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Culture-Free Leadership Effectiveness Versus Moderators of Leadership Behavior: An Extension and Test of Kerr and Jermier's “Substitutes for Leadership” Model in Taiwan

Author

Listed:
  • Jiing-Lih Farh

    (Louisiana State University)

  • Philip M Podsakoff

    (Indiana University)

  • Bor-Shiuan Cheng

    (Fu-Hsin-Kong University)

Abstract

This study was designed to examine whether several situation variables serve as moderators of the effects of leader reward and punishment behaviors for Taiwanese workers. Contrary to what would be expected from Kerr and Jermier's (1978) substitutes for leadership model, none of the situational variables was found to reverse (1) the positive relationship between leader contingent reward behavior and subordinate performance or satisfaction, or (2) the generally negative relationship between leader noncontingent punishment behavior and these subordinate criterion variables. Potential limitations of these findings, and their implications for the study of leadership effectiveness across cultures are then discussed.© 1987 JIBS. Journal of International Business Studies (1987) 18, 43–60

Suggested Citation

  • Jiing-Lih Farh & Philip M Podsakoff & Bor-Shiuan Cheng, 1987. "Culture-Free Leadership Effectiveness Versus Moderators of Leadership Behavior: An Extension and Test of Kerr and Jermier's “Substitutes for Leadership” Model in Taiwan," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 18(3), pages 43-60, September.
    • Handle: RePEc:pal:jintbs:v:18:y:1987:i:3:p:43-60
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    Citations

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    Cited by:

    1. Thomas Rockstuhl & Dongyuan Wu & James H. Dulebohn & Chenwei Liao & Julia E. Hoch, 2023. "Cultural congruence or compensation? A meta-analytic test of transformational and transactional leadership effects across cultures," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 54(3), pages 476-504, April.
    2. de Vries, R.E., 1995. "Measuring substitutes for leadership using the concepts need for leadership : A cross-sectional research," WORC Paper 95.07.015/3, Tilburg University, Work and Organization Research Centre.
    3. Peng, Mike W. & Lu, Yuan & Shenkar, Oded & Wang, Denis Y. L., 2001. "Treasures in the China house: a review of management and organizational research on Greater China," Journal of Business Research, Elsevier, vol. 52(2), pages 95-110, May.
    4. Peng, T. K. & Peterson, M. F., 1998. "Contingent and noncontingent social rewards and punishments from leaders: do US and Japanese subordinates make comparable distinctions?," International Business Review, Elsevier, vol. 7(1), pages 69-87, February.
    5. Logan L Watts & Logan M Steele & Deanne N Den Hartog, 2020. "Uncertainty avoidance moderates the relationship between transformational leadership and innovation: A meta-analysis," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 51(1), pages 138-145, February.
    6. Podsakoff, Philip M. & Bommer, William H. & Podsakoff, Nathan P. & MacKenzie, Scott B., 2006. "Relationships between leader reward and punishment behavior and subordinate attitudes, perceptions, and behaviors: A meta-analytic review of existing and new research," Organizational Behavior and Human Decision Processes, Elsevier, vol. 99(2), pages 113-142, March.
    7. Huang, Cheng-Li & Chen, Mien-Ling, 2009. "Relationships among budgetary leadership behavior, managerial budgeting games, and budgetary attitudes: Evidence from Taiwanese corporations," Journal of International Accounting, Auditing and Taxation, Elsevier, vol. 18(1), pages 73-84.

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