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Managerial Perceptions of Leadership in Sri Lanka: Good Management and Leadership Excellence as Foundation for Sustainable Leadership Capacity Building in Post-Civil War Sri Lanka

Author

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  • Christopher Selvarajah

    (Swinburne Business School, Swinburne University of Technology, John Street, Hawthorn, VIC 3122, Australia)

  • Denny Meyer

    (Health Arts and Design, Swinburne University, John Street, Hawthorn, VIC 3122, Australia)

  • JASK Jayakody

    (Department of Management and Organization Studies, University of Colombo, Colombo 00700, Sri Lanka)

  • Suku Sukunesan

    (Swinburne Business School, Swinburne University of Technology, John Street, Hawthorn, VIC 3122, Australia)

Abstract

In this paper, we examine cultural values that influence the leadership perceptions from a sample of 1140 managers in Sri Lankan organizations. Multivariate analysis such as regression, factor analysis and structural equation modeling was employed to explain leadership excellence. Trust and sustainability were found to be the most important ethical leadership characteristics with three distinct leadership perspectives—nurtured organization, good management and excellent leadership. Implications of this study suggest that trust, sustainability and loyalty should be emulated within a nurtured organization, and good management practice with less emphasis on morality should be emulated for developing HR capacity in Sri Lanka.

Suggested Citation

  • Christopher Selvarajah & Denny Meyer & JASK Jayakody & Suku Sukunesan, 2020. "Managerial Perceptions of Leadership in Sri Lanka: Good Management and Leadership Excellence as Foundation for Sustainable Leadership Capacity Building in Post-Civil War Sri Lanka," Sustainability, MDPI, vol. 12(4), pages 1-24, February.
    • Handle: RePEc:gam:jsusta:v:12:y:2020:i:4:p:1307-:d:319240
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    References listed on IDEAS

    as
    1. Christopher Selvarajah & Denny Meyer & Dy Davuth, 2012. "The effect of cultural modelling on leadership profiling of the Cambodian manager," Asia Pacific Business Review, Taylor & Francis Journals, vol. 18(4), pages 649-674, October.
    2. Stock, Ruth & Özbek-Potthoff, Gülden, 2014. "Implicit Leadership in an Intercultural Context: Theory Extension and Empirical Investigation," Publications of Darmstadt Technical University, Institute for Business Studies (BWL) 63445, Darmstadt Technical University, Department of Business Administration, Economics and Law, Institute for Business Studies (BWL).
    3. Demals, Thierry & Hyard, Alexandra, 2014. "Is Amartya Sen's sustainable freedom a broader vision of sustainability?," Ecological Economics, Elsevier, vol. 102(C), pages 33-38.
    4. Selvarajah, Christopher & Meyer, Denny, 2006. "Archetypes of the Malaysian manager: Exploring ethnicity dimensions that relate to leadership," Journal of Management & Organization, Cambridge University Press, vol. 12(3), pages 251-269, November.
    5. Christopher Selvarajah & Denny Meyer & Jerome Donovan, 2013. "Cultural context and its influence on managerial leadership in Thailand," Asia Pacific Business Review, Taylor & Francis Journals, vol. 19(3), pages 356-380, July.
    6. Louise Metcalf & Sue Benn, 2013. "Leadership for Sustainability: An Evolution of Leadership Ability," Journal of Business Ethics, Springer, vol. 112(3), pages 369-384, February.
    7. Christopher Selvarajah & Denny Meyer, 2017. "Human capacity development in Indonesia: leadership and managerial ideology in Javanese organizations," Asia Pacific Business Review, Taylor & Francis Journals, vol. 23(2), pages 264-289, March.
    8. Anne Ngoc Vo & Chris Rowley, 2010. "The internationalization of industrial relations? Japanese and US multinational companies in Vietnam," Asia Pacific Business Review, Taylor & Francis Journals, vol. 16(1-2), pages 221-238, April.
    9. Robert Strand, 2014. "Strategic Leadership of Corporate Sustainability," Journal of Business Ethics, Springer, vol. 123(4), pages 687-706, September.
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