Effects of Leader Behavior on Subordinate Satisfaction in a Civil Service-Asian Context

Putti, Joseph M.; Tong, Ang Chin

doi:10.1177/009102609202100105

Cited by 12 publications

(8 citation statements)

References 10 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Beside its common use on American managers in the USA, the LBDQ instrument has also been applied successfully in Asia. The LBDQ was used in Singapore resulting in high reliabilities (Putti and Tong, 1992). Black and Porter (1991) used the LBDQ XII to compare the leadership behaviour of three samples of managers; American managers in the USA, American managers in Hong Kong and Hong Kong Chinese managers in Hong Kong and they found the reliability to be consistent at acceptable to moderately high levels for all of the samples.…”

Section: Methodsmentioning

confidence: 99%

Differences in leadership behaviour between expatriate and local bosses as perceived by their host country national subordinates

Selmer

1997

Leadership &Amp; Organization Development Journal

View full text Add to dashboard Cite

Presents an investigation of how host country national subordinates perceive the leadership behaviour of their expatriate bosses in foreign assignments. From a sample of 240 middle managers in Hong Kong with experience of both local Chinese bosses and expatriate bosses from a broad spectrum of Western and Asian countries, finds that the subordinate managers assessed the leadership behaviour of their expatriate bosses to be significantly different from that of their Hong Kong Chinese bosses. US bosses were perceived as the most different and Japanese bosses, as well as bosses from other Asian countries, were seen as the least different, while British bosses and bosses from other Western countries constituted a middle group. Discusses the implications of these findings for international business and future academic research.

show abstract

Section: Methodsmentioning

confidence: 99%

Differences in leadership behaviour between expatriate and local bosses as perceived by their host country national subordinates

Selmer

1997

Leadership &Amp; Organization Development Journal

View full text Add to dashboard Cite

show abstract

“…This theory has been successfully employed in a project facilitated by the first author running since 1997 comparing preferred leader behaviour across societal cultures. That decision was made in 1997 due to the project starting in China and the LBDQXII being one of the few having been employed in Chinese cultures, used in Hong Kong by Black and Porter (1991) and Selmer (1997), and in Singapore (Putti and Tong, 1992). Studies reported in Littrell (2013b) find the LBDQXII reliability to be consistent at acceptable to moderately high levels across cultures.…”

Section: Theories Selected For This Studymentioning

confidence: 99%

North and South Latin America

Littrell

Barba

2013

Journal of Management Development

View full text Add to dashboard Cite

PurposeThe study aims to investigate 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: Are the rankings of value dimensions by businesspeople different between “Latin American” Chile and Mexico? Are the rankings of preferred leader behaviour dimensions different between Chile and Mexico? Are the predictive relationships of leader behaviour preferences by value dimension priorities different between Chile and Mexico?Design/methodology/approachIn 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 results from two samples from Chile and Mexico are carried out.FindingsTwo 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/implicationsSamples are from two cities, Santiago, Chile, and Guadalajara, Mexico, with an obvious requirement for studying additional regions in the country. Interpreting the findings is challenging and needs to be clarified though further focus group studies to assist in interpreting similarities and differences.Practical implicationsPractical 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.Social implicationsThe authors’ literature review and data analyses have some social implications as they found contradictory and misleading discussions of the relative placement of Mexico, Chile, and other countries in South, Central, and North America using cultural value dimension studies that need to be rationalised in further research.Originality/valueThe study is of value to practitioners and researchers interested in managerial leadership in Latin American countries.

show abstract

“…However, there is the occasional, albeit very limited, evidence that applying a non-culturally congruent leadership style can be preferred by local employees (see e.g. Putti and Tong, 1992;Selmer, 1996). However, studies examining the relationship between organizational outcomes and leadership style found that effective leaders had adapted to the local style (Ayman and Chemers, 1991;Gebert and Steinkamp, 1991;Yeh, 1995;Silverthorne and Wang, 2001).…”

Section: Conclusion and Limitationsmentioning

confidence: 99%

When Nationality Matters

Zander

Romani

2004

Int'l Jnl of Cross Cultural Management

View full text Add to dashboard Cite

The objective of the study presented in this article is to answer the question of when nationality matters regarding employees’ interpersonal leadership preferences. Based on a literature review, 16 tenure- and demographic-based groupings of employees (four departments, five work positions, five age groups and gender) were identified. Hypotheses were developed regarding whether employee group-based belonging overrides nationality-based belonging. These were tested across 15 countries and could be rejected for almost all groups due to significant differences in leadership preferences. Although the results concerning three employee groupings: researchers, supervisors and ‘over 55-years-old’ were inconclusive, it was not possible to identify one specific employee grouping that overrode nationality-based belonging. These results contribute to earlier research by refuting the often argued notion that departments, hierarchical work positions, professions, age groups and gender are categories of employees that should be managed as distinct groups with similar leadership preferences across country borders.

show abstract

Effects of Leader Behavior on Subordinate Satisfaction in a Civil Service-Asian Context

Cited by 12 publications

References 10 publications

Differences in leadership behaviour between expatriate and local bosses as perceived by their host country national subordinates

Differences in leadership behaviour between expatriate and local bosses as perceived by their host country national subordinates

North and South Latin America

When Nationality Matters

Contact Info

Product

Resources

About