Book•
Cultures and Organizations: Software of the Mind
01 Jan 1991-
TL;DR: In this article, the differences in the way strategists and their followers think are discussed, and practical solutions for those in business to help solve conflict between different groups are proposed, with a focus on how to find common problems which demand cooperation for the solution of these problems.
Abstract: Despite calls for better co-operation between countries and different cultures, there is still confrontation between people, groups and nations. But at the same time they are exposed to common problems which demand cooperation for the solution of these problems. This book helps to understand the differences in the way strategists and their followers think, offering practical solutions for those in business to help solve conflict between different groups.
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TL;DR: A review of research examining contextual factors that can either foster or hinder employee creativity at individual, job, group, and organizational level is provided in this paper, where the role of leadership and the use of different human resource practices for developing a work context that is supportive of creativity is discussed.
Abstract: This article provides a current review of research examining contextual factors that can either foster or hinder employee creativity at the individual, job, group, and organizational level. Specifically, we examine the role of leadership and the use of different human resource practices for developing a work context that is supportive of creativity. Finally, based on our review, we discuss practical implications for managers, propose areas that need further research attention, and highlight possible new directions for future research.
1,559 citations
TL;DR: In this paper, the authors examined whether psychological empowerment mediated the effects of transformational leadership on followers' organizational commitment, and also examined how structural distance between leaders and followers moderated the relationship between transformation and organizational commitment.
Abstract: Summary Using a sample of 520 staff nurses employed by a large public hospital in Singapore, we examined whether psychological empowerment mediated the effects of transformational leadership on followers’ organizational commitment. We also examined how structural distance (direct and indirect leadership) between leaders and followers moderated the relationship between transformational leadership and organizational commitment. Results from HLM analyses showed that psychological empowerment mediated the relationship between transformational leadership and organizational commitment. Similarly, structural distance between the leader and follower moderated the relationship between transformational leadership and organizational commitment. Implications for research and practice of our findings are discussed. Copyright # 2004 John Wiley & Sons, Ltd.
1,524 citations
Cites background from "Cultures and Organizations: Softwar..."
...The prior research cited above was conducted in Western cultures, where power distance is perhaps not as high as in Singaporean culture (Hofstede, 1991)....
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TL;DR: In this paper, the authors examined the validity of the measurement model and factor structure of Bass and Avolio's Multifactor Leadership Questionnaire (MLQ) (Form 5X).
Abstract: In this study, we examined the validity of the measurement model and factor structure of Bass and Avolio’s Multifactor Leadership Questionnaire (MLQ) (Form 5X). We hypothesized that evaluations of leadership—and hence the psychometric properties of leadership instruments—may be affected by the context in which leadership is observed and evaluated. Using largely homogenous business samples consisting of 2279 pooled male and 1089 pooled female raters who evaluated same-gender leaders, we found support for the nine-factor leadership model proposed by Bass and Avolio. The model was configurally and partially metrically invariant—suggesting that the same constructs were validly measured in the male and female groups. Mean differences were found between the male and female samples on four leadership factors (Study 1). Next, using factor-level data of 18 independently gathered samples (N=6525 raters) clustered into prototypically homogenous contexts, we tested the nine-factor model and found it was stable (i.e., fully invariant) within homogenous contexts (Study 2). The contextual factors comprised environmental risk, leader–follower gender, and leader hierarchical level. Implications for use of the MLQ and nine-factor model are discussed.
1,518 citations
Cites background from "Cultures and Organizations: Softwar..."
...As House and Aditya (1997) pointed out, one of the drawbacks in leadership research has been an oversimplification of the factors underlying the conceptualization and measurement of leadership....
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...Given the similarity of the British culture to that of the United States in terms of leadership (Hofstede, 1991), including the study of Carnegie with samples collected within the United States was deemed appropriate....
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TL;DR: The pan-cultural hierarchy of values is discussed in this article, where the authors demonstrate that correctly interpreting the value hierarchies of groups requires comparison with the pancultural normative baseline, and explain its adaptive functions in meeting the requirements of successful societal functioning.
Abstract: Beyond the striking differences in the value priorities of groups is a surprisingly widespread consensus regarding the hierarchical order of values. Average value hierarchies of representative and near representative samples from 13 nations exhibit a similar pattern that replicates with school teachers in 56 nations and college students in 54 nations. Benevolence, self-direction, and universalism values are consistently most important; power, tradition, and stimulation values are least important; and security, conformity, achievement, and hedonism are in between. Value hierarchies of 83% of samples correlate at least .80 with this pan-cultural hierarchy. To explain the pan-cultural hierarchy, the authors discuss its adaptive functions in meeting the requirements of successful societal functioning. The authors demonstrate, with data from Singapore and the United States, that correctly interpreting the value hierarchies of groups requires comparison with the pan-cultural normative baseline.
1,505 citations
TL;DR: A quantitative meta-analysis of previous research on the technology acceptance model indicated a significant influence of subjective norm on perceived usefulness and behavioral intention to use.
1,400 citations