Universality of Charismatic Leadership: A Multi-Nation Study.

Carl, Dale E.; Javidan, Mansour

doi:10.5465/apbpp.2001.6133194

Cited by 9 publications

(7 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Furthermore, Dorfman, Hanges, and Brodbeck (2004) claimed that certain cultural characteristics can be used to predict the most effective practices within national cultures. In sharp contrast, various writers theorize and/or seek to demonstrate empirically the existence of universal or near-universal managerial and leadership functions and behaviors (see Bass, 1997;Bennis, 1999;Carl & Javidan, 2001;House & Aditya, 1997). Indeed, Bass (1996) has shown a model of transformational and transactional leadership as having considerable universal potential in many countries and non-Western cultures.…”

Section: Review Of the Literaturementioning

confidence: 99%

Perceived managerial and leadership effectiveness within Mexican and British public sector hospitals: A cross‐nation comparative analysis

Hamlin

Ruiz

Wang

2011

Human Resource Dev Quarterly

View full text Add to dashboard Cite

dean of the School of Public Health, distinguished professor of health policy and management, and professor of organization behavior in the Haas School of Business, University of California-Berkeley, has argued that evidence-based management needs to be married with evidencebased medicine if sustainable improvement in the delivery, quality, cost, and outcomes of care are to be achieved. And this, he suggests, calls for an effective partnership between academics and practitioners to ensure that relevant practice-grounded research is correctly translated for practicing healthcare managers to use in their day-to-day activities (Grazier, 2004). His call is particularly urgent due to the dearth of best evidence to support evidence-based management in the field of medicine and healthcare.

show abstract

Section: Review Of the Literaturementioning

confidence: 99%

Perceived managerial and leadership effectiveness within Mexican and British public sector hospitals: A cross‐nation comparative analysis

Hamlin

Ruiz

Wang

2011

Human Resource Dev Quarterly

View full text Add to dashboard Cite

show abstract

“…Since creation of excitement is also being considered as an aspect of charismatic/transformational behavior elsewhere (Crawford, 2002;Lindholm, 2002, p. 30), it can still be said that the present findings fit into the charismatic leadership framework, though there exists some variations in Conger and Kanungo's model. Then the question is whether the findings support the argument that leadership is a variform (Carl and Javidan, 2001;Bass, 1997) or a variform functional universal phenomenon (Bass, 1997). In other words, can the variations found in the present study be attributed, (especially the disappearance of unconventional behavior and articulation of vision, and the appearance of creating excitement) to the Sri Lankan cultural environment?…”

Section: Comparison Of the Dimensions Of Sri Lankan Charismatic Leaders With The C-k Model -The Evidence For Culture As A Moderatormentioning

confidence: 52%

“…Although, in general, the first group dominates over the second with many theoretical and empirical supports (Hetland and Sandal, 2003), even the studies which take the etic approach (such as the GLOBE project) lead one to suspect the legitimacy of the notion of the universality of leadership. For instance, the findings of Ogliastri's (2003) study in Colombia (as a part of the GLOBE project) are different from the findings of Carl and Javidan (2001) who used the GLOBE data from eight diverse countries. Moreover, the findings of both researches are different from the overall findings of the GLOBE project.…”

Section: Introductionmentioning

confidence: 89%

Charismatic leadership in Sri Lankan business organizations

Jayakody

2008

Journal of Management Development

View full text Add to dashboard Cite

Purpose -As the number of studies reported on the new leadership approach in the South Asian region and especially in Sri Lanka is very limited, the present study aims to explore to what extent the Conger and Kanungo (C-K) model can be employed to explain the leadership phenomenon in Sri Lanka. Design/methodology/approach -A survey was undertaken among 53 managers who are reading for MBA degrees using the questionnaire devised and validated by Conger and Kanungo, and the data were subjected to principle component factor (varimax rotation) analysis. Findings -The paper finds that the Sri Lankan version of charismatic leadership is found to be similar to the C-K model in terms of personal risk, sensitivity to member needs and sensitivity to the environment. However, it differs from the C-K model, as it does not contain unconventional behavior and articulation of vision, and contains a new dimension -creating excitement. The variation is attributed to some aspects of culture i.e. conservative, hierarchical, caring and less futuristic. Originality/value -There have not been very many attempts at replicating new leadership theories in the South Asian region that is in some ways, i.e. level of development, religion and cultural values, different from the rest of the world. The present study fills this empirical gap.

show abstract

“…Based on current evidence and some earlier claims made by Bass (1997), this leadership style seems to be in the category of variform universal, thus signifying that it shares common elements across cultures (at least in the Western contexts), but is moderated by the cultural environment (Bass, 1997;Carl and Javidan, 2001). It is therefore expected that transformational leadership in all countries included here will be positively associated with frequency of subordinate information inquiry.…”

Section: Superior As An Information Source: the Transformational Leadmentioning

confidence: 83%

Subordinates' Information Inquiry in Uncertain Times

Madzar

2005

Int'l Jnl of Cross Cultural Management

View full text Add to dashboard Cite

This field study takes interest in subordinates' information seeking from their superiors through inquiry in a complex organizational setting. Information inquiry is investigated via typology, in the context of upward communication, in which organizational hierarchy and corresponding communication rules and procedures play an important role. Data were collected amid high levels of uncertainty, also capturing cultural influences by including in the study multi-country operations of a large, US-based MNC. The countries involved in this study are France, Italy, Spain, the UK, and the USA. Survey data (N = 2213) show significant influence of perceived transformational leadership style on the frequency of subordinates' information inquiry across all five countries. A series of moderated multiple regressions reveal weak moderating effects of vertical individualism, power distance, tolerance for ambiguity, and an employee's level in the hierarchy on this relationship.

show abstract

Universality of Charismatic Leadership: A Multi-Nation Study.

Cited by 9 publications

References 0 publications

Perceived managerial and leadership effectiveness within Mexican and British public sector hospitals: A cross‐nation comparative analysis

Perceived managerial and leadership effectiveness within Mexican and British public sector hospitals: A cross‐nation comparative analysis

Charismatic leadership in Sri Lankan business organizations

Subordinates' Information Inquiry in Uncertain Times

Contact Info

Product

Resources

About