J
Jeffrey C. Kennedy
Researcher at Massey University
Publications - 37
Citations - 2034
Jeffrey C. Kennedy is an academic researcher from Massey University. The author has contributed to research in topics: Leadership studies & Leadership style. The author has an hindex of 10, co-authored 34 publications receiving 1922 citations. Previous affiliations of Jeffrey C. Kennedy include Lincoln University (New Zealand) & Canterbury of New Zealand.
Papers
More filters
Journal ArticleDOI
Culture specific and cross-culturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed?
Deanne N. Den Hartog,Robert J. House,Paul J. Hanges,S. Antonio Ruiz-Quintanilla,Peter W. Dorfman,Ikhlas A. Abdalla,Babajide Samuel Adetoun,Ram N. Aditya,Hafid Agourram,Adebowale Akande,Bolanle Elizabeth Akande,Staffan Åkerblom,Carlos Altschul,Eden Alvarez-Backus,Julian Andrews,Maria Eugenia Arias,Mirian Sofyan Arif,Neal M. Ashkanasy,Arben Asllani,Guiseppe Audia,Gyula Bakacsi,Helena Bendova,David Beveridge,Rabi S. Bhagat,Alejandro Blacutt,Jiming Bao,Domenico Bodega,Muzaffer Bodur,Simon Booth,Annie E. Booysen,Dimitrios Bourantas,Klas Brenk,Felix C. Brodbeck,Dale Everton Carl,Philippe Castel,Chieh Chen Chang,Sandy Chau,Frenda K.K. Cheung,Jagdeep S. Chhokar,Jimmy Chiu,Peter Cosgriff,Ali Dastmalchian,Jose Augusto Dela Coleta,Marilia Ferreira Dela Coleta,Marc Deneire,Markus Dickson,Gemma Donnelly-Cox,Christopher P. Earley,Mahmoud A. Elgamal,Miriam Erez,Sarah Falkus,Mark Fearing,Richard H. G. Field,Carol Fimmen,Michael Frese,Ping Ping Fu,Barbara Gorsler,Mikhail V. Gratchev,Vipin Gupta,Celia Gutiérrez,Frans Marti Hartanto,Markus Hauser,Ingalill Holmberg,Marina Holzer,Michael Hoppe,Jon P. Howell,Elena Ibrieva,John Ickis,Zakaria Ismail,Slawomir Jarmuz,Mansour Javidan,Jorge Correia Jesuino,Li Ji,Kuen Yung Jone,Geoffrey Jones,Revaz Jorbenadse,Hayat Kabasakal,Mary A. Keating,Andrea Keller,Jeffrey C. Kennedy,Jay S. Kim,Giorgi Kipiani,Matthias Kipping,Edvard Konrad,Paul L. Koopman,Fuh Yeong Kuan,Alexandre Kurc,Marie-Françoise Lacassagne,Sang M. Lee,Christopher Leeds,Francisco Leguizamón,Martin Lindell,Jean Lobell,Fred Luthans,Jerzy Maczynski,Norma Binti Mansor,Gillian Martin,Michael Martin,Sandra Martinez,Aly Messallam,Cecilia McMillen,Emiko Misumi,Jyuji Misumi,Moudi Al-Homoud,Phyllisis M. Ngin,Jeremiah O’Connell,Enrique Ogliastri,Nancy Papalexandris,T. K. Peng,Maria Marta Preziosa,José Prieto,Boris Rakitsky,Gerhard Reber,Nikolai Rogovsky,Joydeep Roy-Bhattacharya,Amir Rozen,Argio Sabadin,Majhoub Sahaba,Colombia Salon De Bustamante,Carmen Santana-Melgoza,Daniel A. Sauers,Jette Schramm-Nielsen,Majken Schultz,Zuqi Shi,Camilla Sigfrids,Kye Chung Song,Erna Szabo,Albert C. Y. Teo,Henk Thierry,Jann Hidayat Tjakranegara,Sylvana Trimi,Anne S. Tsui,Pavakanum Ubolwanna,Marius W. Van Wyk,Marie Vondrysova,Jürgen Weibler,Celeste P.M. Wilderom,Rongxian Wu,Rolf Wunderer,Nik Rahiman Nik Yakob,Yongkang Yang,Zuoqiu Yin,Michio Yoshida,Jian Zhou +143 more
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.
Journal ArticleDOI
The impact of societal cultural values and individual social beliefs on the perceived effectiveness of managerial influence strategies: a meso approach
Ping Ping Fu,Jeffrey C. Kennedy,Jasmine Tata,Gary Yukl,Michael Harris Bond,Tai Kuang Peng,E. S. Srinivas,Jon P. Howell,Leonel Prieto,Paul L. Koopman,Jaap Boonstra,Selda Fikret Pasa,Marie-Françoise Lacassagne,Hiro Higashide,Adith Cheosakul +14 more
TL;DR: In this paper, the authors report the findings of a 12-nation study designed to test empirically the relationships between societal cultural values, individual social beliefs, and the perceived effectiveness of different influence strategies.
Journal ArticleDOI
Leadership in Malaysia: Traditional values, international outlook
TL;DR: The authors identified important values of Malays, relating them to preferred organizational leadership styles and found that effective leaders are expected to show compassion while using more of an autocratic than participative style, and expatriate managers need to avoid actions that are incompatible with these values and expectations.
Journal ArticleDOI
Rating leniency and halo in multisource feedback ratings: testing cultural assumptions of power distance and individualism-collectivism
TL;DR: The authors posit that subordinate raters followed by peers will exhibit more rating bias than superiors, and highlight the role of raters' cultural values in multisource feedback ratings.
Journal ArticleDOI
Examining the Preferences of Influence Tactics in Chinese Societies: A Comparison of Chinese Managers in Hong Kong, Taiwan and Mainland China
TL;DR: A few years ago, a group of Singaporean expatriates were signed to work in a coastal city in China Being offspring of Chinese, they spoke perfect Mandarin and could easily mix with any Chinese on the street Therefore, they were confident that they would not have any difficulties working with their counterparts in China as discussed by the authors.