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Perceptions of effective leaders : cross cultural influences?

Jogulu, Uma D. and Wood, Glenice J. 2008, Perceptions of effective leaders : cross cultural influences?, International journal of knowledge, culture and change management, vol. 8, no. 1, pp. 113-120.

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Title Perceptions of effective leaders : cross cultural influences?
Author(s) Jogulu, Uma D.
Wood, Glenice J.
Journal name International journal of knowledge, culture and change management
Volume number 8
Issue number 1
Start page 113
End page 120
Publisher Common Ground Publishing
Place of publication Altona, Vic.
Publication date 2008
ISSN 1447-9524
1447-9575
Keyword(s) national culture
leadership effectiveness
gender
Summary This paper suggests that values, attitudes and behaviours are strongly culture specific. Therefore, it is contended that if culture exerts an influence in behaviours and attitudes of people it will be evident in the way leadership is perceived or traits of effective leadership is distinguished in organisations around the world. In the Western leadership literature, effective leadership appears to be correlated with organisational performance and profitability, subordinate extra effort and subordinate satisfaction with the leader. The Western literature also suggests that the measure of effective leadership at an individual level involve rating “by subordinates, superiors and peers and leaders themselves” (Eagly, Karau, & Makhijani, 1995, p. 128). However, there is limited knowledge and specific details of leadership characteristics that may constitute effective leadership practices outside the West, nor how universal the Western theories and models may be beyond the Western settings. There is a need to expand the existing knowledge and findings to understand whether Western leadership behaviours and practices are acceptable, appropriate or relevant in other cultures. In order to address this broad topic, the present paper will explore the perceptions of effective leadership in two diverse cultures of Malaysia and Australia. The middle managers in four industry types participated in the present research and the study found differences within and between female and male middle managers in both countries in terms of how leadership effectiveness is perceived and evaluated.
Language eng
Field of Research 150399 Business and Management not elsewhere classified
HERDC Research category C1 Refereed article in a scholarly journal
Copyright notice ©2008, Common Ground
Persistent URL http://hdl.handle.net/10536/DRO/DU:30017334

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Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.