Transformational Leadership and National Culture: A Meta-analysis across 36 Countries

Dulebohn, James H.; Wu, Dongyuan; Liao, Chenwei; Hoch, Julia E.

doi:10.5465/ambpp.2017.17512abstract

Cited by 5 publications

(10 citation statements)

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“…Cross‐cultural differences in power distance may cautiously explain why employees in India are less likely to evaluate the trustworthiness of their SLT (Hofstede, 2001). There is, for instance, some research to indicate that in Asian contexts, leadership can be more effective due to the acceptance of power distance between leaders and followers (Dulebohn et al, 2017), though admittedly there are inconclusive findings regarding cross‐cultural variation in trust (Dirks & De Jong, 2022), warranting greater research here.…”

Section: Discussionmentioning

confidence: 99%

“…Cross-cultural differences in power distance may cautiously explain why employees in India are less likely to evaluate the trustworthiness of their SLT (Hofstede, 2001). There is, for instance, some research to indicate that in Asian contexts, leadership can be more effective due to the acceptance of power distance between leaders and followers (Dulebohn et al, 2017), though admittedly there are inconclusive findings regarding cross-cultural variation in trust (Dirks & De Jong, 2022), warranting greater research here. Second, we move beyond a superficial focus on COR theory through conceptual integration of resource caravans and caravan passageways (Hobfoll, 2011), which F I G U R E 2 Interaction between trust in the senior leadership team's (SLT's) response to the pandemic and line manager's servant leadership, on psychological capital (PsyCap), for the UK have received limited attention (e.g., Booth-LeDoux et al, 2020).…”

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confidence: 98%

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What's trust got to do with it? Examining trust in leadership, psychological capital, and employee well‐being in a cross‐national context during Covid‐19

Babu

Fletcher

Pichler

et al. 2023

European Management Review

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We propose and test the idea that trust in the senior leadership team is needed to help overcome the potential widespread decrements to employee well-being resulting from the Covid-19 pandemic. Drawing on conservation of resources theory, we suggest that psychological capital mediates the relationship between trust in the senior leadership team's response to Covid-19 and employee well-being. We also examine the contextual relevance of line management's servant leadership alongside country differences (i.e., India vs. UK) in reinforcing the importance of trust in fostering psychological capital. We test our model in a time-lagged survey study that follows employed individuals towards the early, middle, and later stages of the first wave of the pandemic in 2020. Results provide support for our model and indicate potential country differences. Our findings point to the significance of leadership, both at the senior level and at the line management level, in protecting employee well-being during crises.

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Section: Discussionmentioning

confidence: 99%

mentioning

confidence: 98%

What's trust got to do with it? Examining trust in leadership, psychological capital, and employee well‐being in a cross‐national context during Covid‐19

Babu

Fletcher

Pichler

et al. 2023

European Management Review

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“…Transformational leadership on leader-member exchange. Without being physically there, team leaders must be able to establish trust and connection with team members [39]. A high-quality relationship with a leader, i.e., an LMX, will be characterized by increased responsibility, decision influence, and easy accessibility to resources [40].…”

Section: Plos Onementioning

confidence: 99%

Transformational leaders’ approach to overcapacity: A study in correctional institutions

Yuwono¹,

Gunawan

Eliyana

et al. 2022

PLoS ONE

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This research attempts to examine the effect of transformational leadership (TL) on job satisfaction (JS) and job performance (JP) mediated by leader-member exchange (LMX) at all correctional officers in West Java. The quantitative method is adopted by conducting a questionnaire survey on all officers in the West Java area, with a total of 215 respondents. The questionnaire was done through the Google Forms platform and distributed in a time-lagged method. The sample of respondents who were interviewed was obtained through a purposive sampling technique, namely taking samples with certain considerations. The data in this study was then analyzed using Structural Equation Modeling (SEM), which was assisted by the AMOS program. The findings revealed that TL has a large impact on JS, JP, and LMX, whereas LMX has a significant impact on JS and JP. This study contributes to the literature by linking TL, LMX, JS, and JP. It examines and analyzes how and why TL and LMX can affect JS and JP.

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“…We recommend that future studies replicate our studies in a Western context to address this concern. Prior research has validated the transformational leadership construct in different cultural contexts and documented that the overarching influencing mechanisms of transformational leadership are the same in Western and Chinese societies [85]; however, "there may be notable differences in the manifestations of these mechanisms" [86] that have to be identified and understood.…”

Section: Limitations and Future Directionsmentioning

confidence: 99%

Follower Dependence, Independence, or Interdependence: A Multi-Foci Framework to Unpack the Mystery of Transformational Leadership Effects

Liu

Huang

2020

IJERPH

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We develop a multi-foci framework—“follower dependence,” “follower independence,” and “leader-follower interdependence”—to explain how transformational leadership influences follower performance. Follower’s personal identification with the leader, psychological empowerment, and leader-member exchange are employed as proxies for each of the three foci. Two separate studies consistently show that personal identification (denoting a “follower dependence” focus) is a more salient mechanism than the other two in explaining the transformational leadership-organizational citizenship behavior relationship. These results suggest transformational leadership is perhaps a theory of follower dependence rather than independence or interdependence. Theoretical implications, limitations, and future directions are discussed.

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Transformational Leadership and National Culture: A Meta-analysis across 36 Countries

Cited by 5 publications

References 0 publications

What's trust got to do with it? Examining trust in leadership, psychological capital, and employee well‐being in a cross‐national context during Covid‐19

What's trust got to do with it? Examining trust in leadership, psychological capital, and employee well‐being in a cross‐national context during Covid‐19

Transformational leaders’ approach to overcapacity: A study in correctional institutions

Follower Dependence, Independence, or Interdependence: A Multi-Foci Framework to Unpack the Mystery of Transformational Leadership Effects

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