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Perceptions of organizational culture, leadership effectiveness and personal effectiveness across six countries

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  • Kwantes, Catherine T.
  • Boglarsky, Cheryl A.

Abstract

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.

Suggested Citation

  • Kwantes, Catherine T. & Boglarsky, Cheryl A., 2007. "Perceptions of organizational culture, leadership effectiveness and personal effectiveness across six countries," Journal of International Management, Elsevier, vol. 13(2), pages 204-230, June.
  • Handle: RePEc:eee:intman:v:13:y:2007:i:2:p:204-230
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    References listed on IDEAS

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    1. 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.
    2. 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.
    3. 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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    Cited by:

    1. Andrade, Monica & Göksel, Doç. Dr. Aykut, 2017. "Organizational alignment in public administration: case study of Ministry of Justice of Cape Verde," MPRA Paper 76690, University Library of Munich, Germany.
    2. Flatten, Tessa & Adams, Daniel & Brettel, Malte, 2015. "Fostering absorptive capacity through leadership: A cross-cultural analysis," Journal of World Business, Elsevier, vol. 50(3), pages 519-534.
    3. Ghinea Valentina Mihaela & Moroianu Mădălina, 2016. "HR strategy – necessity or fad for business sustainability?," Management & Marketing, De Gruyter Open, vol. 11(2), pages 458-469, July.
    4. Ambrož Milan & Praprotnik Martina, 2008. "Organisational Effectiveness and Customer Satisfaction," Organizacija, De Gruyter Open, vol. 41(5), pages 161-173, September.
    5. Engelen, Andreas, 2010. "Entrepreneurial orientation as a function of national cultural variations in two countries," Journal of International Management, Elsevier, vol. 16(4), pages 354-368, December.
    6. Ruth Maria Stock & Nils Lennart Schnarr, 2016. "Exploring The Product Innovation Outcomes Of Corporate Culture And Executive Leadership," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 20(01), pages 1-33, January.
    7. Engelen, Andreas & Brettel, Malte & Wiest, Gregor, 2012. "Cross-functional Integration and New Product Performance — The Impact of National and Corporate Culture," Journal of International Management, Elsevier, vol. 18(1), pages 52-65.

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