jorbenadse47, Hayat Kabasakal19, Mary A. Keating33, Andrea Keller39, Jeffrey C. Kennedy30, Jay S. Kim48, Giorgi Kipiani, Matthias Kipping20, Edvard Konrad, Paul L. Koopman1, Fuh Yeong Kuan, Alexandre Kurc, Marie-Françoise Lacassagne25, Sang M. Lee42, Christopher Leeds, Francisco Leguizamón43, Martin Lindell, Jean Lobell, Fred Luthans42, Jerzy Maczynski49, Norma Binti Mansor, Gillian Martin33, Michael Martin42, Sandra Martinez5, Aly Messallam50, Cecilia McMillen51, Emiko Misumi, Jyuji Misumi, Moudi Al-Homoud35, Phyllisis M. Ngin52, Jeremiah O’Connell53, Enrique Ogliastri54, Nancy Papalexandris22, T. K. Peng55, Maria Marta Preziosa, José Prieto41, Boris Rakitsky, Gerhard Reber56, Nikolai Rogovsky57, Joydeep Roy-Bhattacharya, Amir Rozen36, Argio Sabadin, Majhoub Sahaba, Colombia Salon De Bustamante54, Carmen Santana-Melgoza58, Daniel A. Sauers30, Jette Schramm-Nielsen59, Majken Schultz59, Zuqi Shi18, Camilla Sigfrids, Kye Chung Song60, Erna Szabo56, Albert C. Y. Teo61, Henk Thierry62, Jann Hidayat Tjakranegara, Sylvana Trimi42, Anne S. Tsui63, Pavakanum Ubolwanna64, Marius W. Van Wyk21, Marie Vondrysova65, Jürgen Weibler66, Celeste P.M. Wilderom62, Rongxian Wu67, Rolf Wunderer68, Nik Rahiman Nik Yakob44, Yongkang Yang18, Zuoqiu Yin18, Michio Yoshida69, Jian Zhou18 
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

Journal ArticleDOI
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

Journal ArticleDOI
TL;DR: In this paper, the role of solitude as antecedent is explored in this model, whereby its selective utilization focuses inner directionality toward growing authentic executive awareness as a moral person and a moral manager and allows an integration between inner and outer directionality towards ethical leadership and resulting decision-making processes that will have an impact on others' perceptions of leader authentic ethical leadership.
Abstract: Building on research and measures on solitude, ethical leadership theories, and decision making literatures, we propose a conceptual model to better understand processes enabling ethical leadership neglected in the literature. The role of solitude as antecedent is explored in this model, whereby its selective utilization focuses inner directionality toward growing authentic executive awareness as a moral person and a moral manager and allows an integration between inner and outer directionality toward ethical leadership and resulting decision-making processes that will have an impact on others’ perceptions of leader authentic ethical leadership. Thus it is proposed that utilization of solitude positively predicts executive-level authentic ethical leadership action and in turn, ethical decision making perceived fairness and integrity. We also propose two moderators, strengthening the hypothesized (positive) association between solitude and ethical leadership; these are the executive’s ability for moral reasoning and a motivation for socialized (as opposed to personalized) power.

34 citations

Posted Content
TL;DR: In this article, a decision model for the factors that shape the expected benefits and subsequently the extent of outsourcing training functions is proposed, and two decision models are extracted with structural equation modeling.
Abstract: Employee training plays a crucial role in the success of most organizations. Due to its developmental aspect, training is closely linked to core competencies and strategic focus. However, it is also one of the most widely outsourced HR functions in most western economies. This paper attempts to illustrate and proposes a decision model for the factors that shape the expected benefits and subsequently the extent of outsourcing training functions. A distinction is made among generic training (for the development of competencies) and job- or company- specific training (ex. induction training, job specialization etc.). Two decision models are extracted with structural equation modelling. Asset specificity, market availability, in-house development of training and firm size are discussed. The factors shaping the decision to outsource, as well as the perceived benefits from outsourcing employee training, are different for each of the two types of training (generic and specific). The reasons underlying those differences are discussed. For both types of training service it is proposed that the expected quality benefits, not cost ones, induce companies to outsource training. Thus, this study attempts to offer a useful insight into the factors shaping the extent and the expected benefits from outsourcing training services. The outcomes can further assist HRM professionals (managers and providers of HRM services), as well as academics in better understanding the nature of HRM outsourcing decisions in general, and a 'basic' HRM outsourcing practice, i.e. training, in particular.

34 citations

Journal ArticleDOI
TL;DR: In this paper, a decision model for the factors that shape the expected benefits and subsequently the extent of outsourcing training functions is proposed, and two decision models are extracted with structural equation modeling.
Abstract: Employee training plays a crucial role in the success of most organizations. Due to its developmental aspect, training is closely linked to core competencies and strategic focus. However, it is also one of the most widely outsourced HR functions in most Western economies. This article attempts to illustrate and propose a decision model for the factors that shape the expected benefits and subsequently the extent of outsourcing training functions. A distinction is made among generic training (for the development of competencies) and job- or company- specific training (for example, induction training, job specialization, etc.). Two decision models are extracted with structural equation modelling. Asset specificity, market availability, in-house development of training and firm size are discussed. The factors shaping the decision to outsource, as well as the perceived benefits from outsourcing employee training, are different for each of the two types of training (generic and specific). The reasons underlying...

22 citations


Cited by
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TL;DR: In this paper, social learning theory is used as a theoretical basis for understanding ethical leadership and a constitutive definition of the ethical leadership construct is proposed. But, little empirical research focuses on an ethical dimension of leadership.

3,547 citations

Book
01 Jan 1901

2,681 citations

Journal ArticleDOI
TL;DR: In this article, a literature review focuses on the emerging construct of ethical leadership and compares this construct with related concepts that share a common concern for a moral dimension of leadership (e.g., spiritual, authentic, and transformational leadership).
Abstract: Our literature review focuses on the emerging construct of ethical leadership and compares this construct with related concepts that share a common concern for a moral dimension of leadership (e.g., spiritual, authentic, and transformational leadership). Drawing broadly from the intersection of the ethics and leadership literatures, we offer propositions about the antecedents and outcomes of ethical leadership. We also identify issues and questions to be addressed in the future and discuss their implications for research and practice. Our review indicates that ethical leadership remains largely unexplored, offering researchers opportunities for new discoveries and leaders opportunities to improve their effectiveness.

2,542 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examined the validity of the measurement model and factor structure of Bass and Avolio's Multifactor Leadership Questionnaire (MLQ) (Form 5X).
Abstract: In this study, we examined the validity of the measurement model and factor structure of Bass and Avolio’s Multifactor Leadership Questionnaire (MLQ) (Form 5X). We hypothesized that evaluations of leadership—and hence the psychometric properties of leadership instruments—may be affected by the context in which leadership is observed and evaluated. Using largely homogenous business samples consisting of 2279 pooled male and 1089 pooled female raters who evaluated same-gender leaders, we found support for the nine-factor leadership model proposed by Bass and Avolio. The model was configurally and partially metrically invariant—suggesting that the same constructs were validly measured in the male and female groups. Mean differences were found between the male and female samples on four leadership factors (Study 1). Next, using factor-level data of 18 independently gathered samples (N=6525 raters) clustered into prototypically homogenous contexts, we tested the nine-factor model and found it was stable (i.e., fully invariant) within homogenous contexts (Study 2). The contextual factors comprised environmental risk, leader–follower gender, and leader hierarchical level. Implications for use of the MLQ and nine-factor model are discussed.

1,518 citations

Journal ArticleDOI
TL;DR: Research on work motivation, or the factors that energize, direct, and sustain effort across cultures, is reviewed, showing that developmentally, cross-cultural research in OB is coming of age and critical challenges for future research are highlighted.
Abstract: This article reviews research on cross-cultural organizational behavior (OB). After a brief review of the history of cross-cultural OB, we review research on work motivation, or the factors that energize, direct, and sustain effort across cultures. We next consider the relationship between the individual and the organization, and review research on culture and organizational commitment, psychological contracts, justice, citizenship behavior, and person-environment fit. Thereafter, we consider how individuals manage their interdependence in organizations, and review research on culture and negotiation and disputing, teams, and leadership, followed by research on managing across borders and expatriation. The review shows that developmentally, cross-cultural research in OB is coming of age. Yet we also highlight critical challenges for future research, including moving beyond values to explain cultural differences, attending to levels of analysis issues, incorporating social and organizational contex...

1,073 citations