The right stuff: understanding cultural differences in leadership performance

Abstract

A study was conducted that examined which managerial skill dimensions were critical for effective leadership for managers in the USA and seven European countries. The results suggested more similarities than differences across countries. Specifically, a core group of two skill dimensions emerged as critical for effective leadership across countries and operationalizations of criticality. These dimensions were analyze issues and drive for results. However, results did differ depending on how criticality was operationalized. The findings of the study suggest that: users of 360-degree feedback instruments should not rely solely on perceived importance of a skill dimension to aid in ratings interpretation, and the ability to solve complex problems and learn quickly on the one hand and being hard-working and persistent on the other hand are prerequisites for effective leadership, regardless of whether you are leading in Pittsburgh or in Paris.

A comparison of American and international prototypes of successful managers

“…In another study, managers' ratings of managerial skills of U.S. managers and those in seven European countries were found to be more similar than different (Robie et al, 2001). Sanyal and Guvenli (2004) asked managers in Israel, Slovenia, and the United States to rate their perception of the characteristics and abilities of managers that contribute to the success of their firm.…”

“…Recently, researchers in the cross-cultural leadership literature have suggested that globalization and widespread management education programs (e.g., MBA programs) that reflect Western theories of leadership are creating cultural convergence in the behaviors expected of successful managers and leaders (House et al, 1997). Responsibilities and challenges of managers leading in the 21st-century global economy may require similar management competencies that are unaffected by culture (Robie, Johnson, Nilsen, & Hazucha, 2001). In one phase of the GLOBE project, researchers investigated the extent to which specific leader attributes and behaviors are universally endorsed as contributing to effective leadership.…”

Deducing a taxonomy of perceived managerial and leadership effectiveness: a comparative study of effective and ineffective managerial behaviour across three EU countries

“…That 77.78% (n ¼ 21) behavioural categories are generalized across two sectors and three countries lends support to those who theorize the 'universalistic' nature of perceived managerial/leadership effectiveness (see Robie et al 2001). It follows that the concept of national culture should be used with more caution in management/leadership studies (McSweeney 2009).…”

Comparing Dutch and British high performing managers

“…Being self-centred and malevolent was perceived as detrimental for being an effective leader. In a similar vein, in a study among US and European managers, Robie et al (2001) found that a drive for results and analysing issues effectively were the best predictors for effective managerial performance. Lesley and Van Velsor (1998) found that US and European managers perceive managerial effectiveness as having personal influence, being cooperative, and accepting rules and procedures set by an external authority.…”