Perceptions of Transformational Leadership among Asian Americans and Caucasian Americans: A Level of Analysis Perspective

Abstract

Executive Summary This study asserted a theoretical framework of transformational leadership and its effects on several process and outcome variables among Asian Americans and Caucasian Americans from a levels of analysis perspective. Nomological relationships among the constructs of interest also were tested. Results indicated that effects of transformational leadership were positive, but generally stronger among Asian Americans than among Caucasian Americans. Results from Within and Between Analysis indicated that variation in perceptions of transformational leadership and other measured variables in the two ethnic groups was mainly due to individual differences. Based on these results, we offer several theoretical and practical implications.

Transformational leadership and R&D workers' multiple commitments: Do justice and span of control matter?

“…Indeed, previous research claims that TL tends to emerge and be more effective in collectivist environments and for collectivists (Bass, 1995;Felfe, Yan, & Six, 2008, Jung, Bass, & Sosik, 1995Walumbwa, Lawler, & Avolio, 2007). Cultural values in such contexts seem to be more in line with those leaders' emphases on a collective mission and collective goals and responsibilities (Jung & Yammarino, 2001).…”

Moderating role of subordinates' attitudes on transformational leadership and effectiveness: A multi-cultural and multi-level perspective

“…Bass (1997) also argued the universal nature of transformational leadership and its positive impact on various work outcomes across cultures. Several empirical findings indeed demonstrated the positive effect on many work outcomes across a variety of cultures (Dorfman, 1997;Fu & Yukl, 2000;Jung & Yammarino, 2001;Popper, Mayseless, & Castelnovo, 2000;Zhu, Chew, & Spangler, 2005).…”

“…First, since transformational leadership increases followers' motivation and encourages extra effort to go beyond the call of duty for the sake of the group and organization, such leadership elevates the importance of the collective among followers (Jung & Yammarino, 2001). As a result, followers' motivational states in working with a transformational leader are expected to shift from self-interests to collective-interests and, subsequently, they would be expected to experience their success through group accomplishments (Shamir et al, 1993).…”

Transformational leadership, creativity, and organizational innovation

“…Second, this positive relationship exists in collectivist Turkey (Hofstede, 1980), supporting the arguments by Bass (1990a) that transformational leadership is more likely to emerge in collectivist cultures than in the individualist cultures of the West and that collectivists perform better under transformational leadership. A number of studies report a stronger positive effect of transformational leadership on the creative performance of collectivists as compared to individualists (e.g., Jung and Avolio, 1999;Jung and Yammarino, 2001).…”

“…Bass (1995) argues that transformational leadership is more likely to emerge in collectivist cultures than in the individualistic cultures of the West. Jung and Yammarino (2001) report that the effects of this kind of leadership are stronger among collectivists than among individualists. H1: Transformational leadership relates positively to followers' creativity.…”