Journal ArticleDOI
In the Eye of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE
TLDR
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...read more
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Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Level, Cross-Cultural Examination
TL;DR: This paper found that individual follower's "power distance" orientation and their group's shared perceptions of tra... using 560 followers and 174 leaders in the People's Republic of China and United States.
Journal ArticleDOI
Conceptualizing and measuring cultures and their consequences: a comparative review of GLOBE's and Hofstede's approaches
TL;DR: In this article, the authors explain why GLOBE used a set of cultural values and practices to measure national cultures and show that there is no theoretical or empirical basis for Hofstede's criticism that these measures of values are too abstract or for his contention that national and organizational cultures are phenomena of different order.
Journal ArticleDOI
Cultural and leadership predictors of corporate social responsibility values of top management: a GLOBE study of 15 countries
David A. Waldman,Mary F. Sully de Luque,Nathan T. Washburn,Robert J. House,Bolanle Adetoun,Angel Barrasa,Mariya Bobina,Muzaffer Bodur,Yi Jung Chen,Sukhendu Debbarma,Peter W. Dorfman,Rosemary R. Dzuvichu,Idil V. Evcimen,Ping Ping Fu,Mikhail Grachev,Roberto Gonzalez Duarte,Vipin Gupta,Deanne N. Den Hartog,Annebel H. B. De Hoogh,Jon P. Howell,Kuen Yung Jone,Hayat Kabasakal,Edvard Konrad,P.L. Koopman,Rainhart Lang,Cheng Chen Lin,Jun Liu,Boris Martinez,Almarie E. Munley,Nancy Papalexandris,T. K. Peng,Leonel Prieto,Narda R. Quigley,James Rajasekar,Francisco Gil Rodríguez,Johannes Steyrer,Betania Tanure,Henk Thierry,V. M. Thomas,Peter T. van den Berg,Celeste P.M. Wilderom +40 more
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.
Journal ArticleDOI
Ethical and Unethical Leadership: Exploring New Avenues for Future Research
TL;DR: In this paper, the authors review literature relevant to the social scientific study of ethics and leadership, as well as outline areas for future study, and discuss ethical leadership and draw from emerging research on "dark side" organi- zational behavior to widen the boundaries of the review to include ethical leadership.
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Leadership competency profiles of successful project managers
Ralf Müller,Rodney Turner +1 more
TL;DR: In this paper, the authors examined the leadership competency profiles of successful project managers in different types of projects and found that high expressions of one IQ sub-dimension (critical thinking) and three EQ sub-dimensions (i.e. influence, motivation and conscientiousness) varied by project type.
References
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Journal ArticleDOI
Does the Transactional-Transformational Leadership Paradigm Transcend Organizational and National Boundaries?
TL;DR: There is universality in the transactional transformational leadership paradigm as discussed by the authors and the same conception of phenomena and relationships can be observed in a wide range of organizations and cultures, and exceptions can be understood as a consequence of unusual attributes of the organizations or cultures.
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National Culture and the Values of Organizational Employees A Dimensional Analysis Across 43 Nations
TL;DR: In this paper, the values of 8,841 managers and organization employees from 43 countries were surveyed and found that there are substantial differences in modal cultural values of organization employees and that these are largely consistent with differences reported by others.
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The Cultural Diversity of Western Conceptions of Management
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TL;DR: A review of the scope and domain of cross cultural organizational leadership research can be found in this paper, where several unresolved issues concerning cross cultural theory and investigation including appropriate ways of measuring cultural phenomena, processes by which cultural forces influence the members of collectivities, and the moderating influence of external variables such as international competition, military agression, external political pressures, exposure to international media, and technological forces.
Journal Article
Developing Leaders for the Global Frontier
TL;DR: In this article, the authors conducted a three-year study across Europe, North America, and Asia and found that companies seek more global leaders and desire future global leaders of higher caliber and quality.