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Culturally-linked leadership styles

Jogulu, Uma 2010, Culturally-linked leadership styles, Leadership & organization, vol. 31, no. 8, pp. 705-719.

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Title Culturally-linked leadership styles
Author(s) Jogulu, Uma
Journal name Leadership & organization
Volume number 31
Issue number 8
Start page 705
End page 719
Total pages 5
Publisher Emerald Group Publishing
Place of publication Bingley, England
Publication date 2010
ISSN 0143-7739
1472-5347
Keyword(s) Leadership
Questionnaires
Summary Purpose – This paper seeks to examine whether cultural context facilitates the emergence of different leadership styles. The key objective of the paper is to consider whether leadership styles are
culturally-linked and/or culturally-biased.
Design/methodology/approach – A multifactor leadership questionnaire was utilised to measure differences in leadership styles and to offer explanations as to why the “one size fits all” view is not appropriate. Analysis of variance and t-tests were utilised to compare means for more than two managerial groups.
Findings – The analysis found significant differences between leadership styles and cultural groups, hence, supporting the argument that culture and leadership interact in different ways in diverse
contexts. Transactional leadership was found to be strongly aligned with the ratings of managers from Malaysia, and transformational leadership scales correlated with the Australian respondents’ mean
ratings.
Practical implications – Variations in leadership styles are due to cultural influences because people have different beliefs and assumptions about characteristics that are deemed effective for leadership. Therefore, it is fundamental to know what leadership skills and knowledge are valued most by managers on a global level. This information is critical as it offers insight into developing competencies in different workplaces, especially as organisations expand their geographical boundaries into international markets.
Originality/value – The findings of the study provide empirical understanding for culturally-linked leadership styles. The paper contributes to understanding the importance of workforce diversity and attention to other cultures and, thus, enhances our appreciation of today’s “global village”.
Notes Reproduced with the specific permission of the copyright owner.
Language eng
Field of Research 150305 Human Resources Management
Socio Economic Objective 910402 Management
HERDC Research category C1 Refereed article in a scholarly journal
HERDC collection year 2010
Copyright notice ©2010, Emerald Group Publishing Limited
Persistent URL http://hdl.handle.net/10536/DRO/DU:30031341

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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.