Culture specific and cross-culturally generalizable implicit leadership theories

Hartog, Deanne N. Den; House, Robert J.; Hanges, Paul J.; Ruiz-Quintanilla, S. Antonio; Dorfman, Peter W.; Abdalla, Ikhlas A.; Adetoun, Babajide Samuel; Aditya, Ram N.; Agourram, Hafid; Akande, Adebowale; Akande, Bolanle Elizabeth; Åkerblom, Staffan; Altschul, Carlos; Alvarez-Backus, Eden; Andrews, Julian; Arias, María Eugenia; Arif, Mirian Sofyan; Ashkanasy, Neal M.; Asllani, Arben; Audia, Guiseppe; Bakacsi, Gyula; Bendova, Helena; Beveridge, David L.; Bhagat, Rabi S.; Blacutt, Alejandro; Bao, Jiming; Bodega, Domenico; Bodur, Muzaffer; Booth, Simon; Booysen, Annie E.; Bourantas, Dimitrios; Brenk, Klas; Brodbeck, Felix C.; Carl, Dale E.; Castel, Philippe; Chang, Chieh Chen; Chau, Sandy; Cheung, Frenda K.K.; Chhokar, Jagdeep S.; Chiu, Jimmy Ka Ho; Cosgriff, Peter; Dastmalchian, Ali; Coleta, José Augusto Dela; Coleta, Marí­lia Ferreira Dela; Deneire, Marc; Dickson, Markus; Donnelly-Cox, Gemma; Earley, P. Christopher; El‐Gamal, Mahmoud A.; Erez, Miriam; Falkus, Sarah; Fearing, Mark; Field, Richard; Fimmen, Carol; Fresé, Michael; Fu, Pingping; Gorsler, Barbara; Gratchev, Mikhail V.; Gupta, Vipin; Gutiérrez, Celia; Hartanto, Frans Marti; Hauser, Markus; Holmberg, Ingalill; Holzer, Marina; Hoppe, Michael H.; Howell, Jon P.; Ibrieva, Elena; Ickis, John; Ismail, Zakaria; Jarmuz, Slawomir; Javidan, Mansour; Jesuíno, Jorge Correia; Ji, Li; Jone, Kuen Yung; Jones, Geoffrey; Jorbenadse, Revaz; Kabasakal, Hayat; Keating, Mary A.; Keller, Andrea; Kennedy, Jeffrey C.; Kim, Jay S.; Kipiani, Giorgi; Kipping, Matthias; Konrad, Edvard; Koopman, P.L.; Kuan, Fuh Yeong; Kurc, Alexandre; Lacassagne, Marie-Françoise; Lee, Sang M.; Leeds, Christopher; Leguizamón, Francisco; Lindell, Martin; Lobell, Jean; Luthans, Fred; Mączyński, Jerzy; Mansor, Norma Binti; Martin, George A.; Martín, M.B. Coco; Martínez, Sandra M.; Messallam, Aly A.; McMillen, Cecilia; Emiko, Misumi; Misumi, Jyuji; Al-Homoud, Moudi A.; Ngin, Phyllisis M.; O'Connell, Jeremiah J.; Ogliastri, Enrique; Papalexandris, Nancy; Peng, T. K.; Preziosa, María Marta; Prieto, José María Laso; Rakitsky, Boris; Reber, Gerhard; Rogovsky, Nikolai; Roy-Bhattacharya, Joydeep; Rozen, Amir; Sabadin, Argio; Sahaba, Majhoub; Bustamante, Colombia Salon De; Santana-Melgoza, Carmen; Sauers, Daniel A.; Schramm‐Nielsen, Jette; Schultz, Majken; Shi, Zuqi; Sigfrids, Camilla; Song, Kye Chung; Szabo, Erna; Teo, Albert C. Y.; Thierry, Henk; Tjakranegara, Jann Hidayat; Trimi, Silvana; Tsui, Anne S.; Ubolwanna, Pavakanum; Wyk, M.W. Van; Vondrysova, Marie; Weibler, Jürgen; Wilderom, Celeste P.M.; Wu, Rongxian; Wunderer, Rolf; Yakob, Nik Rahiman Nik; Yang, Yongkang; Yin, Zuoqiu; Yoshida, Michio; Zhou, Jian

doi:10.1016/s1048-9843(99)00018-1

Cited by 829 publications

(73 citation statements)

References 45 publications

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“…The GLOBE project found high uncertainty avoidance cultures favored leaders who were careful, formal and organized more than in low uncertainty avoidance cultures (Den Hartog et al 1999). This reinforces an earlier study made by Offermann and Hellmann (1997) that found managers from high uncertainty avoidance countries, tend to be more controlling and less delegating.…”

Section: Leadership and Culturesupporting

confidence: 75%

“…Researchers from the GLOBE project, a comprehensive study on the preferred leadership styles of countries around the world, found that individualistic cultures favoured leaders who were different, independent and self-governing. Collectivistic cultures on the other hand preferred leaders who were more team oriented (Den Hartog et al 1999). …”

Section: Leadership and Culturementioning

confidence: 99%

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Leadership and Communication in HCMC, Vietnam

Weng¹

2017

IJBM

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Section: Leadership and Culturesupporting

confidence: 75%

Section: Leadership and Culturementioning

confidence: 99%

Leadership and Communication in HCMC, Vietnam

Weng¹

2017

IJBM

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“…This value orientation shapes unique workplace climate, a platform upon which leadership is both exercised and processed (Langford, 2009). Research indicates that the impact of leadership varies appreciably by those workplace norms and values (Den Hartog et al, 1999;Ehrhart & Klein, 2001;Scandura & Dorfman, 2004;Schaubroeck et al, 2007).…”

Section: Hypothesis 1b: Transactional Leadership Is Negatively Associmentioning

confidence: 99%

“…Prior research has shown that the individuals who are high on power distance accept hierarchy and embrace the leader's influence more fully than their low-PD counterparts (Den Hartog et al, 1999;Hofstede, 1980;Schaubroeck et al, 2007). Thus, teams composed of high-PD members provide a favorable climate for transformational leaders to exercise their inspiring influences and foster team members' dedication and engagement (Ehrhart & Klein, 2001;Langford, 2009).…”

Section: Hypothesis Testsmentioning

confidence: 99%

Leadership and Team Values Shape Employee Engagement: Test of a Multilevel Moderated Mediation Model

Matsunaga¹

2018

IJBM

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The current research scrutinized how a leader's communication and team value orientations interactively relate to employee engagement. The proposed model hypothesized that the impact of leadership on engagement would be mediated by followers' trust toward a leader and this leadership-trust-engagement linkage would be moderated by team power distance and collectivism; in addition, employee voice behavior was examined as a behavioral manifestation of engagement. The results of multilevel structural equation modeling analyses with the data collected at a large electronics company in Japan (n = 638 members and 68 team leaders) revealed that transformational leadership was positively associated with employee trust and engagement when team power distance and collectivism were high, but not when those team values were low. Transactional leadership had negative effects on trust and engagement, regardless of team values. Finally, engagement was strongly positively associated with employee voice behavior. Theoretical and practical implications of these findings are discussed.

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“…Organizational citizenship behaviors are employee behaviors that go above and beyond the formal job descriptions of the individual's position (Burns & Carpenter, 2008;Den Hartog, House, Hanges, Ruiz-Quintanilla, & Dorfman, 1999;DiPaola, Tarter, & Hoy, 2005). Open relationships are a feature of the Open Systems model for enabling school structures.…”

Section: Organizational Citizenship Behaviorsmentioning

confidence: 99%