Mary F. Sully de Luque

TL;DR: In this article, findings from the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program are used to provide a sound basis for conceptualizing worldwide leadership differences.

TL;DR: In this article, the authors explain why GLOBE used a set of cultural values and practices to measure national cultures and show that there is no theoretical or empirical basis for Hofstede's criticism that these measures of values are too abstract or for his contention that national and organizational cultures are phenomena of different order.

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.

TL;DR: In this article, the authors examined the indirect effects of executives' stakeholder and economic values on firm performance through their followers' perceptions of leadership and follow-up behaviors, and found that the effect of these values on the firm's performance was indirect.

TL;DR: The authors explore four cultural syndromes, based on past research, to form a cross-cultural model of feedback-seeking behavior and advance propositions for the study of culture as a moderator to feedback-learning behavior.