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AbstractUnderstanding cultural differences is critical to international business success. Hofstede's (1980) model of national culture is widely used to identify such differences. The cultural dimensions identified in Hofstede's model, however, are not gender-specific, with one exception, masculinity/femininity. Hofstede's data were gathered in the late 1960s and early 1970s. Considerable change has taken place since that time, particularly in the areas of education, legislation, and workforce composition. It is proposed that these changes, among others, may have resulted in gender differences in dimensions of national culture. This study provides an exploratory examination of gender differences in cultural characteristics in two industrialised countries with distinctly different cultures, Japan and the USA. Results indicate that gender differences exist in the power distance dimension for Japan and in the individualism/collectivism dimension for Japan and the USA. Theoretical and practical implications of these findings are discussed.
In this conceptual research, the authors develop an integrative framework for the relationship between mindfulness and leader effectiveness. Mindfulness is suggested to affect leader effectiveness via its impact on leader characteristics and behaviors that enable trust based relationships between the leader and followers. The paper provides detailed overviews of trust and mindfulness and their relationship to leadership. In-depth theoretical reflections on the linkages among the relevant concepts are offered. Of particular interest are the relationships between mindfulness mechanisms, leader characteristics and behaviors, and trustworthiness and trust.
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