Author
Hayat Kabasakal
Bio: Hayat Kabasakal is an academic researcher from Boğaziçi University. The author has contributed to research in topics: Global Leadership & Hofstede's cultural dimensions theory. The author has an hindex of 15, co-authored 34 publications receiving 3428 citations.
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
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Arizona State University1, University of Pennsylvania2, Complutense University of Madrid3, University of Illinois at Chicago4, Tripura University5, New Mexico State University6, Nagaland University7, Istanbul Technical University8, The Chinese University of Hong Kong9, Western Illinois University10, Pontifícia Universidade Católica de Minas Gerais11, Simmons College12, University of Amsterdam13, VU University Amsterdam14, Kaohsiung Medical University15, University of Ljubljana16, Chemnitz University of Technology17, National Pingtung University of Science and Technology18, Renmin University of China19, Universidad Francisco Marroquín20, Regent University21, Athens University of Economics and Business22, I-Shou University23, Texas A&M International University24, Villanova University25, Sultan Qaboos University26, Fundação Dom Cabral27, Tilburg University28, University of Twente29
TL;DR: In this paper, the cultural and leadership variables associated with corporate social responsibility values that managers apply to their decision-making were examined, and the cultural dimensions of institutional collectivism and power distance were found to predict social responsibility value on the part of top management team members.
Abstract: This paper examines cultural and leadership variables associated with corporate social responsibility values that managers apply to their decision-making. In this longitudinal study, we analyze data from 561 firms located in 15 countries on five continents to illustrate how the cultural dimensions of institutional collectivism and power distance predict social responsibility values on the part of top management team members. CEO visionary leadership and integrity were also uniquely predictive of such values.
668 citations
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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
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TL;DR: In this article, the authors found that societies in the Arabic cluster are highly group-oriented, hierarchical, masculine, and low on future orientation, including team-oriented and charismatic attributes.
364 citations
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TL;DR: The authors examine la culture organisationnelle, les comportements de direction, and les perceptions face aux attributs efficaces and tres efficaces des dirigeants dans la societeturque.
Abstract: Cette etude examine la culture organisationnelle, les comportements de direction, et les perceptions face aux attributs efficaces et tres efficaces des dirigeants dans la societeturque. Les donnees utilisees dans cette etude proviennent ala fois d'une recherche independante et de la base de donnees GLOBE. Dans le projet independant de recherche, les donnees ont ete´ recueillies aupres de 92 personnes employees par deux compagnies manu- facturieres et deux de services. Les donnees qualitatives de GLOBE proviennent de deux groupes de discussion et de six entrevues en profondeur. Les valeurs organisationnelles dominantes dans les entreprises turques ont ete´ identifiees comme etant, en ordre d'importance, le collectivisme, une orien- tation performance, l'evitement de l'incertitude, le sacrifice de soi, l'integrite´ , distance hierarchique, la qualite´ , la consideration, et l'orientation vers le futur. Les comportements de direction les plus frequemment observes ont eteles suivants: hierarchique—autocratique, suivi par paternaliste—considerant, transactionnel—orientevers l'equipe, et laisser-faire. Les resultats demontrent que tous les comportements de direction ont eteinfluences par les valeurs organisationnelles. Les attributs efficaces des dirigeants ont etepercus comme incluant les qualites suivantes: orientevers les personnes (integrateurs d'equipe et paternaliste), orientevers la tache, participatif, et charismatique—trans- formationnel. En general, cette etude demontre l'importance du collectivisme dans la culture organisationnelle tout comme dans les attributs tres efficaces des dirigeants dans un contexte turque.
249 citations
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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
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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
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TL;DR: The Social Psychology of Groups as discussed by the authors is a seminal work in the field of family studies, where the authors introduced, defined, and illustrated basic concepts in an effort to explain the simplest of social phenomena, the two-person relationship.
Abstract: The Social Psychology of Groups. J. W Thibaut & H. H. Kelley. New York: alley, 1959. The team of Thibaut and Kelley goes back to 1946 when, after serving in different units of the armed services psychology program, the authors joined the Research Center for Group Dynamics, first at M.LT and then at the University of Michigan. Their continued association eventuated in appointments as fellows at the Center for Advanced Study in the Behavioral Sciences, 19561957. It is during these years that their collaboration resulted in the publication of The Social Psychology of Groups. The book was designed to "bring order and coherence to present-day research in interpersonal relations and group functioning." To accomplish this aim, the authors introduced, defined, and illustrated basic concepts in an effort to explain the simplest of social phenomena, the two-person relationship. These basic principles and concepts were then employed to illuminate larger problems and more complex social relationships and to examine the significance of such concepts as roles, norm, power, group cohesiveness, and status. The lasting legacy of this book is derived from the fact that the concepts and principles discussed therein serve as a foundation for one of the dominant conceptual frameworks in the field of family studies today-the social exchange framework. Specifically, much of our contemporary thinking about the process of interpersonal attraction and about how individuals evaluate their close relationships has been influenced by the theory and concepts introduced in The Social Psychology of Groups. Today, as a result of Thibaut and Kelley, we think of interpersonal attraction as resulting from the unique valence of driving and restraining forces, rewards and costs, subjectively thought to be available from a specific relationship and its competing alternatives. We understand, as well, that relationships are evaluated through complex and subjectively based comparative processes. As a result, when we think about assessing the degree to which individuals are satisfied with their relationships, we take into consideration the fact that individuals differ in terms of the importance they attribute to different aspects of a relationship (e.g., financial security, sexual fulfillment, companionship). We also take into consideration the fact that individuals differ in terms of the levels of rewards and costs that they believe are realistically obtainable and deserved from a relationship. In addition, as a result of Thibaut and Kelley's theoretical focus on the concept of dependence and the interrelationship between attraction and dependence, there has evolved within the field of family studies a deeper appreciation for the complexities and variability found within relationships. Individuals are dependent on their relationships, according to Thibaut and Kelley, when the outcomes derived from the existing relationship exceed those perceived to be available in competing alternatives. Individuals who are highly dependent on their relationships are less likely to act to end their relationships. This dependence and the stability it engenders may or may not be voluntary, depending on the degree to which individuals are attracted to and satisfied with their relationships. When individuals are both attracted to and dependent on their relationships, they can be thought of as voluntarily participating in their relationship. That is, they are likely to commit themselves to the partner and relationship and actively work for its continuance. Thibaut and Kelley termed those relationships characterized by low levels of satisfaction and high levels of dependence "nonvoluntary relationships. …
1,894 citations