Culture Leadership And Organizations The Globe Study Of 62 Societies
01 Jan 2016-
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TL;DR: In this article, the authors identify the combination of organizational culture profiles and leadership styles that best support companies implementing lean manufacturing practices, and explore how the association between organizational culture and leadership style occurs in companies that are adopting lean practices.
Abstract: This paper aims at identifying the combination of organisational culture profiles and leadership styles that best support companies implementing lean manufacturing practices. For that, 225 leaders from manufacturing companies at various stages of lean implementation were surveyed. The analytical approach clustered respondents and their respective firms according to prevailing organisational culture, leadership style and level of implementation of lean practices, testing for frequency differences among clusters. This study states that organisational culture profiles are related to leadership styles and lean manufacturing implementation level, suggesting different-from-expected effects of this relationship on lean manufacturing implementation. The study bridges a gap in the literature by exploring how the association between organisational culture and leadership styles occurs in companies that are adopting lean practices.
24 citations
Cites background or methods or result from "Culture Leadership And Organization..."
...Hence, moving from a mass production model to an LM system calls for significant changes on both technical and socio-cultural aspects (Tortorella and Fogliatto 2014), requiring proper organisational culture and leadership (Schein 2004; House et al. 2004; Lagrosen and Lagrosen 2019)....
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...Kull et al. (2014) studied the moderating role of organisational culture on the association between LM and operating performance, based upon the GLOBE National Culture Value Dimensions instrument (House et al. 2004)....
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...Organisational culture is a shared system of beliefs, values and habits that employees acknowledge within an organisation (Hofstede 2001; House et al. 2004; Schein 2004)....
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...…are consistent with previous evidence, indicating that the establishment of a Group culture occurs when goals are shared, and the achievement of higher levels of participation and morale are needed (House et al. 2004; Cameron and Quinn 2005; Padkil and Leonard 2015; Stentoft and Freytag 2020)....
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TL;DR: In this paper, the authors focused on national culture as a determinant of entrepreneurship, and family firms' creation, and described the effect of national culture on entrepreneurship in different cultural communities using the Hofstede's model and GLOBE study.
Abstract: Entrepreneurship is increasingly being recognized as an important factor for economic growth and the regeneration of economies. The importance of different cultural dimensions and their effect on entrepreneurship has been noted in a number of studies. This paper focuses on national culture as a determinant of entrepreneurship, and family firms’ creation. National culture is important for interpreting for the differences of entrepreneurial activities across countries. The different dimensions of national culture affect different aspects of entrepreneurship and opportunities family firms’ creation. The paper describes the effect of national culture on entrepreneurship in different cultural communities using the Hofstede’s model and GLOBE study.
24 citations
Cites background from "Culture Leadership And Organization..."
...National culture can be defined as a country’s shared practices and values [House et al., 2004, p.21]....
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TL;DR: The concept of public service motivation has drawn considerable research and practitioner interest as a useful behavioral construct that public sector leaders can use to motivate, attract, and retrain public service workers as mentioned in this paper.
24 citations
Additional excerpts
...Scholars have associated these contexts with Confucian values (Parola et al. 2019; House et al. 2004)....
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TL;DR: In this article, the authors examine the manner in which American Indian leaders negotiate the boundaries between their indigenous organizations and the non-indigenous communities in which they do business and find that leaders define self through their collective identity, which is heavily influenced by tribal affiliation and tribal culture.
Abstract: Tribally owned American Indian enterprises provide a unique cross-cultural setting for emerging Native American business leaders. This article examines the manner in which American Indian leaders negotiate the boundaries between their indigenous organizations and the nonindigenous communities in which they do business. Through a series of qualitative interviews, we find that American Indian business leaders fall back on a strong sense of “self,” which allows them to maintain effective leadership across boundaries. This is highly consistent with theories of authentic leadership. Furthermore, we find that leaders define self through their collective identity, which is heavily influenced by tribal affiliation and tribal culture. We add to the literature on authentic leadership by showing the role that culture and collective identity have in creating leader authenticity within the indigenous community.
23 citations
Cites background from "Culture Leadership And Organization..."
...The Global Leadership and Organizational Behavior Effectiveness (GLOBE) studies (House et al., 2004) are a collection of longitudinal studies in 62 countries that examine the influences of national and organizational culture on organizational leadership....
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...The importance of national culture with respect to management leadership is described by Hofstede (1980), Dorfman and House (2004), and House et al. (2004)....
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...Additional research could examine the extent to which Native American cultural values are or are not reflected in the GLOBE cross-cultural dimensions (House et al., 2004) and the implications that this may have for managerial practices within organizations that seek to employ American Indians....
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TL;DR: In this article, the authors assess the impact of culture on state behavior in international crises, specifically with regard to mediation and its outcome, and test hypotheses rooted in both the internation...
Abstract: In order to assess the impact of culture on state behavior in international crises, specifically with regard to mediation and its outcome, this study tests hypotheses rooted in both the internation...
23 citations
Cites background from "Culture Leadership And Organization..."
...Societies high in uncertainty avoidance tend to formalize their interactions with others, be more risk averse, and have rules to make behavior more predictable (Sully de Luque and Javidan 2004)....
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References
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Umeå University1, North-West University2, Tilburg University3, University of Queensland4, National Research University – Higher School of Economics5, Victoria University of Wellington6, University of Lyon7, Stanford University8, Peking University9, Southwest University10, University of Zagreb11, Academy of Sciences of the Czech Republic12, Tallinn University13, University of Provence14, Heidelberg University15, Panteion University16, Tel-Hai Academic College17, Kyorin University18, Gunma University19, Hosei University20, Vilnius University21, Klaipėda University22, Universidad de Sonora23, The Catholic University of America24, University of Coimbra25, University of the Algarve26, Moscow State University27, University of Education, Winneba28, Tver State University29, Saratov State University30, Saint Petersburg State University31, Russian Academy32, Complutense University of Madrid33, University of East London34, Google35
TL;DR: In this paper, the structural equivalence of the Zimbardo Time Perspective Inventory (ZTPI) across 26 samples from 24 countries (N = 12,200) was assessed.
Abstract: In this article, we assess the structural equivalence of the Zimbardo Time Perspective Inventory (ZTPI) across 26 samples from 24 countries (N = 12,200). The ZTPI is proven to be a valid and reliable index of individual differences in time perspective across five temporal categories: Past Negative, Past Positive, Present Fatalistic, Present Hedonistic, and Future. We obtained evidence for invariance of 36 items (out of 56) and also the five-factor structure of ZTPI across 23 countries. The short ZTPI scales are reliable for country-level analysis, whereas we recommend the use of the full scales for individual-level analysis. The short version of ZTPI will further promote integration of research in the time perspective domain in relation to many different psycho-social processes.
525 citations
TL;DR: Wang et al. as discussed by the authors examined the concept of humility among chief executive officers and the process through which it is connected to integration in the top management team (TMT) and middle managers' responses.
Abstract: In this article, we examine the concept of humility among chief executive officers (CEOs) and the process through which it is connected to integration in the top management team (TMT) and middle managers’ responses. We develop and validate a comprehensive measure of humility using multiple samples and then test a multilevel model of how CEOs’ humility links to the processes of top and middle managers. Our methodology involves survey data gathered twice from 328 TMT members and 645 middle managers in 63 private companies in China. We find CEO humility to be positively associated with empowering leadership behaviors, which in turn correlates with TMT integration. TMT integration then positively relates to middle managers’ perception of having an empowering organizational climate, which is then associated with their work engagement, affective commitment, and job performance. Findings confirm our hypotheses based on social information processing theory: humble CEOs connect to top and middle managers through c...
403 citations
TL;DR: Investigation of gender differences in three facets of the Narcissistic Personality Inventory revealed that observed gender differences were not explained by measurement bias and thus can be interpreted as true sex differences.
Abstract: Despite the widely held belief that men are more narcissistic than women, there has been no systematic review to establish the magnitude, variability across measures and settings, and stability over time of this gender difference. Drawing on the biosocial approach to social role theory, a meta-analysis performed for Study 1 found that men tended to be more narcissistic than women (d = .26; k = 355 studies; N = 470,846). This gender difference remained stable in U.S. college student cohorts over time (from 1990 to 2013) and across different age groups. Study 1 also investigated gender differences in three facets of the Narcissistic Personality Inventory (NPI) to reveal that the narcissism gender difference is driven by the Exploitative/Entitlement facet (d = .29; k = 44 studies; N = 44,108) and Leadership/Authority facet (d = .20; k = 40 studies; N = 44,739); whereas the gender difference in Grandiose/Exhibitionism (d = .04; k = 39 studies; N = 42,460) was much smaller. We further investigated a less-studied form of narcissism called vulnerable narcissism—which is marked by low self-esteem, neuroticism, and introversion—to find that (in contrast to the more commonly studied form of narcissism found in the DSM and the NPI) men and women did not differ on vulnerable narcissism (d = −.04; k = 42 studies; N = 46,735). Study 2 used item response theory to rule out the possibility that measurement bias accounts for observed gender differences in the three facets of the NPI (N = 19,001). Results revealed that observed gender differences were not explained by measurement bias and thus can be interpreted as true sex differences. Discussion focuses on the implications for the biosocial construction model of gender differences, for the etiology of narcissism, for clinical applications, and for the role of narcissism in helping to explain gender differences in leadership and aggressive behavior. Readers are warned against overapplying small effect sizes to perpetuate gender stereotypes.
382 citations
TL;DR: The authors explored several types of school contexts (institutional, community, socio-cultural, political, economic, school improvement) and what they have learned about how they shape school leadership practice and found that the need to contextualize leadership highlights deficiencies in modal research.
Abstract: Research on educational leadership and management has resulted in the accumulation of increasingly persuasive findings concerning the impact school leadership can have on school performance. Indeed, there is a growing consensus that there exists a generic set of leadership practices (e.g. goal setting, developing people) which must be adapted to meet the needs and constraints that describe different school contexts. However, to date, researchers have yet to develop a theory or report comprehensive findings on this challenge. This paper explores several types of school contexts (institutional, community, socio-cultural, political, economic, school improvement) and what we have learned about how they shape school leadership practice. The analysis leads to several conclusions and recommendations. First, it affirms, elaborates and extends the assertion made by scholars of the importance of examining leadership in context. Second, the need to contextualize leadership highlights deficiencies in modal research m...
311 citations
University of Sussex1, University of Toulouse2, Pontifical Catholic University of Chile3, University of Miami4, Barry University5, Northwestern University6, West University of Timișoara7, University of Buea8, Nanyang Technological University9, Makerere University10, University of Namibia11, National Research University – Higher School of Economics12, Université catholique de Louvain13, University of Iceland14, American University of Beirut15, Complutense University of Madrid16, Ateneo de Manila University17, University of Cambridge18, Chinese Academy of Sciences19, North China University of Science and Technology20, University of Gdańsk21, Hokkaido University22, Osaka University23, Pontifical Catholic University of Peru24, University of Tartu25, Istanbul Şehir University26, University of Ghana27, Yaşar University28, Bilkent University29, Thammasat University30, University of Colorado Colorado Springs31, University of Wisconsin-Madison32, University of Los Andes33, Universidade Federal do Rio Grande do Sul34, University of Malaya35, University of Agder36, Victoria University of Wellington37, Uludağ University38, Ankara University39, Sultan Qaboos University40, Addis Ababa University41, The Chinese University of Hong Kong42, Hungarian Academy of Sciences43, Federal University of Paraíba44, Federal University of Pará45, Leipzig University46, University of Jena47, University of Milan48, Hong Kong Polytechnic University49
TL;DR: A new 7-dimensional model of self-reported ways of being independent or interdependent is developed and validated across cultures and will allow future researchers to test more accurately the implications of cultural models of selfhood for psychological processes in diverse ecocultural contexts.
Abstract: Markus and Kitayama’s (1991) theory of independent and interdependent self-construals had a major influence on social, personality, and developmental psychology by highlighting the role of culture in psychological processes. However, research has relied excessively on contrasts between North American and East Asian samples, and commonly used self-report measures of independence and interdependence frequently fail to show predicted cultural differences. We revisited the conceptualization and measurement of independent and interdependent self-construals in 2 large-scale multinational surveys, using improved methods for cross-cultural research. We developed (Study 1: N = 2924 students in 16 nations) and validated across cultures (Study 2: N = 7279 adults from 55 cultural groups in 33 nations) a new 7-dimensional model of self-reported ways of being independent or interdependent. Patterns of global variation support some of Markus and Kitayama’s predictions, but a simple contrast between independence and interdependence does not adequately capture the diverse models of selfhood that prevail in different world regions. Cultural groups emphasize different ways of being both independent and interdependent, depending on individualism-collectivism, national socioeconomic development, and religious heritage. Our 7-dimensional model will allow future researchers to test more accurately the implications of cultural models of selfhood for psychological processes in diverse ecocultural contexts. (PsycINFO Database Record (c) 2016 APA, all rights reserved)
309 citations