The Impact of Cultural and Individual Values on Transformational and Instrumental Leadership

Poethke, Ute; Rowold, Jens

doi:10.5465/ambpp.2017.13870abstract

Cited by 3 publications

(16 citation statements)

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“…An extended body of literature has examined the relationship between Hofstede's dimensions and organisations. Cultural values affect different practices such as leadership (Ergeneli et al, 2007;Poethke and Rowold, 2017), organisational commitment and performance (Rashid et al, 2003), organisational support (Park et al, 2019) and management practices (Prajogo and McDermott, 2005). Moreover, it is crucial to highlight that culture has a specific impact on human resources development and its initiatives (such as training, career and organisational development).…”

Section: Cultural Values and Participation In Decision-making In Organisationsmentioning

confidence: 99%

Participative decision-making amongst employees in a cross-cultural employment setting: evidence from 31 European countries

Valverde-Moreno

Jiménez

Lucia–Casademunt

2020

EJTD

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Purpose There is a growing consensus among human resources researchers and professionals that a participative environment can enhance job satisfaction, commitment, employee motivation and productivity. Moreover, globalization has caused that organizations operate in a huge number of culturally diverse countries. Studies suggest that understanding national culture as a prerequisite to implementing management initiatives such as employee participation in decision-making (PDM) acquires special interest. Therefore, the purpose of this study is to investigate the influence of cultural values on PDM in European organisations. The fulfilment of this purpose entails the following specific objectives: to measure the level of PDM in each European country; to examine the relationship between the six cultural dimensions proposed by Hofstede in 2010 (power distance, uncertainty avoidance, individualism/collectivism, masculinity/feminity, long term/short term and indulgence) and the PDM level of the organisations studied; and to define the national cultural profile of organisations that promote PDM the most and those that do the least. Design/methodology/approach One factor analysis were applied to test the proposed hypotheses on a sample of almost 25,000 workers in 31 European countries (from the 6th European Working Conditions Survey) to identify direct employee PDM corresponding to each organisation included in the sample. Multiple linear regression was performed to test the hypotheses about the relationship between PDM and Hofstede culture values. Previously, a correlation analysis was performed between the independent variables of the regression model to examine the possibility of bias in coefficient significance tests because of multicollinearity. Finally, it presented a ranking of the analysed countries according to their PDM, including the value of their cultural dimensions. This information could be used to define the cultural profile of European participative countries. Findings The findings advance our understanding of how culture influencing on employee PDM in European organisations. Indulgence and masculinity are the most influent cultural dimensions. Moreover, results provide the cultural profile of those European countries that promote PDM the most and the least. Research limitations/implications The research is based only on the perceptions of workers about their PDM but does not consider the managers’ opinion. Moreover, the document analyses the national culture as a single value shared by all the inhabitants of a country without considering the subcultures existing in it. Furthermore, future research should be conducted to analyse the influence of other conditions (such as activity sector, company size and owner public or private) on PDM–culture relationship. Practical implications This study can be aid to managers in understanding the cultural profile of the country where their companies operate and the cultural differences between their employees. In this manner, they could implement the appropriate practices to promote the direct participation of employees in decision-making. Originality/value To broaden the knowledge, this is the first study investigating PDM across six cultural dimensions. The globalized and international business environment generates new challenges to multinational organizations that could pursue to increase direct PDM to get its benefits (a higher efficiency, performance, motivation, commitment and loyalty by the employee) in culturally diverse societies. The cultural values of the countries where organizations are located affect direct employee PDM. In particular, in this study, this occurs primarily with the variables masculinity, long-term orientation and indulgence. Moreover, this is a finding of high relevance because there is no empirical evidence in the effect of indulgence and long-term orientation on PDM because they were added later to Hofstede’s values.

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Section: Cultural Values and Participation In Decision-making In Organisationsmentioning

confidence: 99%

Participative decision-making amongst employees in a cross-cultural employment setting: evidence from 31 European countries

Valverde-Moreno

Jiménez

Lucia–Casademunt

2020

EJTD

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“…Abdalla and Al-Homoud, 2001;Butler, 2009;Hage and Posner, 2015;Shahin and Wright, 2004). However, there is a growing interest to examine the relationship between servant leadership and job satisfaction in this region (Ahmad and Yekta, 2010;Mohamad, 2012;Poethke and Rowold, 2017;Randeree and Chaudhry, 2012). This research tries to add to this body of knowledge by enabling a better understanding of servant leadership and the extent of its impact on job satisfaction.…”

Section: Introductionmentioning

confidence: 99%

Impact of servant leadership on intrinsic and extrinsic job satisfaction

Alasadi

Muhammed

Abidi

et al. 2019

LODJ

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Purpose The purpose of this paper is to examine the extent to which perceived servant leadership of the supervisors impacts the intrinsic and extrinsic job satisfaction of the followers. Design/methodology/approach Servant leadership factor structure was evaluated by applying Liden et al.’s (2008) measure, and used the second-order model to test its relationship with the intrinsic and extrinsic job satisfaction. Confirmatory factor analysis and structural equation modeling were used to test data from 205 individuals working in service-sector organizations in Kuwait. Findings The seven-factor structure proposed by Liden et al. (2008) holds valid in this sample, thus providing greater validity for this measure to be used in similar contexts. The results also indicate that second-order factor of servant leadership positively affects both intrinsic and extrinsic job satisfaction. Research limitations/implications Servant leadership was measured using follower perception of their leader attributes. Next, the cross-sectional data limit the ability to demonstrate causality between servant leadership and employee satisfaction. Further, data were collected only from service-sector organizations in Kuwait, which limits the generalizability of results. Practical implications This research helps in highlighting the significance of embracing more altruistic leadership approach in enhancing job satisfaction. Leaders in the analyzed region must be aware of the positive outcomes of this approach on job satisfaction, which can eventually contribute to engaged employees and their performance. Originality/value This research tries to add to the growing body of knowledge in terms of assessing relationship between servant leadership and job satisfaction in the service sector in the Middle East.

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“…Transformational, transactional and negative leadership were measured using the FIF questionnaire. Its scales’ validity and internal consistency are confirmed for different populations 18 31. The FIF has been used in non-medical and hospital settings,32 but not in primary care.…”

Section: Methodsmentioning

confidence: 86%

“…Mean scores for transformational, transactional and negative leadership were summarised both for the respective main scale and all dimensions: for transactional and transformational leadership, they ranged from 1 (worst rating) to 5 (best rating); for negative leadership, they ranged from 1 (best rating) to 5 (worst rating). For comparison, scores were standardised using T-scaling tables from reference populations as defined by Rowold and Poethke 18. These T-values are based on a normal distribution around 50 (SD=10).…”

Section: Methodsmentioning

confidence: 99%

“…Based on these theories, various questionnaires were developed, for example, the LMX questionnaire ‘LMX-7’16 and the German questionnaire ‘Fragebogen für integrative Führung’ (FIF; in English: Questionnaire for Integrative Leadership) 15 18. These instruments allow for a multi-rater perspective: the leader’s and the staff’s views on the leader’s behaviour are measured and compared providing 180° feedback.…”

Section: Introductionmentioning

confidence: 99%

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180° view on general practitioners’ leadership skills: practice-level comparisons of leader and staff assessments using data from the cluster-randomised controlled IMPROVEjobstudy

Schmidt

Seifried-Dübon²,

Göbel

et al. 2023

BMJ Open

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ObjectivesStrong primary care leaders are needed to assure high quality services for patient populations. This study analysed general practitioners’ (GP) leadership skills comparing practice-level self and staff assessments based on the full range of leadership model and the leader-member exchange (LMX).SettingThe questionnaire survey was conducted among German general practice leaders and their staff participating in the IMPROVEjobtrial.ParticipantsThe study population comprised 60 German general practices with 366 participants: 84 GP practice leaders and 282 employees (28 physicians and 254 practice assistants).Primary and secondary outcome measuresLeadership skills of the practice leaders were measured using the Integrative Leadership Questionnaire (German Fragebogen für integrative Führung) and the LMX-7 questionnaire. Leaders rated themselves and practice staff rated their leaders. The data was analysed by paired mean comparisons on the practice level.ResultsFor most leadership dimensions, practice leaders rated themselves higher than their employees rated them. Differences were found for transformational leadership (p<0.001, d=0.41), especially for the dimensions ‘innovation’ (p<0.001, d=0.69) and ‘individuality focus’ (p<0.001, d=0.50). For transactional leadership, the dimension ‘goal setting’ differed significantly (p<0.01, d=0.30) but not the other dimensions. Scores for negative leadership were low and showed no differences between leaders and employees. Interestingly, employed physicians’ rated their practice leaders higher on the two transformational (‘performance development’, ‘providing a vision’) and all transactional dimensions. The LMX-7 scale showed high quality relationships between leaders and employees.ConclusionsThis 180° analysis of GPs’ leadership skills with self and employee ratings indicated good relationships. There is a potential to improve leadership regarding goal-setting, innovation and focusing on individual team members. These results allow for the development of targeted interventions.Trial registration numberGerman Clinical Trials Register, DRKS00012677. Registered 16 October 2019.

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The Impact of Cultural and Individual Values on Transformational and Instrumental Leadership

Cited by 3 publications

References 0 publications

Participative decision-making amongst employees in a cross-cultural employment setting: evidence from 31 European countries

Participative decision-making amongst employees in a cross-cultural employment setting: evidence from 31 European countries

Impact of servant leadership on intrinsic and extrinsic job satisfaction

180° view on general practitioners’ leadership skills: practice-level comparisons of leader and staff assessments using data from the cluster-randomised controlled IMPROVEjobstudy

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