Culture Leadership And Organizations The Globe Study Of 62 Societies
01 Jan 2016-
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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
Cites background from "Culture Leadership And Organization..."
...It would be interesting to explore how subordinates respond to humble CEOs or leaders in Western contexts such as the United States, where humility is assumed to be more rare or less valued (House et al., 2004)....
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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
Cites methods from "Culture Leadership And Organization..."
...We coded each sample’s country of data collection using gender egalitarianism ratings as reported in Emrich et al. (2004)....
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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
Cites background from "Culture Leadership And Organization..."
...Quantitative, cross-national comparative studies have proven extremely valuable in elaborating and testing the cross-cultural generalizability of leadership models in the general management literature (House et al., 2004)....
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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
Cites background or methods or result from "Culture Leadership And Organization..."
...independence and interdependence as separate and unitary dimensions of individual differences (see Taras et al., 2014). We believe that this model poorly reflects Markus and Kitayama’s (1991) original theorizing, and that its prevalence in the literature stems from a longstanding neglect of wellknown principles of cross-cultural research methodology. In the current paper, we seek to revisit —and hopefully reinvigorate—Markus and Kitayama’s (1991) original goal of revealing the diversity of models of selfhood across cultures....
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...Crucially, we sampled participants from 16 cultural contexts, used a more extensive pool of items than in previous exploratory studies, adjusted ratings for acquiescent response style, and used appropriate statistical procedures for individual-level analysis of pancultural data (Leung & Bond, 1989). This informed the development of a new, seven-dimensional model of individual differences in self-construals, extending Markus and Kitayama’s (1991) original theory....
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...In so doing, we were especially interested to test the adequacy of Markus and Kitayama’s (1991) contrast between independence and interdependence to represent global variation in self-construals....
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...Markus and Kitayama’s (1991) theory of independent and interdependent self-construals had a major influence...
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...We divided our cultural groups into six ‘world regions’, according to both geographical position and cultural heritage: Western, Eastern European, Middle Eastern, Southern and Eastern Asian, Sub-Saharan African, and Latin American (see Table 4). To do this, we drew on the classification of countries into major world regions by the United Nations Department of Economic and Social Affairs (2011), as well as the cultural regions identified in major previous studies of cross-cultural differences (Georgas & Berry, 1995; Georgas et al....
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References
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TL;DR: The authors argue that there is no one single Asian management culture that distinguishes the Asian countries from those of the rest of the world, based on a wide review of the literature at hand.
Abstract: In this article, we ask ‘is there an Asian management culture?’. This question is of significant practical and methodological relevance. Our conclusion, based on a wide review of the literature at hand, is quite unequivocal: we argue that there is no one single Asian management culture that distinguishes the Asian countries from those of the rest of the world.
7 citations
TL;DR: In this paper, a model of when and how gender diversity affects organization performance was developed to investigate diversity management in an under-researched country by merging theoretical insights developed in the Western literature with cultural aspects of a traditionally homogeneous country, South Korea.
Abstract: The purpose of this paper is to investigate diversity management in an under-researched country by merging theoretical insights developed in the Western literature with cultural aspects of a traditionally homogeneous country, South Korea.,This study integrates theory and research on why diversity can have either a positive (i.e. the information/decision-making paradigm) or a negative (i.e. the social categorization paradigm) effect on performance with different diversity perspectives (i.e. integration-and-learning, access-and-legitimacy, and discrimination-and-fairness). This study develops a model of when and how gender diversity affects organization performance and test the model with a sample of 177 South Korean organizations.,This study finds that gender diversity is negatively related to organization performance in South Korea. This study also finds that the effect of gender diversity is contingent on organizational diversity perspectives. Organizations with high gender diversity perform better to the extent that they have a discrimination-fairness perspective, but not a business-oriented perspective. On the other hand, a discrimination-fairness perspective is unrelated to performance for organizations that are low in gender diversity.,Although gender diversity in the South Korean workplace continues to increase, the relationship between gender diversity and organization performance has rarely been studied in the aspect of Korea’s traditionally homogeneous culture. This study highlights the importance of cultural-contingencies in understanding the consequences of diversity.
7 citations
TL;DR: The authors compared the results of two Type 3 (emic-as-emic) and Type 4 (emicandetic) indigenous cross-case/cross-nation comparative studies of effective and ineffective manage...
Abstract: This Type 4 (emic-and-etic) indigenous cross-case/cross-nation comparative study compares the results of two Type 3 (emic-as-emic) indigenous replication studies of effective and ineffective manage...
7 citations
TL;DR: The organization and management of universities have changed radically in recent years and has been the subject of various studies as mentioned in this paper, however, one line of research that receives little attention, however, is...
Abstract: The organization and management of universities have changed radically in recent years and has been the subject of various studies. One line of research that receives little attention, however, is ...
7 citations
DOI•
11 Dec 2019TL;DR: In this paper, the authors studied the behavior of the entrepreneur in situations of risk, in the context of SMEs, with a narrative and critical chronological approach, and used a deductive approach to define a theoretical framework on the subject that is being studied.
Abstract: The term entrepreneur was introduced by Richard Cantillon (1755), by identifyingthe category of entrepreneurs as “the only one characterized by an actual risk,that is, by the fact or condition of buying at a certain price and selling to anuncertain price” (Blaug, 2000).The purpose of this study, as well as the main objective, is the analysis of theentrepreneur's attitude towards the risk. In particular, we will try to answer thefollowing questions: How is the behavior of the entrepreneur studied in situationsof risk? How is the behavior of the entrepreneur in situations of risk, in thecontext of SMEs?From the methodological point of view, it was decided to carry out a systematicreview of literature, with a narrative and critical chronological approach (Booth et al., 2012). A deductive approach was used in order to define a theoreticalframework on the subject that is being studied (Saunders et al., 2016) and amilestone for future research, also taking into account any empirical aspects.
6 citations