cd_dp_88.pdf

190 73 the leadership scales the globe leadership

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effectiveness of managers is largely assessed on personality dimensions” (1995, p.190). 7.3 The Leadership Scales The GLOBE leadership questionnaire asked respondents to rate various leadership behaviours and traits on a seven-point scale according to the extent they contributed to ‘outstanding leadership’ in New Zealand. Table 7 presents the mean score for each of the 21 first-order leadership factors and the six second-order factors (in bold). The numbers in parentheses are New Zealand’s rankings in comparison with the other 61 countries. As with the cultural scales, countries have been grouped into a number of bands according to their scale score, and the standard error of difference. The table represents this graphically, with the number of cells in each row representing the number of distinct bands for that scale.
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37 Table 7 New Zealand Leadership Styles Average Scores, Relative to Other Countries in Sample Leadership Dimension High End Above Average Below Average Low End Charismatic/Value Based 5.87 (35) Band C (A-I) Charismatic I: Visionary 6.23 (16) Charismatic II: Inspirational 6.50 (3) Charismatic III: Self Sacrificial a 4.88 (41) Integrity b 5.49 (58) Decisive c 5.69 (45) Performance Orientation 6.31 (13) Team Oriented 5.44 (56) Band D (A-G) Team I: Collaborative Team Orientation a 5.21 (51) Team II: Team Integrator a 5.71 (43) Diplomatic 5.22 (54) Malevolent (Reverse scored) 1.83 (21) Administratively Competent 4.79 (60) Self-Protective 3.19 (45) Band F (A-I) Self-Centred a 2.23 (22) Status Consciousness a 3.56 (56) Conflict Inducer 3.74 (43) Face-saver 2.39 (53) Procedural 3.86 (33) Participative 5.50 (24) Band B (A-F) Autocratic (Reverse) 2.63 (31) Non-participative (Reverse) 2.38 (47) Humane 4.78 (36) Band B (A-E) Modest 4.57 (52) Humane Orientation a 5.09 (18) Autonomous 3.77 (35) Band B (A-D) Autonomous d 3.77 (37) a Only one country was categorised in Band D. b Only one country was categorised in Band E. c 60 of the 62 countries fell into the two top bands, with one each in Bands C and D. d Only one country was categorised in Band C.
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38 In terms of absolute scale values, New Zealand managers gave three scales average ratings in excess of 6.0 on the seven point scale: Charismatic II Inspirational, Performance Orientation, and Charismatic I Visionary. A further two scales (Team Integrator and Decisive) were rated 5.5 or higher. At the low end Malevolent, Self-Centred, Non-Participative, and Face-Saver all had average ratings lower than 2.4 and were thus seen as seriously inhibiting effective leadership. At a simple level then, an outstanding leader in New Zealand is seen as a positive, optimistic person who is able to generate confidence, enthusiasm and excitement among followers, challenging them to exceed expectations in pursuit of future goals. He or she is a good communicator, sharing information to ensure common understanding among followers, and encouraging them to work as an integrated team. The leader must be prepared to make decisions firmly and resolutely, whether based on logic or intuition. This decisiveness needs to be balanced, however, by recognition of the individual abilities of team members (without regard to their status); the leader must not be a micro-manager, and must be willing to share the decision-making with capable team members. Personal qualities such as irritability,
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