Leadership Question
Daniel Orth
Topic10PowerpointReadingReview.pptxTopic 10. Cross-cultural leadership. Readings.
Text
Yan and Hunt (2005) A Cross Cultural Perspective on Perceived Leadership Effectiveness
Supplemental
Dorfman, et.al (1997) Leadership in Western and Asian Countries: Commonalities and Difference in Effective Leadership Processes across Cultures
Ensari and Murphy (2003) Cross Cultural Variations in Leadership Perceptions and Attributions of Charisma to the Leader
Javidan, et. al (2006) In the Eyes of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE
Resick, et. al (2006) A Cross Cultural Examination of the Endorsement of Ethical Leadership
Leadership in Western and Asian Countries: Commonalities and Difference in Effective Leadership Processes across Cultures Dorfman, et.al (1997)
Purpose: extend contingency theories of leader behavior to include national culture as a situational variable
Both emic (culture specific) and etic (universal) perspectives employed
1598 managers and professionals in large multinational or national companies located in US, Mexico, Japan, Taiwan, and South Korea
Leadership in Western and Asian Countries: Commonalities and Difference in Effective Leadership Processes across Cultures Dorfman, et.al (1997)
Based on Path-Goal Theory and Multiple Linkage Model
Behaviors
Directive
Supportive Contingent reward
Contingent punishment
Charisma
Participation
Leadership in Western and Asian Countries: Commonalities and Difference in Effective Leadership Processes across Cultures Dorfman, et.al (1997)
Predictions
Japan
Taiwan
Mexico
S. Korea
USA
Results
Negative relationship (predicted)
Negative relationship (not predicted)
Results for five countries without job performance
Leadership in Western and Asian Countries: Commonalities and Difference in Effective Leadership Processes across Cultures Dorfman, et.al (1997)
ORGCOM organizational commitment SATWORK satisfaction with work SATSUP satisfaction with supervision
ROLAM role ambiguity
Leadership in Western and Asian Countries: Commonalities and Difference in Effective Leadership Processes across Cultures Dorfman, et.al (1997)
Results for three countries with job performance
JPTOT job performance
ORGCOM organizational commitment SATWORK satisfaction with work SATSUP satisfaction with supervision
ROLAM role ambiguity
A Cross Cultural Perspective on Perceived Leadership Effectiveness Yan and Hunt (2005)
Research question: How does perception of leadership vary with different cultural dimensions in a cross cultural context?
How are cultural characteristics linked to leadership?
“Leadership is the process of being perceived by others as a leader”
Recognition-based process
How much do you look/act like an effective leader?
Inference-based process
Are you achieving successful outcomes?
A Cross Cultural Perspective on Perceived Leadership Effectiveness Yan and Hunt (2005)
| Recognition | Inference | Rationale | |
| Proposition 1. The higher the collectivism… | more | less | Collectivistic cultures: Success/failure attributed to group, not individual Conforming to social norms |
| Proposition 2. The higher the power distance… | more | less | High PD cultures: Leadership seen as endowed by position, paternalism dominates |
| Proposition 3. The higher the masculinity… | less | more | High MASC cultures: Achievement oriented |
| Proposition 4. The higher the uncertainty avoidance… | more | less | High UA cultures: Value conformity to rules and social norms Obedience of authority |
| Proposition 5. The more fatalistic… | more | less | Fatalistic cultures: View achievement as dependent on chance and powerful persons/institutions |
A Cross Cultural Perspective on Perceived Leadership Effectiveness Yan and Hunt (2005)
Proposition 6a. The higher the collectivism, power distance, uncertainty avoidance, femininity, and fatalism in a culture, the more positively perceived leadership effectiveness will be associated with conforming to the implicit leadership prototypes in the minds of followers.
Proposition 6b. The lower the collectivism, power distance, uncertainty avoidance, femininity, and fatalism in a culture, the more positively perceived leadership effectiveness will be associated with producing good performance outcomes
A Cross Cultural Perspective on Perceived Leadership Effectiveness Yan and Hunt (2005)
Collectivist
High P.D.
Feminine
Strong fatalism
High U.A.
Individualistic
Low P.D.
Masculine
Weak fatalism
Low U.A
Recognition-based perception
Inference-based perception
Being perceived as “good” or “effective” leader
Fitting prototypes
Good outcomes
Cultural setting
Follower perception processes
Leadership
behavior
Leadership effectiveness
Group/org performance
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-
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Cross Cultural Variations in Leadership Perceptions and Attributions of Charisma to the Leader Ensari and Murphy (2003)
Looks at the interactive effect of recognition-based and inference-based processes of attributions of charisma to leaders
Hypothesis 1. Optimal ratings of charismatic leadership will formed when the leader is presented as highly prototypical and the company’s performance outcome is successful
Hypothesis 2. In individualistic cultures, reference-based processes will be used
In individualistic cultures, more likely causal attributions will be made to dispositional factors, cause of success and failure found within person
Hypothesis 3. In collectivist cultures, inference-based processes will be used
Collective outcomes will be used to make attributions of charisma
Cross Cultural Variations in Leadership Perceptions and Attributions of Charisma to the Leader Ensari and Murphy (2003)
| Charisma/ Outcome/ Prototypicality | Positive mean charisma score | Negative mean charisma score |
| Prototypical | 5.13 | 4.70 |
| Antiprototypical | 4.62 | 4.77 |
Interactive effects
Hypothesis 1 Optimal ratings of charismatic leadership will formed when the leader is presented as highly prototypical and the company’s performance outcome is successful
187 undergraduates
87 American
100 Turkish
Questionnaire with vignettes describing prototypical and anti-prototypical leader behavior
2 x 2 ANCOVA design
Cross Cultural Variations in Leadership Perceptions and Attributions of Charisma to the Leader Ensari and Murphy (2003)
Reference-based processing
Inference-based processing
| Charisma/ Culture/ Prototypicality | American mean charisma score | Turkish mean charisma score |
| Prototypical | 5.14 | 4.72 |
| Antiprototypical | 4.69 | 4.76 |
| Charisma/ Culture/ Outcome | American mean charisma score | Turkish mean charisma score |
| Positive | 4.95 | 4.90 |
| Negative | 4.93 | 4.57 |
Interactive effects
Hypothesis 2
Hypothesis 3
Cross Cultural Variations in Leadership Perceptions and Attributions of Charisma to the Leader Ensari and Murphy (2003)
US prototypical
1. He (the leader) exercises great influence
on his subordinates
2. He wants his own way on issues at hand
3. He asks his subordinates to work harder
4. He talks to his subordinates frequently
US anti-prototypical
1. He tends not to change established and
comfortable practices of his workgroup
2. He usually requests his subordinates’ approval on issues at hand
3. He admits it when he makes a mistake
4. He usually lets his subordinates decide what to do
Turkish prototypical
1. He explains what the goal of the group should be
2. He assigns specific tasks to the group members
3. He asks his subordinates to work harder
4. He talks to his subordinates frequently
Turkish anti-prototypical
1. He lets everyone work at their own pace
2. He usually requests his subordinates approval on issues at hand
3. He admits it when he makes a mistake
4. He usually lets his subordinates decide what to do
In the Eyes of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE Javidan, et. al (2006)
Research question: How are individuals’ beliefs about attributes, personality characteristics, skills, and behaviors that contribute to leadership affected by culture?
Based on GLOBE study
Culturally Endorsed Implicit Leadership Theory (CLT)
Derived from Implicit Leadership Theory (ILT)
Set of beliefs about attributes, characteristics, and behaviors that contribute to or impede outstanding leadership
112 behavior and attribute descriptors reduced to six
In the Eyes of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE Javidan, et. al (2006)
Six dimensions of CLT leadership profile
Charismatic/value-based
Ability to inspire and motivate high performance based on firmly held core beliefs
Team-orientated
Effective implementation of a common purpose or goal, team-building
Participative
Degree to which involve others in decision-making
Humane-oriented
Considerate leadership, compassion, generosity
Autonomous
Independent, individualistic leadership
Self-protective
Self-centered and face-saving
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In the Eyes of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE Javidan, et. al (2006)
In the Eyes of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE Javidan, et. al (2006)
Universally endorsed facilitators of leadership effectiveness
Being trustworthy, just, and honest (integrity)
Having foresight and planning ahead (charismatic-visionary)
Being positive, dynamic, encouraging, motivating, and building confidence (charismatic-inspirational)
Being communicative, informed, a coordinator, and team integrator (team builder)
In the Eyes of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE Javidan, et. al (2006)
Universally endorsed impediments to leadership effectiveness
Being a loner and antisocial (self-protective)
Being non-cooperative and irritable (malevolent)
Being dictatorial (autocratic)
In the Eyes of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE Javidan, et. al (2006)
Culturally contingent endorsement of leader attributes
Being individualistic (autonomous)
Being status conscious (status conscious)
Being a risk taker (charismatic-self sacrificial)
In the Eyes of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE Javidan, et. al (2006)
Brazil
France
In the Eyes of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE Javidan, et. al (2006)
China
Egypt
A Cross Cultural Examination of the Endorsement of Ethical Leadership Resick, et. al (2006)
Data from the GLOBE project used to analyze the endorsement of four aspects of ethical leadership across cultures
Character/integrity
Altruism
Collective motivation
Encouragement
The four components are universally supported, although to different degrees in different cultures – “variform universal”
A Cross Cultural Examination of the Endorsement of Ethical Leadership Resick, et. al (2006)
Character/integrity
Trust
Sincere
Just
Honest
Altruism
Generous
Fraternal
Compassionate
Modest
Collective motivation
Communicative
Confidence building
Group orientation
Motive arouser
Team building
Encouragement
Encouraging
Moral booster
Items from GLOBE leadership scales consistent with conceptions of ethical leadership
Culture Cluster Membership
A Cross Cultural Examination of the Endorsement of Ethical Leadership Resick, et. al (2006)
| Character | Altruism | Collective motivation | Encourage-ment | |
| Higher | Nordic European | Southeast Asian | Anglo Latin American Nordic European | |
| Middle | Germanic European Latin American Anglo Southeast Asian Sub-Saharan Latin European Easter European Confucian Asian | Sub-Saharan Confucian Asian Latin American Middle Eastern Anglo Eastern European Germanic European | Germanic European Sub-Saharan Latin European Southeast Asian Eastern European Confucian Asian | Nordic European Anglo Latin American Germanic European Sub-Saharan Southeast Asian Confucian Asian Eastern European Latin American |
| Lower | Middle Eastern | Latin American Nordic European | Middle Eastern | Middle Eastern |
Ranking of culture clusters on endorsement of each dimension of ethical leadership
