The Egalitarian Leader: Leadership in Australia and New Zealand

Ashkanasy, N. M.; Trevor-Roberts, Edwin; Kennedy, Jeffrey C.

doi:10.1142/9789812562135_0010

Cited by 7 publications

(6 citation statements)

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“…The greatest benefit of the project is likely to come when the researchers who participated in the project focus on the data from their own nation and investigate the extent to which these generalities are overlaid by countryspecific leadership qualities. For instance, in just such country-specific studies, Ashkanasy, Trevor-Roberts, and Kennedy (2004) have already shown how qualities of leader "mateship" in Australia and leader focus on teamwork in New Zealand augment the global results in these locations. The databank accumulated by the GLOBE researchers is rich and the second GLOBE book that is in press is likely to contain more of this kind of detailed country analyses.…”

mentioning

confidence: 99%

Book Review: Culture, Leadership, and Organizations: The Globe Study of 62 Societies

Smith

2005

Journal of Cross-Cultural Psychology

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confidence: 99%

Book Review: Culture, Leadership, and Organizations: The Globe Study of 62 Societies

Smith

2005

Journal of Cross-Cultural Psychology

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“…Researchers from various disciplines such as sociology, anthropology, and political science (e.g., Ashkanasy et al 2004;Kennedy 2007;Bonisch-Brednich 2008) point out that egalitarianism is a key concept of New Zealanders' behaviours. They have all observed and described egalitarianism as the most essential cultural trend.…”

Section: Interpreting the Results From An Emic Perspectivementioning

confidence: 99%

“…So there are very good reasons for this carefully developed Kiwi system of playing down differences, denying hierarchies or at least acting them out in a more backstage kind of way, applying various tactics of disguising difference and constantly creating a social plateau. (Bonisch-Brednich 2008: 6-7) This strong sense of egalitarianism is considered to originate from the Treaty of Waitangi in 1840 (McLeod 1969;Trevor-Roberts et al 2003;Ashkanasy et al 2004;Bonisch-Brednich 2008) and continues to be firmly entrenched in the New Zealand spirit. (Ashkanasy et al 2004).…”

Section: Interpreting the Results From An Emic Perspectivementioning

confidence: 99%

“…(Bonisch-Brednich 2008: 6-7) This strong sense of egalitarianism is considered to originate from the Treaty of Waitangi in 1840 (McLeod 1969;Trevor-Roberts et al 2003;Ashkanasy et al 2004;Bonisch-Brednich 2008) and continues to be firmly entrenched in the New Zealand spirit. (Ashkanasy et al 2004). This underlying cultural trend, egalitarianism, is manifest in the -Tall poppy‖ syndrome (e.g., Feather 1994;Jackson 2000; Kennedy 2007).…”

Section: Interpreting the Results From An Emic Perspectivementioning

confidence: 99%

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Relational Practice in Meeting Discourse in New Zealand and Japan: A Cross-Cultural Study

Murata¹

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This thesis explores Relational Practice in meetings in New Zealand and Japan, focussing in particular on small talk and humour which can be considered exemplary relational strategies. It examines these two areas of Relational Practice, firstly in terms of their manifestations in New Zealand and Japanese meetings, and secondly in terms of the ways they are perceived in the context of business meetings. This research takes a qualitative approach to the data analysis and employs a neo-Politeness approach to the analysis, a modified version of standard Politeness Theory. The concepts of Relational Practice and community of practice also proved to be of fundamental value in the analysis. Two kinds of data were collected: firstly meeting data from 16 authentic business meetings recorded in business organisations in New Zealand and Japan (nine from a New Zealand company and seven from a Japanese company). Secondly, perception data was collected in Japan using extended focus group interviews with Japanese business people (a total of six groups from three business organisations). The research involves a contrastive study using interactional sociolinguistic analytic techniques to examine manifestations of small talk and humour in meeting data collected in different contexts. The first phase of the study is cross-cultural, comparing meetings in New Zealand and Japan, and adopting a combined etic-emic approach. The second phase of the study analyses and compares the use of small talk and humour in different types of meetings, i.e. formal meetings (known as kaigi in Japanese) and informal meetings (known as uchiawase/miitingu in Japanese) in New Zealand and Japan. A further aim is to explore how Japanese business people perceive New Zealand meeting behaviours in relation to small talk and humour and to consider what might influence people‘s perceptions of these aspects of relational talk. The analysis of the authentic meeting data indicates that the important role of Relational Practice at work is recognised in both New Zealand and Japanese meetings, although the data also highlights potentially important differences in manifestation according to the community of practice and the type of meetings. The data demonstrates that Relational Practice is constructed among meeting members discursively and dynamically across the communities of practice and the kinds of meetings. The analysis of the perception data indicates that while Japanese business people do not have identical evaluations of the manifestation of any particular discourse strategy, their perceptions are mostly similar if they work in the same workplace. The data also demonstrates that the participants‘ international business experience influences their perceptions. Furthermore the analysis indicates that manifestations of small talk and humour in New Zealand meetings are not necessarily evaluated by the Japanese business people in the same or similar way as by New Zealand people. Through both the analysis of the meeting and perception data, this study indicates that people‘s linguistic behaviours and perceptions regarding Relational Practice are influenced not only by underlying expectations of their community of practice but also by those of the wider society in which the community of practice is positioned.

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“…In principle, as a CEO, Andy does not need to provide any reasons for the requests that she makes, and moreover, this is a routine task. However, giving reasons for the need to update the webpage could suggest that Andy is not overly concerned with status, a typical New Zealand attitude (Ashkanasy, Trevor-Roberts, & Kennedy, 2004;B nisch-Brednich, 2008;Holmes, Marra, & Vine, 2012;Trevor-Roberts, Ashkanasy, & Kennedy, 2003). On the other hand, the request could also be interpreted as a subtle way of telling Teresa that she should have noticed the old names without being told.…”

Section: Company Nz1mentioning

confidence: 99%

Workplace email communication in New Zealand and Malaysia: Three case studies

Yeoh¹

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This thesis is an analysis of authentic communication between professionals at work in three workplaces (Company NZ1, NZ2 and M). The research involves a contrastive study of internal emails in two different countries (New Zealand and Malaysia) with very distinct cultures. In addition to the email corpus comprising 1745 emails, the analysis is supported by data collected using a mixed-methods approach: fieldwork observations, a questionnaire and interviews. The analysis suggests that workplace culture influences people’s linguistic and non-linguistic behaviours. A Community of Practice (CofP) approach provided insights into characteristics of workplace culture such as the participants' behaviours, language, values and beliefs. This approach also facilitated analysis of how these behaviours were negotiated among the staff members, and how practices were established to signify membership of communities of practice. Using an adapted version of Speech Act Theory, the email messages were coded initially for their main communicative function. The next layer of analysis involved exploring the interpersonal and power dimensions of the communicative function of making requests. To this end, Spencer-Oatey's Rapport Theory was applied as the primary theoretical framework and Halliday's three metafunctions were also used to interpret the emails. The analysis indicated that all three workplaces use email for the same communicative functions, but the proportions of usage differed. In the New Zealand workplaces, providing information is the predominant function, followed by making requests. By contrast, making requests dominates the use of email in the Malaysian workplace. The analysis demonstrates that rapport is managed differently in the three communities of practice. The greater use of informal greetings and closings and various linguistic strategies such as modalised interrogatives and mitigating devices in one New Zealand workplace suggests that participants are attending to rapport, and that they are aware of the importance of maintaining harmonious collegial relationships when making requests of their work colleagues. On the other hand, a greater use of formal greetings and closings, bare imperatives and boosting devices in the Malaysian workplace suggests the converse. Furthermore, the analysis indicates that rapport is managed quite differently even when participants are from the same country (New Zealand) which practises an egalitarian culture. The analysis also demonstrates how superiors and subordinates 'do' power and construct authority through the use of various linguistic strategies, such as imperative mood, use of the personal pronoun ‘I’, and boosting devices. The greater use of these linguistic strategies in the other New Zealand workplace and the Malaysian workplace suggests that more importance was placed on getting the job done than on maintaining rapport. In addition, the analysis identifies different attitudes towards the manifestation of power. In New Zealand where egalitarianism is highly valued, an overt display of power could damage work relationships. By contrast, in Malaysia, inequality in power is accepted as normal. People do not question superiors' authority, rights and entitlement to privileges. Recognising such culturally different values proved important in interpreting the data. To conclude, this research illustrates how the use of a rapport management framework can provide new insights in relation to online workplace communication. Email not only 'does' power and performs transactional work, it also accomplishes relational work. Furthermore, the CofP approach provides insights concerning how each workplace establishes different linguistic and non-linguistic practices which form the basis of a distinct workplace culture. Finally, the analysis makes a contribution to the field of email communication from a cross-cultural perspective.

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The Egalitarian Leader: Leadership in Australia and New Zealand

Cited by 7 publications

References 0 publications

Book Review: Culture, Leadership, and Organizations: The Globe Study of 62 Societies

Book Review: Culture, Leadership, and Organizations: The Globe Study of 62 Societies

Relational Practice in Meeting Discourse in New Zealand and Japan: A Cross-Cultural Study

Workplace email communication in New Zealand and Malaysia: Three case studies

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