Cette e tude prolonge les recherches sur l'ade quation entre la personne et l'organisation en se focalisant exclusivement sur une dimension culturelle nationale affectant les valeurs organisationnelles: l'individualisme-communautarisme (I±C). 581 volontaires provenant de deux types d'organisations apparie es (des hoà pitaux et des cabinets-conseil en management) en Australie et dans le sud-est asiatique ont rempli des questionnaires mesurant les orientations de chacun sur l'I±C et d'autres variables organisationnelles. Deux cate gories d'ade quation ont e te analyse es: des interactions entre d'une part l'I±C individuel et la culture nationale, et d'autre part l'I±C individuel et la culture organisationnelle. Ces interactions ont e te mises aÁ l'e preuve avec trois variables de pendantes: l'implication organisationnelle, la satisfaction professionnelle et l'anciennete . Des diffe rences aÁ la fois nationales et organisationnelles sont apparues en ce qui concerne l'I±C. Les organisations asiatiques sont plus communautaires que celles d'Australie, et les hoà pitaux le sont davantage que les cabinets-conseil en management. Conforme ment aux hypotheÁ ses sur la correspondance personne-nation, les communautaristes se sont montre s plus implique s envers leur organisation et pre sentaient une plus grande anciennete que les individualistes en Asie, par comparaison avec les organisations australiennes. L'interaction e tait significative meà me en pre sence des effets directs du communautarisme sur l'implication organisationnelle et l'anciennete . Les meà mes re sultats n'ont pas e te retrouve s avec la satisfaction professionnelle. Les effets attendus de l'ade quation personne-organisation ne sont pas apparus au niveau de l'organisation aÁ l'inte rieur des cultures.The present study extended person±organisation fit research by concentrating exclusively on one national culture dimension affecting organisational values: individualism±collectivism (I±C). Volunteers (N=581) from two matched organisations (hospitals and management consultancies) in Australia and in

In an Australian sample of over 16,000 employees we assessed whether employees are satisfied with their ability to balance work and other life commitments. We tested the hypothesis that work–life balance is important for engaging and retaining employees in the context of other aspects of organisational climate. We also explored how individual and organisational variables were related to work–life balance aiding further development of theory integrating work with other aspects of life. Results showed that of 28 organisational climate factors, work–life balance was least related to employee engagement and intention to stay with an organisation. We discuss implications for how organisations position work–life balance strategies, particularly in relation to social responsibility and wellness, rather than the solution to employee commitment and retention.

In an Australian sample of over 16,000 employees we assessed whether employees are satisfied with their ability to balance work and other life commitments. We tested the hypothesis that work–life balance is important for engaging and retaining employees in the context of other aspects of organisational climate. We also explored how individual and organisational variables were related to work–life balance aiding further development of theory integrating work with other aspects of life. Results showed that of 28 organisational climate factors, work–life balance was least related to employee engagement and intention to stay with an organisation. We discuss implications for how organisations position work–life balance strategies, particularly in relation to social responsibility and wellness, rather than the solution to employee commitment and retention.

Purpose The purpose of this paper is to provide evidence for a “leadership big five”, a model of leadership behaviour integrating existing theories of leadership and conceptually aligned with the most established model of personality, the big five. Such a model provides researchers and practitioners with a common language to describe leadership behaviour in a field with a plethora of leadership models. The model also describes a wider range of leadership behaviour than other models of leadership, and presents dimensions that correlate with important organisational outcomes as demonstrated in this study. Design/methodology/approach In total, 1,186 employees completed the Voice Leadership 360, a survey designed to measure the leadership big five, collectively rating 193 managers from a range of different sectors and industries, using a 360-degree survey methodology. Findings Confirmatory factor analyses and internal reliability analyses provide evidence for 22 lower-order factors of leadership behaviour that aggregate into five higher-order factors of leadership aligned with the big five personality descriptors. Further evidence for the validity of the model is indicated by significant correlations between 360-degree survey ratings and raters’ judgements of leaders’ personality, and significant correlations between 360-degree survey ratings and both work unit engagement levels and manager reports of work unit performance. Research limitations/implications The cross-sectional design is the main limitation of the present study, limiting conclusions that changes in leadership behaviours will lead to changes in organisational outcomes. The primary research implications of this study include the support for an integrating model of leadership behaviour that aligns with a large body of psychological research, as well as the development of a survey that can be used for future exploration of the model. Practical implications Practitioners may use the results of the study to rethink how they develop competency frameworks and measure leadership behaviour in organisation development contexts. This broad model of leadership and the familiarity of its dimensions could increase the effectiveness of behaviour change interventions, and the presented survey provides a reliable and valid tool for 360-degree assessments. Originality/value The study provides evidence that leadership can be described in a structurally similar way to human personality. It presents a leadership model that consists of a broader range of leadership behaviours related to organisational outcomes compared with previous models of leadership.

The cultural constructs of individualism and collectivism (I‐C) have been closely identified with different conceptions of the self. In contrast to autonomous, abstract self‐concepts, it has been argued that collectivists have concepts of self which are interdependent with others and connected with particular contexts. This study investigated the extent to which spontaneous social and contextual self‐concepts were connected to each other and to individual‐level I‐C measures. Questionnaires were administered to adult employee samples in Australia and South‐East Asia (N = 581). Although closely intertwined, social and contextual statements were able to be independently tested in relation to I‐C. I‐C was primarily related to the social‐autonomous dimension of self. Controlling for social self‐responses, contextual self‐concepts were not independently related to any of the measures of I‐C.