Emerald | Journal of Management Development | Table of Contents

Introduction to the Special Issue: Preferred Explicit Leadership Preferences across Cultures

literatinetwork@emeraldinsight.com (Romie Frederick Littrell) — Fri, 07 Jun 2013 00:00:00 +0100

Abstract

Not available.

Explicit Leader Behaviour: A Review of Literature, Theory Development, and Research Project Results

literatinetwork@emeraldinsight.com (Romie Frederick Littrell) — Fri, 07 Jun 2013 00:00:00 +0100

Abstract

Purpose - This article introduces the theoretical underpinnings of a project that contributes to the empirical field research study literature concerning societal cultural and individual value priority effects on explicit preferred leader behaviour of employed businesspeople, and in some cases business students. The article then reviews research studies and results related to the theories and operationalisations.Design/methodology/approach - This particular article is an introduction to the history and systems of the Leader Behaviour Description Questionnaire XII (LBDQXII) instrument to assess preferred leader behaviour priorities, followed by a review of empirical studies employing the instrument.Findings - The findings indicate that the LBDQXII is adequate for the task at hand, and that societal cultural differences moderate variability in preferences for leader behaviour associated with leadership effectiveness. The reputation of the LBDQXII has been damaged by researchers, editors, reviewers, and dissertation and thesis supervisors’ lack of knowledge or disregard of available knowledge concerning the development of the instrument, its use, and proper methods and methodology. The results in the project studies indicate that similarities such as the same local language coupled with geographic proximity lead to similar kinds of preferred leader behaviour priorities between countries and within countries having diverse sub-cultures, such as China. Though our samples were all employed businesspeople, sample differences can have significant effects, such as influence stemming industry membership. A conclusion is that carefully applied and analysed, the LBDQXII is a useful, reliable, and valid survey instrument that can be employed to prepare, educate, and develop expatriates and local managers as to what behaviours are expected in business organisations in different cultures.Research limitations/implications - The reliabilities of some scales in the LBDQXII are low for some dimension scales for some counties. An objective of the research project is to produce a shorter, more reliable survey for use across cultures. Studies in the project indicate an influence on factor structure apparently due to the overarching Analytic Cognition or Holistic Cognition nature of a society. Practical implications - The practical implications of the project are to identify and measure preferred leader behaviour dimensions that are similar and different across national and sub-national cultures. Such information can be used to develop global leaders and to educate and train managerial leaders for success in multiple countries. A conclusion is that the LBDQXII can be employed to prepare, educate, and develop expatriates and local managers for international assignments.Originality/value - Explicit theories of leadership (ELTs) and implicit theories of leadership (ILTs) have received varying amounts of attention in leadership research. Reading the leadership literature, I find little consideration of ELTs (Explicit Theories of Leadership), most study and report on implicit traits, or a mixture of implicit and explicit. A major contribution of this research project and this special issue of the journal is the development of testing and support of an Explicit Theory of Leadership and presenting progress in its operationalisation, and evaluates a widely used survey instrument across cultures.

Explicit Leader Behaviour Preferences: Turkish & Cross-National Sample Comparisons

Fri, 07 Jun 2013 00:00:00 +0100

Abstract

Purpose - In this study we endeavour to further develop and validate the Behavioural and Contingency theory of leadership imitated by Stogdill and associates at Ohio State University (Stogdill, 1963; Stogdill, 1969; Day & Stogdill, 1972; Stogdill, 1974). We are associated with a global project studying preferred leader behaviour across cultures, underway since 1997. An expressed purpose of the project is to validate an operationalisation of the theoretical model across cultures, based upon or derived from the Leader Behaviour Description Questionnaire XII. This study is a part of an overarching global project with an objective to develop new multi-language versions of the questionnaire for use across societal cultures, focussing in this study on culture areas in Turkey and Europe.Design/methodology/approach - In a field survey research study we collect, analyse, compare, and discuss explicit leader behaviour preferences of employed businesspeople in Istanbul and Izmir, Turkey, rating their "ideal managerial leader" and their actual organisational manager.Findings - In Istanbul and Izmir businesspeople tend to prefer leaders who focus on managing the business system over other considerations such as relationship management; task orientation is more important than relationship orientation. In the business environment, there appear to be little or no differences in preferences relating to gender; men and women have nearly identical preferences; age has some influence; generally, older businesspeople tend to have higher preference scores for a managerial leader who clearly defines his or her own role, and lets followers know what is expected, and pushes them to work harder and exceed past performance. Subordinates neither received nor expected Paternal leader behaviour. They expected and did receive moderately Authoritarian leader behaviour. Research limitations/implications - We sample from two large cities in the industrialised west of Turkey; further research is required to investigate regional differences and similarities throughout the country. Two studies were initiated from different projects, and we do not have ideal and actual managerial leader ratings from the Izmir samplePractical implications - Contrary to past research indicating a preference for Paternal leadership in Turkey, we find preferences for Authoritarian style behaviours from subordinates. Compared to both USA and European businesspeople, Turkish businesspeople have higher preferences for Predictive Accuracy—good planning and forecasting.Originality/value - The large majority of studies of leadership focus on implicit leadership theory, describing characteristics and traits of leaders. This study employs explicit leader behaviour theory and operationalisations to identify subordinates ideal leader behaviour compared to actual organisational manager behaviour in Turkey.

North and South Latin America: Influence of Values on Preferred Leader Behaviour in Chile and Mexico

Fri, 07 Jun 2013 00:00:00 +0100

Abstract

Purpose - The study investigates the national cultural clusters myth, studying the relationships between individual cultural values and preferred leader behaviour of working businesspeople in "Latin American" samples from Santiago, Chile, and Guadalajara, Mexico. The set of research questions to be addressed are: (1) Are the rankings of value dimensions by businesspeople different between "Latin American" Chile and Mexico; (2) Are the rankings of preferred leader behaviour dimensions different between Chile and Mexico; (3) Is the predictive relationships of leader behaviour preferences by value dimension priorities different between Chile and Mexico. Design/methodology/approach - In an investigation of the relationships amongst preferred leader behaviour and individual value dimensions, the study employs field survey research using two experimental but well established and documented instruments, the Schwartz Values Survey and the Leader Behaviour Description Questionnaire. Comparisons between result from two samples from Chile and Mexico are carried out. Findings - Two samples from large cities in Latin America, Santiago, Chile, and Guadalajara, Mexico, are compared using preferred leader behaviour dimensions and individual values and their relationship to one another. Significant sample and gender sub-sample differences were observed for preferred leader behaviour, indicating that the perception of preferred leader behaviour priorities differed between businesspeople in Santiago and Guadalajara. Results indicate a general preference in both samples for a Parental Leader style, nurturing in Chile and stern in Mexico, and managerial leaders should be a source of enjoyment and pleasure in business; indications are that engaging in business is an enjoyable endeavour. Gender (sex) differences were observed between samples for preferred leader behaviour. Due to several demographic differences in job level and age in the samples further work is required to verify the differences observed.Research limitations/implications - Samples are from two cities, Santiago, Chile, and Guadalajara, Mexico, with an obvious requirement for studying additional regions in the country. Interpreting the findings are challenging and need to be clarified though further focus group studies to assist in interpreting similarities and differences. Practical implications - Practical applications of the outcomes of the study are that the results can be used to inform managerial leadership training and development and practice for expatriate and local managerial leaders working in the two cities.Originality/value - The study is of value to practitioner and researchers interested in managerial leadership in Latin American countries.