Perceptions of organizational culture, leadership effectiveness and personal effectiveness across six countries
Perceptions of which facets of organizational culture are related to leadership and personal effectiveness were examined using archival data from Canada, Hong Kong, New Zealand, South Africa, the United Kingdom, and the United States. Organizational culture was strongly perceived as being related to both leadership effectiveness (explaining 40% of the variance) and personal effectiveness (24% of the variance). Aspects of organizational culture that promote employee fulfillment and satisfaction were uniformly viewed as positively related to leadership and personal effectiveness. The perceived relationship across samples was stronger between organizational culture and leadership effectiveness than between organizational culture and personal effectiveness. The implications of these findings for managers are discussed.
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Volume (Year): 13 (2007)
Issue (Month): 2 (June)
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- MacKenzie, Scott B. & Podsakoff, Philip M. & Fetter, Richard, 1991. "Organizational citizenship behavior and objective productivity as determinants of managerial evaluations of salespersons' performance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 50(1), pages 123-150, October.
- Ensari, Nurcan & Murphy, Susan Elaine, 2003. "Cross-cultural variations in leadership perceptions and attribution of charisma to the leader," Organizational Behavior and Human Decision Processes, Elsevier, vol. 92(1-2), pages 52-66.
- Carl F. Fey & Daniel R. Denison, 2003. "Organizational Culture And Effectiveness: Can American Theory Be Applied In Russia?," William Davidson Institute Working Papers Series 2003-598, William Davidson Institute at the University of Michigan.
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