Three aspects of the self(private, public, collective) with different probabilities in different kinds of social environments were sampled. Three dimensions of cultural variation (individualism--collectivism, tightness-looseness, cultural complexity) are discussed in relation to the sampling of these three aspects of the self. The more complex the culture, the more frequent the sampling of the public and private self and the less frequent the sampling of the collective self. The more individualistic the culture, the more frequent the sampling of the private self and the less frequent the sampling of the collective self. Collectivism, external threat, competition with outgroups, and common fate increase the sampling of the collective self. Cultural homogeneity results in tightness and in the sampling of the collective self. The article outlines theoretical links among aspects of the environment, childrearing patterns, and cultural patterns, which are linked to differential sampling of aspects of the self. Such sampling has implications for social behavior. Empirical investigations of some of these links are reviewed.

The Self and Social Behavior in Differing Cultural Contexts

The Social Psychology of Organizations.

Ethical leadership: A social learning perspective for construct development and testing

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

Sustainable Development Goals

In this concluding chapter, we discuss insights and reflections from our invited contributions on the COVID-19 pandemic and derive areas of meaningful future research to advance the global leadership domain. Specifically, we call for (1) strengthening the link of the global leadership domain with related research fields, (2) expanding our view on what are necessary global leadership competencies, (3) moving beyond individual global leadership toward a more collective and collaborative understanding of the phenomenon, (4) further enhancing the growing field of responsible global leadership, (5) examining the various competing tensions that global leaders need to balance, and (6) engaging in greater reflexivity among global leadership scholars ourselves.

At the Heart and Beyond: What Can Global Leadership Researchers Learn from Perspectives on the COVID-19 Pandemic?

After reviewing the literature on Japanese management theory, Keys & Miller (1984), called for a deeper understanding of the environmental contexts of Japanese management and the development of more integrated, internally consistent models. The literature review presented here discusses the dimensions of the cognitive, psychological and social contexts of Japanese management, and concludes with a causal integration between the contexts that underly Japanese management and specific Japanese management practices.

The cognitive, psychological and social contexts of Japanese management

We review academic journal articles, chapters in scholarly books, and dissertations that were published in the global leadership domain in 2018 and compare our findings with those of Mendenhall, Li, and Osland’s (2016) earlier review of the 2010–2014 period. Specifically, we trace and discuss relevant changes over time in the number of authors, nature of employed methodologies, linkages of global leadership to related phenomena, and the prevalence of drawing on other conceptual approaches compared to those previously used to study global leadership. We conclude by discussing implications for advancing (1) an integrated body of global leadership theory, (2) novel forms of empirical research, and (3) collaborative global leadership research.

Global Leadership Research: Where Do We Go from Here?

Tolerance for Ambiguity Scale

Current OD philosophy is compared to that espoused by Douglas McGregor over 20 years ago. The persuasive trend today toward designing training programs based upon Theory X assumptions— though they ...

Mark E. Mendenhall

Papers

At the Heart and Beyond: What Can Global Leadership Researchers Learn from Perspectives on the COVID-19 Pandemic?

The cognitive, psychological and social contexts of Japanese management

Global Leadership Research: Where Do We Go from Here?

Tolerance for Ambiguity Scale

The Integrative Approach to OD: McGregor Revisited