Author
Felix C. Brodbeck
Other affiliations: University of Giessen, Aston University
Bio: Felix C. Brodbeck is an academic researcher from Ludwig Maximilian University of Munich. The author has contributed to research in topics: Cultural diversity & Group decision-making. The author has an hindex of 36, co-authored 112 publications receiving 6658 citations. Previous affiliations of Felix C. Brodbeck include University of Giessen & Aston University.
Papers published on a yearly basis
Papers
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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
05 Apr 2007
TL;DR: In this article, the authors present an overview of the Nordic Europe Cluster and the Middle East Cluster, focusing on culture and leadership in the Nordic countries of Sweden, Germany, Denmark, Norway and Switzerland.
Abstract: Contents: A.P. Brief, J.P. Walsh, Series Foreword. K. Leung, Foreword. J.S. Chhokar, F.C. Brodbeck, R.J. House, Introduction. J.S. Chhokar, F.C. Brodbeck, R.J. House, Methodology. Part I: Nordic Europe Cluster. Cluster Introduction. Map. I. Holmberg, S. Akerblom, "Primus inter pares": Leadership and Culture in Sweden. M. Lindell, C. Sigfrids, Culture and Leadership in Finland. Part II: Germanic Europe Cluster. Cluster Introduction. Map. G. Reber, E. Szabo, Culture and Leadership in Austria. F.C. Brodbeck, M. Frese, Societal Culture and Leadership in Germany. H. Thierry, D.N. den Hartog, P.L. Koopman, C.P.M. Wilderom, Culture and Leadership in a Flat Country: The Case of The Netherlands. J. Weibler, R. Wunderer, Leadership and Culture in Switzerland-Theoretical and Empirical Findings. Part III: Anglo Cluster. Cluster Introduction. Map. N.M. Ashkanasy, The Australian Enigma. S. Booth, Inspirational Variations? Culture and Leadership in England. M.A. Keating, G.S. Martin, Leadership and Culture in the Republic of Ireland. J.C. Kennedy, Leadership and Culture in New Zealand. L.A.E. Booysen, M.W. van Wyk, Culture and Leadership in South Africa. M.H. Hoppe, R.S. Bhagat, Leadership in the United States of America: The Leader as Cultural Hero. Part IV: Latin Europe Cluster. Cluster Introduction. Map. P. Castel, M. Deneire, A. Kurc, L. Marie-Franoise, C.A. Leeds, Universalism and Exceptionalism: French Business Leadership. J.C. Jesuino, Leadership and Culture in Portugal. J.J. O'Connell, J.M. Prieto, C. Gutierrez, Managerial Culture and Leadership in Spain. Part V: Latin America Cluster. Cluster Introduction. Map. C. Altschul, M. Altschul, M. L pez, M.M. Preziosa, F. Ruffolo, A Crisis of Guidance: Argentine Leadership Icons and Middle Managers Adaptive Responses. E. Ogliastri, Colombia: The Human Relations Side of Enterprise. J.P. Howell, J. DelaCerda, S.M. Mart!nez, J.A. Bautista, J. Ortiz, L. Prieto, P. Dorfman, Societal Culture and Leadership in Mexico. Part VI: Eastern Europe. Cluster Introduction. Map. N. Papalexandris, Greece: From Ancient Myths to Modern Realities. M.V. Grachev, N.G. Rogovsky, B.V. Rakitski, Leadership and Culture in Russia: The Case of Transitional Economy. Part VII: Middle East Cluster. Cluster Introduction. Map. H. Kabasakal, M. Bodur, Leadership and Culture in Turkey: A Multi-faceted Phenomenon. Part VIII: Confucian Asia Cluster. Cluster Introduction. Map. P.P. Fu, R. Wu, Y. Yang, J. Ye, Chinese Culture and Leadership in China. I.H-s. Chow, Culture and Leadership Behaviors in Hong Kong. J. Li, P.M. Ngin, A.C.Y. Teo, Culture and Leadership in Singapore: Combination of the East and the West. Part IX: Southern Asia Cluster. Cluster Introduction. Map. J.S. Chhokar, India: Diversity and Complexity in Action. Part X: Sub-Saharan Africa. Cluster Introduction. Map. F.C. Brodbeck, J.S. Chhokar, R.J. House, Culture and Leadership in 25 Societies: Integration, Conclusions, and Future Directions.
695 citations
Ludwig Maximilian University of Munich1, Stockholm School of Economics2, London Business School3, Corvinus University of Budapest4, Sewanee: The University of the South5, Bocconi University6, Boğaziçi University7, University of Reading8, University of Ljubljana9, University of Burgundy10, VU University Amsterdam11, Trinity College, Dublin12, Opole University13, ISCTE – University Institute of Lisbon14, Tbilisi State University15, Hanken School of Economics16, University of Wrocław17, Bentley University18, Athens University of Economics and Business19, Complutense University of Madrid20, Johannes Kepler University of Linz21, Tilburg University22, Rolf C. Hagen Group23, University of St. Gallen24
TL;DR: In this article, the authors test the assumption that concepts of leadership differ as a function of cultural differences in Europe and to identify dimensions which describe differences in leadership concepts across European countries.
Abstract: This study sets out to test the assumption that concepts of leadership differ as a function of cultural differences in Europe and to identify dimensions which describe differences in leadership concepts across European countries. Middle-level managers (N = 6052) from 22 European countries rated 112 questionnaire items containing descriptions of leadership traits and behaviours. For each attribute respondents rated how well it fits their concept of an outstanding business leader. The findings support the assumption that leadership concepts are culturally endorsed. Specifically, clusters of European countries which share similar cultural values according to prior cross-cultural research (Ronen & Shenkar, 1985), also share similar leadership concepts. The leadership prototypicality dimensions found are highly correlated with cultural dimensions reported in a comprehensive cross-cultural study of contemporary Europe (Smith, Dugan, & Trompenaars, 1996). The ordering of countries on the leadership dimensions is considered a useful tool with which to model differences between leadership concepts of different cultural origin in Europe. Practical implications for cross-cultural management, both in European and non-European settings, are discussed.
474 citations
TL;DR: It is revealed that leadership clarity is associated with clear team objectives, high levels of participation, commitment to excellence, and support for innovation, and the results imply the need for theory that incorporates clarity and not just style of leadership.
Abstract: The relationships among leadership clarity (i.e., team members' consensual perceptions of clarity of and no conflict over leadership of their teams), team processes, and innovation were examined in health care contexts. The sample comprised 3447 respondents from 98 primary health care teams (PHCTs), 113 community mental health teams (CMHTs), and 72 breast cancer care teams (BCTs). The results revealed that leadership clarity is associated with clear team objectives, high levels of participation, commitment to excellence, and support for innovation. Team processes consistently predicted team innovation across all three samples. Team leadership predicted innovation in the latter two samples, and there was some evidence that team processes partly mediated this relationship. The results imply the need for theory that incorporates clarity and not just style of leadership. For health care teams in particular, and teams in general, the results suggest a need to ensure leadership is clear in teams when innovation is a desirable team performance outcome. © 2003 Elsevier Inc. All rights reserved.
377 citations
TL;DR: It is proposed that groups can outperform individual decision makers and voting schemes if certain asymmetries in information distribution are present and certain asymmets in information processing are absent.
Abstract: We present a theoretical model that synthesizes and expands current explanations of the failure of decision-making groups to effectively use information that is distributed among their members. We propose that groups can outperform individual decision makers and voting schemes if certain asymmetries in information distribution are present and certain asymmetries in information processing are absent. How to achieve this we deduce from a review of the relevant literature. Finally, we discuss directions for future research and practical implications.
376 citations
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Book•
01 Jan 1993
TL;DR: This guide to the methods of usability engineering provides cost-effective methods that will help developers improve their user interfaces immediately and shows you how to avoid the four most frequently listed reasons for delay in software projects.
Abstract: From the Publisher:
Written by the author of the best-selling HyperText & HyperMedia, this book provides an excellent guide to the methods of usability engineering. Special features: emphasizes cost-effective methods that will help developers improve their user interfaces immediately, shows you how to avoid the four most frequently listed reasons for delay in software projects, provides step-by-step information about which methods to use at various stages during the development life cycle, and offers information on the unique issues relating to informational usability. You do not need to have previous knowledge of usability to implement the methods provided, yet all of the latest research is covered.
11,929 citations
[...]
01 May 1997
TL;DR: Coaching & Communicating for Performance Coaching and communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities as mentioned in this paper.
Abstract: Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.
4,935 citations
Journal Article•
TL;DR: Prospect Theory led cognitive psychology in a new direction that began to uncover other human biases in thinking that are probably not learned but are part of the authors' brain’s wiring.
Abstract: In 1974 an article appeared in Science magazine with the dry-sounding title “Judgment Under Uncertainty: Heuristics and Biases” by a pair of psychologists who were not well known outside their discipline of decision theory. In it Amos Tversky and Daniel Kahneman introduced the world to Prospect Theory, which mapped out how humans actually behave when faced with decisions about gains and losses, in contrast to how economists assumed that people behave. Prospect Theory turned Economics on its head by demonstrating through a series of ingenious experiments that people are much more concerned with losses than they are with gains, and that framing a choice from one perspective or the other will result in decisions that are exactly the opposite of each other, even if the outcomes are monetarily the same. Prospect Theory led cognitive psychology in a new direction that began to uncover other human biases in thinking that are probably not learned but are part of our brain’s wiring.
4,351 citations
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