Relevance of culture in studies of leadership: ignored or dismissed?

Atwater, Leanne; Yu, Jia; Tawse, Alex; Fields, Lauren H.; McFarren, Jeffrey A.; Nae, Eun Young

doi:10.1007/s10490-019-09678-w

Cited by 14 publications

(8 citation statements)

References 31 publications

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“…Recent meta-analytic examinations of leadership highlight the role of culture-contextual factors in shaping the behavioral intentions of individuals and the need to consider these factors when examining the effect of leadership styles (Atwater et al , 2021; Lee et al , 2018; Zhang et al , 2019). This study echoes these calls and reveals that PD and CO play a crucial role in unlocking the effects of the TFL and TSL styles.…”

Section: Discussionmentioning

confidence: 99%

“…Furthermore, leadership has certain explanatory power within specific cultural contexts, with mixed and even contradictory empirical findings for the effects of TFL and TSL styles (Deichmann and Stam, 2015). A series of recent meta-analysis studies emphasized the need for more nuanced theorization regarding the moderating roles of cultural factors (Atwater et al , 2021; Lee et al , 2018; Zhang et al , 2019).…”

Section: Introductionmentioning

confidence: 99%

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Playing the cards right: exploring the way leadership influences organizational citizenship behavior for the environment in megaprojects

Wang

Locatelli

Zhang

et al. 2021

ECAM

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PurposeOrganizational citizenship behaviors for the environment (OCBEs) represent a crucial element of environmental sustainability for a wide range of organizations. However, the leadership mechanisms underlying OCBEs are as yet unexplored, particularly regarding the delivering megaprojects. The paper aims to investigate how transformational leadership (TFL) and transactional leadership (TSL) styles shape the environmental commitment (EC) of subordinates, motivating OCBEs in megaprojects.Design/methodology/approachPartial least squares modeling and hierarchical regression were performed on data obtained from 140 experts who have been involved in megaprojects.FindingsBoth TFL and TSL styles are effective in motivating OCBEs, although the EC of subordinates partially mediates these relationships. The power distance (PD) orientation significantly moderates the relationship between TFL and OCBEs, with the relationship being more positive when the PD of subordinates is lower. Unexpectedly, a collectivist orientation (CO) was found to elevate the effect of TSL but weaken the effect of TFL.Originality/valueThe mixed and contradictory findings regarding TFL and TSL styles are reconciled in the current study by integrating the contextual factors of PD and CO. The findings of the study shed new light on “playing the cards right” when using the leadership practices, i.e. how leadership can be better leveraged to cultivate subordinates' OCBEs. They also provide targeted guidance for shaping contextual factors to increase the environmental sustainability of megaprojects.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Playing the cards right: exploring the way leadership influences organizational citizenship behavior for the environment in megaprojects

Wang

Locatelli

Zhang

et al. 2021

ECAM

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“…The study of leadership has largely been investigated from a Western perspective (Atwater, Yu, Tawse, Field, McFarren, & Nae, 2021) with much of the scholarship written in the English language (Schedlitzki et al, 2017), in the North American context (Yukl, 2010), and specifically in the United States (U.S.) (Alimo-Metcalfe, 2013). Most studies of leadership, especially those published in high ranking journals, such as Leadership Quarterly, were based on research from the U.S. (Zhang et al, 2012).…”

Section: Leadership Conceptualizations Based On Male Prototypes From ...mentioning

confidence: 99%

Gender and leadership: what it is, what it was, and where it's going

DeFrank-Cole¹,

Tan²

2023

A Research Agenda for Gender and Leadership

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This chapter is introducing readers to A Research Agenda for Gender andLeadership during a momentous time -one where language is evolving quickly, there is ambiguity in how to speak without offending, and our feelings about identity -and who should lead -may feel destabilizing. We are in a time of transition where it is easy to get upset at the long history of inequity while simultaneously trying to build a world where all voices are heard. We may feel like we are walking on eggshells -not wanting to hurt those we do not understand. All of these unsettling feelings are valuable because it means we are learning. It is a rare event that education is totally comfortable -where we consume new ideas, swallow them whole, and have no problem with digestion. A level of vulnerability is necessary for leadership and change.As editors, we invite you into this discussion about gender and leadership knowing that the issues are not settled. We ask that readers contemplate the ideas in this volume with kindness and grace, to debate and disagree, and to do so with the loving aim of moving our field forward. You will not find answers to all of your questions in the pages that follow, but you will find the best thinking by leading scholars from around the world. These are not final views, but our greatest efforts at this moment in time, to understand more about gender and how it relates to leadership. This is the cutting edge where we will learn more together rather than condemning each other for offering a new perspective. Welcome to the conversation -it's not for the faint of heart! * * *We see the term gender all the time: on applications and surveys, we are told to 'check the box' for male or female; in news articles we read information about the gender pay gap; and we are encouraged to be gender inclusive in academic writing. The American Psychological Association (APA), in its Publication Manual (2020), instructs writers to use the most inclusive pronouns and

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“…In this regard, prior research has advocated the adoption of core strategies that reflect human capital development-in terms of reinforcing employee creativity-as major actors and positive predictors of firms' engagement in responsible innovation (Ettlie, Bridges, & O'Keefe, 1984;Jiang, Wang, & Zhao, 2012). However, there is evidence that, in several firms, employee creativity is often impaired by challenges to their organizational culture (OC) (Atwater et al, 2021;Auernhammer & Hall, 2013;Parke, & Seo, 2017). Prior research has also found that employee creativity can be further stifled, especially in the presence of questionable leader trustworthiness (Peng & Wei, 2016).…”

Section: Introductionmentioning

confidence: 99%

Responsible innovation in organisations – unpacking the effects of leader trustworthiness and organizational culture on employee creativity

et al. 2021

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Ongoing changes in competitiveness and advancements in technology are challenging the ability of manufacturing firms to bring about responsible innovation in emerging economies.A crucial response to this situation involves supporting employee creativity as a strategy suited to foster responsible innovation. Prior research has established a positive correlation between employee creativity and responsible innovation. However, when attempting to promote employee creativity, firms are often faced with challenges to their organizational culture (OC), especially in the presence of limited employee trust in their leaders. Although, extant research has suggested a positive correlation between leader trustworthiness and employee creativity, little is known of the stability of such relationship under diverse OCs. Also, previous research on the correlation between OC and employee creativity has yielded conflicting findings, thus failing to contribute to the knowledge of how organisations may further engage in responsible innovation. Consequently, we investigated the influence of diverse OCs on employee creativity, and how leader trustworthiness affects the relationship between them. To do so, we undertook a quantitative analysis of a coded cross-sectional survey involving 222 participants from 54 manufacturing organizations in Malaysia. The survey data were evaluated through partial least squares structural equation modelling (PLS-SEM). An importance-performance map analysis shows that clan OC has the strongest positive correlation with employee creativity and exerts the highest level of importance to it. Surprisingly, leader trustworthiness was found to decrease employee creativity and to strengthen the positive relationships of market and hierarchical OC with employee creativity. Our study offers novel insights into how diverse OCs and leader trustworthiness impact employee creativity in an emerging economy context.

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Relevance of culture in studies of leadership: ignored or dismissed?

Cited by 14 publications

References 31 publications

Playing the cards right: exploring the way leadership influences organizational citizenship behavior for the environment in megaprojects

Playing the cards right: exploring the way leadership influences organizational citizenship behavior for the environment in megaprojects

Gender and leadership: what it is, what it was, and where it's going

Responsible innovation in organisations – unpacking the effects of leader trustworthiness and organizational culture on employee creativity

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