Does Cultural Socialization Predict Multiple Bases and Foci of Commitment?

Clugston, Michael; Howell, Jon P.; Dorfman, Peter W.

doi:10.1177/014920630002600106

Cited by 416 publications

(349 citation statements)

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“…Followers with high levels of anxiety and insecurity and low self-esteem primarily accept their leaders because they think they have to. These findings add to the commitment literature as they provide evidence that followers" characteristics specifically influence different components and foci of Personality and leadership 26 commitment (e.g., Clugston et al, 2000;. In conclusion, followers who show personality traits similar to transformational leaders are more likely to perceive transformational leadership and to develop higher levels of committed to their leader.…”

Section: Discussionsupporting

confidence: 56%

Followers' Personality and the Perception of Transformational Leadership: Further Evidence for the Similarity Hypothesis

Felfe

Schyns

2010

British J of Management

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. (2010) 'Followers' personality and the perception of transformational leadership :further evidence for the similarity hypothesis.', British journal of management., 21 (2). pp. 393-410. Further information on publisher's website:http://dx.doi.org/10.1111/j. 1467-8551.2009.00649.x Publisher's copyright statement:The denitive version is available at www.interscience.wiley.com Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. University of PortsmouthIn press: British Journal of Management Correspondance should be addressed to Jörg Felfe, University of Siegen, 57068 Siegen, Germany. Email: j.felfe@zedat.fu-berlin.de. Authors' note:The authors would like to thank the editor as well as the anonymous reviewers for their helpful comments on a prior version of this manuscript. The authors would like to thank Susan Bradley for her help in editing this manuscript. Personality and leadership 2Followers" personality and the perception of transformational leadership:Further evidence for the similarity hypothesis AbstractManagers and supervisor are thought to affect their followers" attitudes and behaviour. Within leadership research, behaviour of leaders and managers is usually considered as the independent variable whilst followers" reactions are considered the dependent variable. In this study, we reverse this order and investigate the degree to which the evaluation of leadership is a result of followers" perceptions and attributions. In order to corroborate and extend previous experimental research, a field study was conducted to analyse the influence of followers" personality and perceived leader personality on followers" perception of leadership within an organisational setting. The results provide further evidence that followers" personality influences the perception of transformational leadership and commitment to the supervisor. Moreover, the perception of leaders" personality was related to the perception of leadership and commitment to the supervisor. The finding that the perception of supervisors" personality mediates both the relationship between followers" personality and the perception of leadership and commitment provides support for the similarity hypothesis. Results are discussed in the light of feedback and leader development.

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Section: Discussionsupporting

confidence: 56%

Followers' Personality and the Perception of Transformational Leadership: Further Evidence for the Similarity Hypothesis

Felfe

Schyns

2010

British J of Management

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“…Collectivism (alpha = .84) was measured with a five-item construct adapted from Clugston et al (2000). Participants indicated, on a scale from 1 = strongly disagree to 7 = strongly agree, the extent to which they perceived the importance of group welfare against individual benefits and gains.…”

Section: Methodsmentioning

confidence: 99%

Interpersonal affect and host country national support of expatriates

Varma

Budhwar

Katou

et al. 2016

JGM

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Purpose The purpose of this paper is to examine the role played by host country nationals’ (HCNs) collectivism and the interpersonal affect they develop toward expatriate colleagues, in determining the degree to which Chinese HCNs would be willing to offer role information and social support to expatriates from India and the USA. Design/methodology/approach The authors conducted a between-subjects simulation (n=402) with front-line, junior-level professionals in four global organizations operating in China, measuring their interpersonal affect toward a hypothetical expatriate colleague, and their willingness to offer role information and social support to the expatriate. Findings Results indicated the interpersonal affect felt by Chinese HCNs mediates the relationship between the collectivism levels of Chinese HCNs, and their willingness to offer role information and social support to expatriates. Research limitations/implications It should be acknowledged that the authors used hypothetical “paper-people” to test the hypotheses. Future studies should investigate the impact of collectivism and interpersonal affect on HCN willingness to offer role information and social support by examining HCNs’ attitudes toward real-life expatriate colleagues. Originality/value While empirical studies examining HCN willingness to offer role information and social support have begun to emerge in the expatriate literature, only a couple of studies have included interpersonal affect as a key determinant. Given that interpersonal affect is a key determinant of individuals’ reactions to others, but also a complex construct, the findings confirm the need for organizations to examine how this impacts performance and co-worker interactions in the workplace.

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“…Chiu (1999) found that individualists scored higher on positive affect and job satisfaction and lower on work strain than collectivists in a sample of Singaporean and HK nurses, who were significantly higher on COL and lower on IND than Australian and US nurses. Clugston et al (2000) assessed the relationships among Hofstede's four original cultural values and three bases (i.e., affective, continuance, and normative) and foci (i.e., organization, supervisor, and workgroup) of commitment using surveys in a US public agency. COL was positively related to affective commitment to supervisors and the workgroup, continuance commitment to the workgroup, and normative commitment to all foci; and PD was positively related to affective commitment to the organization and both continuance and normative commitment to all foci.…”

Section: Ocb (2)mentioning

confidence: 99%

“…Indeed, all 12 studies that included cultural values in addition to (or besides) IND-COL found significant effects. Of the five studies that included both IND-COL and other cultural values simultaneously (e.g., Earley, 1986;Clugston et al, 2000;Mitchell et al, 2000;Kirkman and Shapiro, 2001a;Harpaz et al, 2002), all explained unique variance beyond IND-COL. Such consistent findings suggest that including cultural values other than IND-COL in the other 52 Type I studies would have led to important insights.…”

Section: Research Challengesmentioning

confidence: 99%

A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework

2006

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Since Geert Hofstede's Culture's Consequences: International Differences in Work-Related Values (Sage, 1980) was published, researchers have utilized Hofstede's cultural values framework in a wide variety of empirical studies. We review 180 studies published in 40 business and psychology journals and two international annual volumes between 1980 and June 2002 to consolidate what is empirically verifiable about Hofstede's cultural values framework. We discuss limitations in the Hofstede-inspired research and make recommendations for researchers who use Hofstede's framework in the future. Journal of International Business Studies (2006) 37, 285–320. doi:10.1057/palgrave.jibs.8400202

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Does Cultural Socialization Predict Multiple Bases and Foci of Commitment?

Cited by 416 publications

References 50 publications

Followers' Personality and the Perception of Transformational Leadership: Further Evidence for the Similarity Hypothesis

Followers' Personality and the Perception of Transformational Leadership: Further Evidence for the Similarity Hypothesis

Interpersonal affect and host country national support of expatriates

A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework

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