Author
Peter W. Dorfman
Bio: Peter W. Dorfman is an academic researcher from New Mexico State University. The author has contributed to research in topics: Leadership style & Shared leadership. The author has an hindex of 23, co-authored 34 publications receiving 5544 citations.
Papers
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TL;DR: GLOBE (Global Leadership and Organizational Behavior Effectiveness) as discussed by the authors ) is a research program focusing on culture and leadership in 61 nations and surveyed thousands of middle managers in food processing, finance, and telecommunications industries in these countries.
1,618 citations
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.
Abstract: Executive Overview Global leadership has been identified as a critical success factor for large multinational corporations. While there is much writing on the topic, most seems to be either general advice (i.e., being open minded and respectful of other cultures) or very specific information about a particular country based on a limited case study (do not show the soles of your shoes when seated as a guest in an Arab country). Both kinds of information are certainly useful, but limited from both theoretical and practical viewpoints on how to lead in a foreign country. In this paper, findings from the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program are used to provide a sound basis for conceptualizing worldwide leadership differences. We use a hypothetical case of an American executive in charge of four similar teams in Brazil, France, Egypt, and China to discuss cultural implications for the American executive. Using the hypothetical case involving five different count...
819 citations
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
TL;DR: This paper used discriminant analysis to confirm the existence of 10 cultural clusters: South Asia, Anglo, Arab, Germanic Europe, Latin Europe, Eastern Europe, Confucian Asia, Latin America, Sub-Sahara Africa, and Nordic Europe.
530 citations
TL;DR: The GLOBE project as mentioned in this paper is an exceptionnelle of 61 countries sous divers aspects and a partir de plusieurs methodes; it porte sur la vaste question de la culture, du leadership and des pratiques organisationnelles.
Abstract: Le projet GLOBE est decrit dans cet article, avec ses bases conceptuelle et methodologique. Une introduction est indispensable puisque les travaux presentes dans ce numero relevent de ce projet qui est une etude exceptionnelle de 61 pays sous divers aspects et a partir de plusieurs methodes; il porte sur la vaste question de la culture, du leadership et des pratiques organisationnelles. Plus de 150 specialistes du management et des sciences sociales des 61 pays y ont contribue. L’objectif global du projet est le developpement d’une theorie empirique destinee a decrire, comprendre et predire l’impact de variables culturelles specifiques sur le leadership, les processus organisationnels et leur efficience. L’article survole differents aspects de ce projet et peut etre utilise pour se reperer dans les autres contributions.
373 citations
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TL;DR: A qualitative and quantitative review of the relationship between job satisfaction and job performance is provided and an agenda for future research on the satisfaction-performance relationship is provided.
Abstract: A qualitative and quantitative review of the relationship between job satisfaction and job performance is provided. The qualitative review is organized around 7 models that characterize past research on the relationship between job satisfaction and job performance. Although some models have received more support than have others, research has not provided conclusive confirmation or disconfirmation of any model, partly because of a lack of assimilation and integration in the literature. Research devoted to testing these models waned following 2 meta-analyses of the job satisfaction-job performance relationship. Because of limitations in these prior analyses and the misinterpretation of their findings, a new meta-analysis was conducted on 312 samples with a combined N of 54,417. The mean true correlation between overall job satisfaction and job performance was estimated to be .30. In light of these results and the qualitative review, an agenda for future research on the satisfaction-performance relationship is provided.
4,107 citations
TL;DR: This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership, revealing an overall validity of .44 for transformational leadership and this validity generalized over longitudinal and multisource designs.
Abstract: This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership. Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance.
3,577 citations
TL;DR: This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice and concluding with work that has been done on substitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and e-leadership.
Abstract: This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice. We begin by examining authentic leadership and its development, followed by work that takes a cognitive science approach. We then examine new-genre leadership theories, complexity leadership, and leadership that is shared, collective, or distributed. We examine the role of relationships through our review of leader member exchange and the emerging work on followership. Finally, we examine work that has been done on substitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and e-leadership. This structure has the benefit of creating a future focus as well as providing an interesting way to examine the development of the field. Each section ends with an identification of issues to be addressed in the future, in addition to the overall integration of the literature we provide at the end of the article.
2,402 citations
TL;DR: A considerable amount of research has examined trust since the 1995 publication of as discussed by the authors, and a number of the critical issues that we addressed and provided clarifications and extensions of the topics of levels of analysis, time, control systems, reciprocity, and measurement.
Abstract: A considerable amount of research has examined trust since our 1995 publication. We revisit some of the critical issues that we addressed and provide clarifications and extensions of the topics of levels of analysis, time, control systems, reciprocity, and measurement. We also recognize recent research in new areas of trust, such as affect, emotion, violation and repair, distrust, international and cross-cultural issues, and context-specific models, and we identify promising avenues for future research.
2,370 citations