In the Eye of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE

Javidan, Mansour; Dorfman, Peter W.; Luque, Mary F. Sully de; House, Robert J.

doi:10.5465/amp.2006.19873410

Cited by 645 publications

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“…In one hand, Latin American and Latin European clusters are quite similar in these GLOBE leader characteristics (Javidan, Dorfman, Sully de Luque, & House, 2006). Leaders from these countries are expected to have medium levels of participative and self-protective characteristics, whereas in Anglo and Germanic clusters the levels of selfprotective are low with high levels of participative attributes (Javidan et al, 2006). Accordingly, a previous study with an Italian sample showed lower SL scores than in the UK and The Netherlands (Bobbio et al, 2012).…”

Section: Why a Servant Leader?mentioning

confidence: 98%

Leading People Positively: Cross-Cultural Validation of the Servant Leadership Survey (SLS)

et al. 2014

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Esta es la versión de autor del artículo publicado en: This is an author produced version of a paper published in: El acceso a la versión del editor puede requerir la suscripción del recurso Access to the published version may require subscription Spanish Journal of PsychologyThe current way of organizing and working together in organizations is undergoing continual change.Organizations face challenges and difficulties to which they must adapt in order to be competitive, particularly when facing the current recession, new technology improvements, merges and differences that come with a global market, and changes in both customer and employee needs and values (Rodríguez-Carvajal, Moreno-Jiménez, de Rivas-Hermosilla, Álvarez-Bejarano, & Sanz-Vergel, 2010). At the same time, there is an increasing demand for a more ethical peoplecentered management (van Dierendonck, 2011), a management that can combine the constant demand for efficiency and efficacy with a moral focus. Within this context, leadership has been pinpointed as a key factor to achieving committed workers as well as prosperous organizations (Luthans, 2002;van Dierendonck, 2011). In this line, servant leadership (SL) may play an important contribution in achieving those goals. At this respect, SL has been proposed as a leadership style specifically focused on people and their development (Greenleaf, 1977). Greenleaf described a servant leader as follows: "The servant-leader is servant first. It begins with the natural feeling that one wants to serve. Then conscious choice brings one to aspire to lead." (Spears, 1998, p. 1). Therefore, a servant leader is one who is mainly concerned about his followers (Greenleaf, 1977). In contrast to other leadership theories as for example transformational leadership, inspiring leadership or Level 5 leadership, SL makes explicit the moral and social concerns and it sets first followers´ needs even over organizational goals (Hunter et al., 2013, van Dierendonck, 2011. In its application, this leadership has been observed to be related to effective performance, organizational citizenship behavior, job satisfaction, commitment and the appearance of organizational trust climate, among others (e.g. Hunter et al., 2013; van Dierendonck, 2010, for a review).Based on its value, the global context brings also the challenge of studying SL within a cross-cultural setting so that attention for possible culture differences should be brought to the front (Mooij & Hofstede, 2010 Abstract. Servant Leadership emphasizes employee's development and growth within a context of moral and social concern. Nowadays, this management change towards workers´ wellbeing is highlighted as an important issue. The aims of this paper are to adapt to Spanish speakers the Servant Leadership Survey (SLS) by van Dierendonck and Nuijten (2011), and to analyze its factorial validity through confirmatory factor analysis and measurement invariance in three countries. A sample of 638 working people from three Spanish-speaking countries (Spain, Argentina and Me...

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Section: Why a Servant Leader?mentioning

confidence: 98%

Leading People Positively: Cross-Cultural Validation of the Servant Leadership Survey (SLS)

et al. 2014

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“…the ability to inspire and have high expectations for outstanding performance based on deeply held beliefs, and team-oriented leadership, i.e. emphasis on team building and developing group goals (Javidan, Dorfman, Luque, & House, 2006). Since idealized influence and inspirational motivation are transformational leadership behaviors attuned with these dimensions, we argue that when leaders show such attributes in Brazil they will be more likely to positively affect their subordinates' formal performance.…”

Section: Formal Performancementioning

confidence: 99%

Transformational leaders and work performance: the mediating roles of identification and self-efficacy

Cavazotte

Moreno

Bernardo

2013

BAR, Braz. Adm. Rev.

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In this study we investigate the connections between transformational leadership and subordinate formal and contextual performance among Brazilian employees. We also proposed and tested two mediating processes through which transformational leaders would enhance the performance of their staff: stronger follower identification with the leader and efficacy beliefs. These relations were tested with a sample of 107 managers from a multinational company that operates in the financial sector. The proposed structural equation model was assessed with Partial Least Squares (PLS) techniques. The results suggest that perceived transformational leadership is associated with higher levels of task performance and helping behaviors. Moreover, the proposed mediating processes were empirically supported. We discuss implications for theory and practice.

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“…Our data suggests that there is not a significant difference on satisfaction with supervision between the public and private sectors in Brazil, drawing attention to an important aspect of Brazilian culture, such as the fine line between professional and personal lives. This finding might be particularly interesting to the leadership research on cross-country effects since it tries to identify patterns of behaviors managers from all around the world should have when dealing with Brazilian employees (Javidan et al, 2006).…”

Section: Theoretical Contributionsmentioning

confidence: 99%

Are public officials really less satisfied than private sector workers?A comparative study in Brazil

Borges

2013

Rev. Adm. Pública

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This research aims to compare the public and private sectors with regard to satisfaction at work. We conducted a survey with 670 professionals from both sectors in Brazil. The results of variance analysis confirm previous researches indicating that public officials are less satisfied with their work than private sector workers. However, this result does not repeat when we evaluate the satisfaction dimensions. For instance, public officials reported being more satisfied than private sector workers with regard to social environment and work stability. Unexpectedly, the results suggest that there is no difference between these sectors when we analyze the satisfaction with supervision. Therefore, this article is relevant for Brazilian managers, by offering an empirical research on the distinction between public and private. The article also discusses the theoretical implications, since Brazilian findings do not completely support the international literature. Os funcionários públicos estão realmente menos satisfeitos que os trabalhadores do setor privado? Um estudo comparado no Brasil O objetivo desta pesquisa é comparar os setores público e privado em relação à satisfação no trabalho. Foi realizado um survey com 670 profissionais de ambos os setores no Brasil. Os resultados da análise de variância confirmam as pesquisas anteriores indicando que os funcionários públicos estão menos satisfeitos com seu trabalho que os trabalhadores do setor privado. No entanto, esse resultado não se repete quando avaliadas as dimensões da satisfação. Por exemplo, os funcionários públicos relataram estar mais satisfeitos que os trabalhadores da iniciativa privada em relação ao ambiente social e à estabilidade no trabalho. Inesperadamente, os resultados sugerem que não existe diferença entre os setores quando analisada a satisfação com a supervisão. Portanto, este artigo é relevante para os gestores brasileiros, pois oferece uma pesquisa empírica sobre a distinção entre público e privado. Este artigo também discute as implicações teóricas, pois os achados brasileiros não confirmam totalmente a literatura internacional. 1478Renata Borges ¿Los funcionarios públicos están realmente menos satisfechos que los trabajadores del sector privado? Un estudio comparativo en Brasil El objetivo de esta investigación es comparar los sectores público y privado con relación a la satisfacción en el trabajo. Se realizó un survey con 670 profesionales de ambos sectores en Brasil. Los resultados del análisis de varianza confirman las investigaciones anteriores indicando que los funcionarios públi-cos están menos satisfechos con su trabajo que los trabajadores del sector privado. Sin embargo, ese resultado no se repite cuando se evalúan las dimensiones de la satisfacción. Por ejemplo, los funcionarios públicos reportaron estar más satisfechos que los trabajadores del sector privado con relación al ambiente social y la estabilidad en el trabajo. Inesperadamente, los resultados sugieren que no existe diferencia entre los sectores cuando se analiza la satisfa...

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In the Eye of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE

Cited by 645 publications

References 0 publications

Leading People Positively: Cross-Cultural Validation of the Servant Leadership Survey (SLS)

Leading People Positively: Cross-Cultural Validation of the Servant Leadership Survey (SLS)

Transformational leaders and work performance: the mediating roles of identification and self-efficacy

Are public officials really less satisfied than private sector workers?A comparative study in Brazil

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