Participative and Team-Oriented Leadership Styles, Countries’ Education Level, and National Innovation

Rossberger, Robert J.; Krause, Diana E.

doi:10.1177/1069397114534825

Cited by 25 publications

(11 citation statements)

References 81 publications

(92 reference statements)

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“…Similarly, well-educated local government servants perceived both leadership behaviours to be more effective than less-educated workers (those with pre-tertiary levels of educations). According to Rossberger and Krause (2015), knowledge of leadership behaviours is required for subordinates to accept leadership behaviours. It, therefore, follows that well-educated local government servants better appreciate an effective application of the behaviours associated with both transformational leadership and transactional leadership, as well as in a better position to assess their effectiveness than less-educated local government workers.…”

Section: Discussionmentioning

confidence: 99%

Enhancing job satisfaction among local government servants in Ghana

Mickson

Anlesinya

2019

IJPL

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Purpose The purpose of this paper is to examine the influence of transformational and transactional leadership behaviours on local government worker’s job satisfaction as well as to determine which one of these two leadership behaviours is a better predictor of job satisfaction among local government servants in Ghana. Design/methodology/approach The research used a questionnaire to collect 322 usable data from the respondents, and employed multiple regressions to analyse the data. Findings The results showed that both transformational leadership and transactional leadership behaviours have significant positive effects on employee job satisfaction in Ghana’s Local Government service. Surprisingly, critical examination of the results further revealed that transactional leadership behaviour is a better predictor of job satisfaction relative to transformational leadership behaviour in Ghana’s Local Government Service. Moreover, the findings suggested that the influence of both leadership behaviours on job satisfaction may vary by workers’ age, level of education and gender. Practical implications These results imply that the more transactional and transformational leadership behaviours are exhibited or demonstrated by leaders, the more satisfaction local government servants will experience with their jobs. It further means that depending on the context or work environment, transactional leadership can surpass transformational leadership in enhancing employee outcomes. It also reinforces the need to ensure equity in employee reward systems as well as treatment of different age, educational and gender groups. Originality/value This result has contributed to knowledge by providing empirical evidence to refute the popular claim that transformation leadership produces better outcomes than transactional leadership. Besides, this study highlights the important roles of transformational and transactional styles in ensuring job satisfaction among the local government sub-sector, a generally under-researched sector.

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Section: Discussionmentioning

confidence: 99%

Enhancing job satisfaction among local government servants in Ghana

Mickson

Anlesinya

2019

IJPL

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“…Risk has probabilities, uncertainty has no probabilities. As soon as we assign probabilities to uncertainty, it becomes risk (Hofstede & McCrae, 2014; Rossberger & Krause, 2014). Therefore, uncertainty reflects on anxiety, and risk might be a consequence of anxiety.…”

Section: Frameworkmentioning

confidence: 99%

Culturally Imprinted Anxiety and the Itinerary of Clinical Trial Projects for Its Management

Malik

2020

Cross-Cultural Research

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Anxiety has become ubiquitous in modern life, across countries. Cultural theories suggest that high uncertainty avoidance (UA) increases anxiety, while long-term orientation (LTO) decreases it. We question whether a high UA culture in a region attracts research and development (R&D) projects regarding anxiety management, compared to LTO. Furthermore, do these opposite dimensions moderate each other in attracting a pharmaceutical firm’s response? This article explores this link between the UA culture and the moderation effect of LTO. Using data on clinical trials related to anxiety management projects in 67 countries, we record 10,585 observations, capturing 4% of the global population of clinical trials on the subject. We find that the uncertainty avoidance index (UAI) shows a negative correlation with the intensity of the anxiety management project, while LTO has no significant correlation. The interaction between the two shows positive correlation. The results are found to be significant after controlling for confounding variables and robustness checks. This study makes three contributions. First, it highlights the link between culture and anxiety management projects through the clinical trial movement. Second, it contributes to cultural theory, suggesting that the UAI defines problems and LTO defines innovative solutions. It also highlights the differences and links between the UAI and LTO at the conceptual level. Thirdly, it offers general policy and practical implications.

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“…Following the process outlined for mediation analysis by Baron and Kenny (1986), cultural dimensions and practices that significantly correlated with both the outcome variables and mediating Trust variable were then analyzed using partial least squares structural equation modeling (PLS-SEM) using SmartPLS 3.0 (Ringle, Wende, & Becker, 2015). Relevant cultural dimensions and practices were used as items to construct a single latent variable to denote cultural values related to favoritism, following the methodology used in Rossberger and Krause (2015).…”

Section: Analytical Planmentioning

confidence: 99%

Cultural Dimensions as Correlates of Favoritism and the Mediating Role of Trust

Im¹,

Chen²

2019

Preprint

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Purpose: This study sought to examine the relation of cultural practices and values with favoritism and nepotism/cronyism. Additionally, this study’s purpose was also to examine how trust mediates the relation between culture and favoritism. Design/Methodology/Approach: Correlations were used for exploratory investigation into the bivariate relations between culture and favoritism and nepotism/cronyism across 97 cultures. Hierarchical linear regression analyses were then conducted to examine the cultural correlates of favoritism and nepotism/cronyism holding all other variables constant. Lastly, partial least squares structural equation modeling was used to examine the mediating role of societal levels of trust. Findings: Bivariate correlations show that collectivism, familism, uncertainty avoidance, and power distance are positive correlates of both favoritism and nepotism/cronyism. Institutional collectivism, future orientation, and trust, on the other hand, were negative correlates of favoritism and nepotism/cronyism. Uncertainty avoidance and trust were key correlates of favoritism while familism and future orientation were key correlates of nepotism/cronyism. Trust fully mediated the relation between culture and favoritism but did not mediate the relation between culture and nepotism/cronyism. Originality/Value: This study adds to the current body of literature on culture and favoritism. Notably, the findings regarding different key cultural correlates with respect to favoritism and nepotism/cronyism provide valuable implications for expanding our understanding of the psychological and social nuances of favoritism. Specifically, favoritism in transactions and interactions with those not bound by social commitment relationships may be explained by beliefs while interactions with those with social relationships (e.g., family and friends) may be explained by preferences.

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Participative and Team-Oriented Leadership Styles, Countries’ Education Level, and National Innovation

Cited by 25 publications

References 81 publications

Enhancing job satisfaction among local government servants in Ghana

Enhancing job satisfaction among local government servants in Ghana

Culturally Imprinted Anxiety and the Itinerary of Clinical Trial Projects for Its Management

Cultural Dimensions as Correlates of Favoritism and the Mediating Role of Trust

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