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Transformational leadership and job involvement in the Middle East: the moderating role of individually held cultural values

Sheikh, Abdullah Z., Newman, Alexander and Al Azzeh, Salwa Abdul-Fattah 2013, Transformational leadership and job involvement in the Middle East: the moderating role of individually held cultural values, International journal of human resource management, vol. 24, no. 6, pp. 1077-1095, doi: 10.1080/09585192.2012.703216.

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Title Transformational leadership and job involvement in the Middle East: the moderating role of individually held cultural values
Author(s) Sheikh, Abdullah Z.
Newman, Alexander
Al Azzeh, Salwa Abdul-Fattah
Journal name International journal of human resource management
Volume number 24
Issue number 6
Start page 1077
End page 1095
Total pages 19
Publisher Taylor & Francis (Routledge)
Place of publication London, Eng.
Publication date 2013-03-01
ISSN 0958-5192
1466-4399
Keyword(s) cultural values; ;;;
job involvement
Middle East
transformational leadership
United Arab Emirates
Summary This study examines whether individually held cultural values moderate the relationship between transformational leadership behavior of supervisors and the job involvement of subordinates in the Middle Eastern organizational context. Hierarchical regression analysis was used to analyze survey data from 229 employees of 10 organizations in the United Arab Emirates. In line with the findings of studies in Western countries, transformational leadership was found to influence job involvement positively. In addition, the cultural value orientations of individuals were found to moderate this relationship. Collectivism positively influenced the relationship between transformational leadership and job involvement, whereas uncertainty avoidance had a negative effect. These findings provide an insight into how transformational leadership may be used to motivate culturally diverse groups of employees within the Middle East. To enhance job involvement, organizations need to realize that the attitudinal response of subordinates to transformational leadership can depend on their cultural values. This has significant implications regarding the training and effective deployment of transformational leaders within Middle Eastern organizations.
Language eng
DOI 10.1080/09585192.2012.703216
Field of Research 150310 Organisation and Management Theory
1503 Business And Management
1505 Marketing
Socio Economic Objective 970115 Expanding Knowledge in Commerce, Management, Tourism and Services
HERDC Research category C1.1 Refereed article in a scholarly journal
Copyright notice ©2013, Taylor & Francis (Routledge)
Persistent URL http://hdl.handle.net/10536/DRO/DU:30080395

Document type: Journal Article
Collection: Department of Management
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