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Cultural Influences on Leadership - House

Cultural Influences on Leadership - House - CULTURAL...

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CULTURAL INFLUENCES ON LEADERSHIP AND ORGANIZATIONS: PROJECT GLOBE Robert J. House, Paul J. Hanges, S. Antonio Ruiz-Quintanilla, Peter W. Dorfman, Mansour Javidan, Marcus Dickson, and About 170 GLOBE Country Co-Investigators to be listed by name and institution Running Head: Project GLOBE Robert J. House The Wharton School of Management University of Pennsylvania Paul J. Hanges Department of Psychology University of Maryland S. Antonio Ruiz-Quintanilla New York School of Industrial Labor Relations Cornell University Peter W. Dorfman Department of Management New Mexico State University Mansour Javidan Faculty of Management Policy and Environmental Area University of Calgary Marcus Dickson Department of Psychology Wayne State University Vipin Gupta Faculty of Business Administration Fordham University Add list of 170 authors and their institutions here. * The authors are indebted to Markus Hauser, University of Zurich, for his thoughtful comments and suggestions relevant to this monograph.
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ABSTRACT GLOBE is both a research program and a social entity. The GLOBE social entity is a network of 170 social scientists and management scholars from 61 cultures throughout the world, working in a coordinated long-term effort to examine the interrelationships between societal culture, organizational culture and practices, and organizational leadership. The meta-goal of the Global Leadership and Organizational Effectiveness (GLOBE) Research Program is to develop an empirically based theory to describe, understand, and predict the impact of cultural variables on leadership and organizational processes and the effectiveness of these processes. This monograph presents a description of the GLOBE research program and some initial empirical findings resulting from GLOBE research. A central question in this part of the research concerns the extent to which specific leadership attributes and behaviors are universally endorsed as contributing to effective leadership and the extent to which the endorsement of leader attributes and behaviors is culturally contingent. We identified six global leadership dimensions of culturally endorsed implicit theories of leadership (CLTs). Preliminary evidence indicates that these dimensions are significantly correlated with isomorphic dimensions of societal and organizational culture. These findings are consistent with the hypothesis that selected cultural differences strongly influence important ways in which people think about leaders and norms concerning the status, influence, and privileges granted to leaders. The hypothesis that charismatic/value-based leadership would be universally endorsed is strongly supported. Team-oriented leadership is strongly correlated with charismatic/value-based leadership, and also universally endorsed. Humane and participative leadership dimensions are nearly universally endorsed. The endorsement of the remaining global leadership dimensions -- self-protective and autonomous leadership vary by culture.
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