Projects / Programmes
Impact of national and organizational culture on leadership effectiveness
| Code |
Science |
Field |
Subfield |
| 5.09.00 |
Social sciences |
Psychology |
|
| Code |
Science |
Field |
| S266 |
Social sciences |
Industrial psychology |
| S189 |
Social sciences |
Organizational science |
Impact of national and organizational culture on leadership effectiveness
Researchers (3)
| no. |
Code |
Name and surname |
Research area |
Role |
Period |
No. of publicationsNo. of publications |
| 1. |
01294 |
PhD Klas Matija Brenk |
Psychology |
Researcher |
1998 - 1999 |
160 |
| 2. |
04579 |
PhD Edvard Konrad |
Psychology |
Head |
1998 - 1999 |
239 |
| 3. |
02885 |
PhD Argio Sabadin |
Psychology |
Researcher |
1998 - 1999 |
179 |
Organisations (1)
Abstract
Effectiveness of work organizations depends heavily on quality of its management or leadership. Despite relatively well-developed theories and enormous amount of available research on leadership, available evidence suggests that many of employees are not satisfied with their leaders. One of the possible reasons for this fact is the hypothesis, that existing theories of leadership are not adapted enough to the characteristics of actual leadership situation. Of special interest are cultural differences characterizing different countries and organizations. There is a gap in the available evidence about the impact of these differences due to the fact that most empirical research in leadership was performed in US.
The main objective of the proposed international study is to answer the following fundamental question: Are there leader attributes (traits and behaviors) that are universally accepted and effective across cultures, and what attributes are effective only in some culture. In other words, this research addresses the implicit theories of leadership that are dominant in the different cultures. From the above general hypothesis a number of specific hypotheses are formulated, that could be verified with empirical data. Instruments should be developed, which must ensure the equivalence of measurements of cultural orientations and leadership attributes in about 60 countries around the world.
Obtained results will enable to recognize cultural characteristics of substantial number of organizations, the amount of differences within each country and different comparisons between countries. Such information is useful for all individuals and organizations performing their work in international cooperation. The relationships between cultural orientations and leadership attributes will indicate which dominant organizational and national norms interfere with the work of leaders. From these finding can provide a basis for formulation of meaningful program for education of leaders. Instruments developed and validated for this study will be useful as a diagnostic tool in the context of organizational development.
