The impact of leadership behaviours on leaders’ perceived job performance across cultures: comparing the role of charismatic, directive, participative, and supportive leadership behaviours in the U.S. and four Confucian Asian countries

Increasing Teacher's Commitment to Organizations through the Development of Organizational Culture and Situational Leadership

“…The results of the study are in line with the results of research that leadership has a strong significant relationship with organizational commitment [7]. On contrary the results of the leadership behaviour (participative, supportive, and directive) with organizational commitment that positive and significant relationship was observed to exist between leadership style and organizational commitment [8]. So, from this point, situational leadership is one of the determining factors in increasing teacher commitment to the organization.…”

Empowering Leadership On Employee Leadership Behaviors: Decision-Making And Autonomy As Mediators

“…For instance, studies done by Kuvaas et al (2014) found that perceived job autonomy moderated the relationship between work goals and performance. Work performance is a common outcome of positive leadership behaviors, such as that portrayed by charismatic and directive leaders (Hwang et al, 2015).…”

Exploring the linkages between managerial leadership, communication and teamwork in successful event delivery

“…Organisational culture can also shape the leadership styles of event managers (Hwang et al 2015;Smith and Peterson 1988) while national culture of both event managers and event employees can affect the leadership behaviour (Dorfman et al 1997;Fatehi and Choi 2019;Groves and Feyerherm 2011). Among the different leadership styles, Khan et al (2015, p.49) pinpoint the importance of team leadership by defining it as the "pinnacle of managerial style", which is characterised by the two behavioural dimensions, namely managerial concern for people and managerial concern for production.…”

“…Day et al (2008) posit that, in generic terms, a good leader should have a set of clear values and goals for their team; they should further be able to shape a team's vision, formulate strategy and demonstrate continuity in their decisions (Hur et al 2011). According to Hwang et al (2015), there are certain leadership styles that are universally effective, and these are often determined by organisational and national cultures in which a company operates (Fatehi and Choi 2019). In the context of English-speaking countries, House et al (2004) distinguish a strong leader, a so-called 'Anglo Leader', who is characterised as being charismatic, with a well-adopted participative, team-oriented and human-oriented managerial approach.…”

“…Managers should further adopt an appropriate communication style to motivate employees and enable intra-team collaboration (Senior 1997). While managerial leadership can thus enhance organisational effectiveness (Dofman et al 1997in Hwang 2015, empirical research on what makes a manager a good leader from the perspective of staff lags behind (Altaf and Mohammad 2011), also in the context of events (Wahab et al 2014).…”