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Culturally-linked leadership styles.pdf

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Leadership & Organization Development Journal Culturally-linked leadership styles Uma D. Jogulu, Article information: To cite this document: Uma D. Jogulu, (2010) "Culturally‐ linked leadership styles", Leadership & Organization Development Journal, Vol. 31 Issue: 8, pp.705-719, Permanent link to this document: Downloaded on: 12 February 2018, At: 09:57 (PT) References: this document contains references to 50 other documents. To copy this document: [email protected] The fulltext of this document has been downloaded 18372 times since 2010* Users who downloaded this article also downloaded: (2011),"Organisational quality and organisational change: Interconnecting paths to effectiveness", Library Management, Vol. 32 Iss 1/2 pp. 111-128 <a href=" ">https:// doi.org/10.1108/01435121111102629</a> (2007),"A new framework for managing change", The TQM Magazine, Vol. 19 Iss 6 pp. 572-589 <a href=" "> ; Access to this document was granted through an Emerald subscription provided by emerald-srm:187202 [] For Authors If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit for more information. About Emerald Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services. Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Downloaded by University of Liverpool At 09:57 12 February 2018 (PT)
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Culturally-linked leadership styles Uma D. Jogulu School of Management and Marketing, Faculty of Business and Law, Deakin University, Burwood, Australia Abstract 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.
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