Qualitative and quantitative studies of leadership in multinational settings: Meta-analytic and cross-cultural reviews
AbstractMuch of the research on leadership has been conducted by Western researchers and has led to a largely Western and individualistic perspective on leadership. This has led researchers to raise questions concerning the extent to which these theories apply globally. In particular, do Western theories of leadership apply to the same extent in more communal Asian countries, such as Japan, China, Indonesia, and Thailand? Based on leadership studies conducted in Japan, we argue that Japanese leadership practices often differ from the styles practiced widely in the West. These differences in behavior have their roots in Japanese cultural traditions and business practices. Our conclusion is based on the results of meta-analyses of studies of the five most popular leadership theories used in the West, an empirical study of transformational and gatekeeper leadership, and in-depth qualitative case studies of three Japanese corporate leaders. We observe that there are relatively few qualitative studies of leaderships in international contexts, and propose that in order to understand leadership phenomena in a global context, it is necessary to take a triangulation approach, employing surveys, experimental manipulations, company records, and qualitative interviews.
Download InfoIf you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
Bibliographic InfoArticle provided by Elsevier in its journal Journal of World Business.
Volume (Year): 47 (2012)
Issue (Month): 4 ()
Contact details of provider:
Web page: http://www.elsevier.com/wps/find/journaldescription.cws_home/620401/description#description
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Dulek, Ronald E. & Fielden, John S. & Hill, John S., 1991. "International communication: An executive primer," Business Horizons, Elsevier, vol. 34(1), pages 20-25.
- Jun Ishikawa, 2012. "Transformational leadership and gatekeeping leadership: The roles of norm for maintaining consensus and shared leadership in team performance," Asia Pacific Journal of Management, Springer, vol. 29(2), pages 265-283, June.
- Rajnanandi Pillai & Terri A Scandura & Ethlyn A Williams, 1999. "Leadership and Organizational Justice: Similarities and Differences across Cultures," Journal of International Business Studies, Palgrave Macmillan, vol. 30(4), pages 763-779, December.
- Xin‐an Zhang & Qing Cao & Dean Tjosvold, 2011. "Linking Transformational Leadership and Team Performance: A Conflict Management Approach," Journal of Management Studies, Wiley Blackwell, vol. 48(7), pages 1586-1611, November.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Wendy Shamier).
If references are entirely missing, you can add them using this form.