Leadership and Cultural Context: A theoretical and empirical examination based on Project GLOBE.

Javidan, M., Dorfman, P.W., Howell, J.P., & Hanges, P.J. (2010). Leadership and Cultural Context: A theoretical and empirical examination based on Project GLOBE. (pp. 335- 376). In N. Nohria & R. Khurana (Eds.), Handbook of Leadership Theory and Practice, Boston: Harvard Business School Press.

In this chapter we examine how effective leadership varies across national and cultural boundaries. Specifically, we ask what elements of leadership are core and more universal across these boundaries? The foundation of our approach is the notion that organizations and societies have implicit leadership theories, wherein beliefs about the attributes that define effective leadership are contained in distinctive cognitive structures, or schemas. The content of such schemas shapes perceptions by individuals regarding who is and who is not a leader. While schemas about leadership are shaped by an individual's early personal experiences with and observations of those acting as leaders, a shared schema may also develop within a cultural group and influence the most effective way to lead across these cultural groups.


(My publication)Posted:Jan 31 2010, 11:00 PM by phanges
Join the Network    
Users are able to post wisdom-related news & publications, maintain a profile, and participate in discussion forums.

Sort By