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Culture Leadership And Organizations The Globe Study Of 62 Societies

01 Jan 2016-
TL;DR: For example, the authors found that people search numerous times for their chosen books like this culture leadership and organizations the globe study of 62 societies, but end up in infectious downloads, instead of reading a good book with a cup of tea in the afternoon, instead they juggled with some infectious virus inside their desktop computer.
Abstract: Thank you for reading culture leadership and organizations the globe study of 62 societies. Maybe you have knowledge that, people have search numerous times for their chosen books like this culture leadership and organizations the globe study of 62 societies, but end up in infectious downloads. Rather than reading a good book with a cup of tea in the afternoon, instead they juggled with some infectious virus inside their desktop computer.
Citations
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Journal ArticleDOI
TL;DR: In this paper, the authors examined cultural values that influence the leadership perceptions from a sample of 1140 managers in Sri Lanka organizations and found that trust, sustainability and loyalty were the most important ethical leadership characteristics with three distinct leadership perspectives.
Abstract: In this paper, we examine cultural values that influence the leadership perceptions from a sample of 1140 managers in Sri Lankan organizations. Multivariate analysis such as regression, factor analysis and structural equation modeling was employed to explain leadership excellence. Trust and sustainability were found to be the most important ethical leadership characteristics with three distinct leadership perspectives—nurtured organization, good management and excellent leadership. Implications of this study suggest that trust, sustainability and loyalty should be emulated within a nurtured organization, and good management practice with less emphasis on morality should be emulated for developing HR capacity in Sri Lanka.

12 citations


Cites background from "Culture Leadership And Organization..."

  • ...However, this is not straightforward, and even well-cited studies such as House’s GLOBE study have failed to achieve this (see [89,90])....

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Journal ArticleDOI
TL;DR: In this paper, the authors analyzed corporate social responsibility (CSR) in the state of Qatar, aiming to determine the discipline' global and glocal dimensions, and investigated the notion that CSR remains western-driven in contrast to the scholarly trend that increasingly values national variables.

12 citations

Book ChapterDOI
10 Mar 2015
TL;DR: In this paper, a qualitative study of Chinese Canadians working in large financial institutions in Toronto, Ontario and Vancouver, British Columbia was conducted to explore bicultural identity within an organizational context and to critically investigate power structures that determine senior leadership roles.
Abstract: This research described in this chapter delves into the social issue of equity representation of visible minorities, specifically Chinese Canadians, in leadership roles. The author describes her qualitative study which investigated the career experiences and perspectives of Chinese Canadians working in large financial institutions in Toronto, Ontario and Vancouver, British Columbia. This research goes beyond the paradigm of employment equity to explore bicultural identity within an organizational context and to critically investigate power structures that determine senior leadership roles. The study relied on a blended methodology of social scientific quantitative measures and phenomenography. It also is built around an interdisciplinary framework that is comprised of labor studies, race and cultural studies, organizational behavior, economics, and leadership studies. The findings suggest that, within this large financial institution, bicultural leaders are not ascending to senior leadership roles due to unintended cultural biases in organizational practices and norms. They further suggest that bicultural leaders within this organization contribute valuable skills, attributes, and leadership practices that are unrecognized in the current organizational culture. The research affirmed that Chinese Canadian employees contribute important skills, intercultural competence, and perspectives that enhance the practice of leadership, but that their leadership potential may not be fully recognized due to unintended organizational bias. The phenomenographic study also revealed career conceptions of acculturation for Chinese Canadians within this financial institution. The discussion suggests that this financial organization needs to adapt to the changing workforce demographics and create an inclusive organizational culture that engages the talents of bicultural leaders.

12 citations

Journal ArticleDOI
TL;DR: In this paper, the authors investigated the influence of national culture on the use of professional services, particularly management consulting services, and found that organizations in high uncertainty avoidance and individualistic cultures use professional services less than organizations in low uncertainty avoidance, and collectivist cultures.

12 citations


Cites background from "Culture Leadership And Organization..."

  • ...…which stands for Global Leadership and Organizational Hofstede's original dimensions (e.g., uncertainty avoidance, individualism/collectivism) (House et al., 2004), Hofstede's cultural dimensions are closer to the argument that clients might refrain from using consulting services because of…...

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01 Jan 2014
TL;DR: In this article, a model that incorporates a number of economic variables (market-seeking and efficiency-seeking motives) together with government policies, the culture dimension and business networks, to investigate Multinational Corporations' (MNCs) motivation to invest abroad and validates them in the context of the Vietnamese services industry with the aim of enhancing current literature regarding MNCs' motivations to invest in Vietnam.
Abstract: Foreign direct investment (FDI) is as an important source of economic growth, especially in developing countries like Vietnam. Therefore, Vietnam has maintained a policy of encouraging FDI since the promulgation of the first Law on Foreign Investment in 1987. Foreign investors responded to this open door policy quickly which resulted in Vietnam receiving a large amount of FDI. Despite a considerable number of studies examining the determinants of FDI inflow, these studies have resulted in conflicting opinions. Some have argued that economic variables together with government policies are the important factors affecting FDI. Others suggest that not only traditional economic factors and government policies, but also cultural factors and business networks are the main determinants of FDI. This thesis develops a model that incorporates a number of economic variables (market-seeking and efficiency-seeking motives) together with government policies, the culture dimension and business networks, to investigate Multinational Corporations’ (MNCs) motivation to invest abroad and validates them in the context of the Vietnamese services industry with the aim of enhancing current literature regarding MNCs’ motivations to invest in Vietnam. The primary data (from 288 MNCs operating in the services industry in Vietnam) was predominantly analysed through structural equation modelling to assess a number of hypotheses concerning FDI determinants. Other techniques employed for data analysis included descriptive statistics and confirmatory factor analysis to examine the construct validity of the research measures and to cluster the variables into common factors that can present relationships among sets of interrelated variables. The analysis revealed a number of significant findings. First, the study confirmed the Eclectic paradigm view the market-seeking motives significantly influences FDI location decisions. Second, efficiency-seeking motives and business networks have an insignificant influence on FDI location decisions. Finally, the study also shows the

11 citations


Cites background or methods from "Culture Leadership And Organization..."

  • ...Therefore, based on Hofstede’s (1980; 2001) dimensions and the GLOBE models (House et al. 2004) , this study measured culture dimension by two items, power distance (C1_B 46 and C1_B47) and long-term orientation (C1_B48)....

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  • ...Most of these studies (Lopez-Duarte & Vidal-Suarez 2010; Pan 2003) have measured the cultural variable based on Hofstede’s (1980; 2001) dimensions or the GLOBE models (House et al. 2004) of national culture or have adopted Kogut and Singh’s (1988) index of cultural distance....

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  • ...Despite these concerns, Hofstede’s model, the Kogut and Singh (1988) index and the GLOBE study (House et al. 2004) are generally accepted as the most comprehensive frameworks of national cultural values in international business and management....

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  • ...Recently, House et al. (2004) conducted a research project named the GLOBE(9) model to measure culture dimension....

    [...]

  • ...Previous studies have measured the cultural variable based on many measurements, such as Hofstede’s (1980; 2001) dimensions, the GLOBE models of national culture (House et al. 2004) or Kogut and Singh’s (1988) index of cultural distance....

    [...]

References
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Journal ArticleDOI
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

Journal ArticleDOI
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

Journal ArticleDOI
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

Journal ArticleDOI
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

Journal ArticleDOI
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