Country’s preferred leader behaviour profile: Does cultural homogeneity matter?

In a study of employed adult business people, comparisons of preferred leader behaviour prototypes (as defined by the Leader Behaviour Description Questionnaire XII) were carried out between Iceland, a culturally homogeneous nation, and Lithuania a culturally non-homogenous nation. The main aim of t...

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Main Authors: Inga Minelgaite, Romie Frederick Littrell
Format: Article in Journal/Newspaper
Language:English
Published: University of Split, Faculty of Economics 2018
Subjects:
Online Access:https://doaj.org/article/6942a442d1814782ae17306317b451fb
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spelling ftdoajarticles:oai:doaj.org/article:6942a442d1814782ae17306317b451fb 2023-05-15T16:44:23+02:00 Country’s preferred leader behaviour profile: Does cultural homogeneity matter? Inga Minelgaite Romie Frederick Littrell 2018-01-01T00:00:00Z https://doaj.org/article/6942a442d1814782ae17306317b451fb EN eng University of Split, Faculty of Economics http://hrcak.srce.hr/file/297849 https://doaj.org/toc/1331-0194 https://doaj.org/toc/1846-3363 1331-0194 1846-3363 https://doaj.org/article/6942a442d1814782ae17306317b451fb Management : Journal of Contemporary Management Issues, Vol 23, Iss 1, Pp 1-27 (2018) leadership cross-cultural management follower preferred leader behaviour Iceland Lithuania Economic growth development planning HD72-88 Economics as a science HB71-74 article 2018 ftdoajarticles 2022-12-31T07:16:26Z In a study of employed adult business people, comparisons of preferred leader behaviour prototypes (as defined by the Leader Behaviour Description Questionnaire XII) were carried out between Iceland, a culturally homogeneous nation, and Lithuania a culturally non-homogenous nation. The main aim of the study was to determine whether cultural homogeneity is a good indicator of uniform views of followers’ towards preferred leader behaviour. Furthermore, the study aimed at contributing to leadership theory and research by providing empirical data from two under-researched countries. The third aim of the study was to provide expat managers working in Iceland or/and Lithuania insights into more effective leader behaviour in these countries. Results of the empirical research indicate that followers’ attitudes towards preferred leaderships are different, with respondents from Iceland having very uniform views, while those from Lithuania have very diverse views when evaluating leader behaviour preferences. This can be due to the relative homogeneity of national cultures. Overall comparison of the two countries indicates that Iceland and Lithuania differ significantly in 7 out of 12 preferred leader behaviour dimensions, which confirm culture specific attitudes towards desired leader behaviour and hence is coherent with cross-cultural leadership literature. Managerial implications of these differences are discussed in length, which can serve as guidelines for expat managers of both countries in increasing business transactions between Iceland and Lithuania. Article in Journal/Newspaper Iceland Directory of Open Access Journals: DOAJ Articles
institution Open Polar
collection Directory of Open Access Journals: DOAJ Articles
op_collection_id ftdoajarticles
language English
topic leadership
cross-cultural management
follower
preferred leader behaviour
Iceland
Lithuania
Economic growth
development
planning
HD72-88
Economics as a science
HB71-74
spellingShingle leadership
cross-cultural management
follower
preferred leader behaviour
Iceland
Lithuania
Economic growth
development
planning
HD72-88
Economics as a science
HB71-74
Inga Minelgaite
Romie Frederick Littrell
Country’s preferred leader behaviour profile: Does cultural homogeneity matter?
topic_facet leadership
cross-cultural management
follower
preferred leader behaviour
Iceland
Lithuania
Economic growth
development
planning
HD72-88
Economics as a science
HB71-74
description In a study of employed adult business people, comparisons of preferred leader behaviour prototypes (as defined by the Leader Behaviour Description Questionnaire XII) were carried out between Iceland, a culturally homogeneous nation, and Lithuania a culturally non-homogenous nation. The main aim of the study was to determine whether cultural homogeneity is a good indicator of uniform views of followers’ towards preferred leader behaviour. Furthermore, the study aimed at contributing to leadership theory and research by providing empirical data from two under-researched countries. The third aim of the study was to provide expat managers working in Iceland or/and Lithuania insights into more effective leader behaviour in these countries. Results of the empirical research indicate that followers’ attitudes towards preferred leaderships are different, with respondents from Iceland having very uniform views, while those from Lithuania have very diverse views when evaluating leader behaviour preferences. This can be due to the relative homogeneity of national cultures. Overall comparison of the two countries indicates that Iceland and Lithuania differ significantly in 7 out of 12 preferred leader behaviour dimensions, which confirm culture specific attitudes towards desired leader behaviour and hence is coherent with cross-cultural leadership literature. Managerial implications of these differences are discussed in length, which can serve as guidelines for expat managers of both countries in increasing business transactions between Iceland and Lithuania.
format Article in Journal/Newspaper
author Inga Minelgaite
Romie Frederick Littrell
author_facet Inga Minelgaite
Romie Frederick Littrell
author_sort Inga Minelgaite
title Country’s preferred leader behaviour profile: Does cultural homogeneity matter?
title_short Country’s preferred leader behaviour profile: Does cultural homogeneity matter?
title_full Country’s preferred leader behaviour profile: Does cultural homogeneity matter?
title_fullStr Country’s preferred leader behaviour profile: Does cultural homogeneity matter?
title_full_unstemmed Country’s preferred leader behaviour profile: Does cultural homogeneity matter?
title_sort country’s preferred leader behaviour profile: does cultural homogeneity matter?
publisher University of Split, Faculty of Economics
publishDate 2018
url https://doaj.org/article/6942a442d1814782ae17306317b451fb
genre Iceland
genre_facet Iceland
op_source Management : Journal of Contemporary Management Issues, Vol 23, Iss 1, Pp 1-27 (2018)
op_relation http://hrcak.srce.hr/file/297849
https://doaj.org/toc/1331-0194
https://doaj.org/toc/1846-3363
1331-0194
1846-3363
https://doaj.org/article/6942a442d1814782ae17306317b451fb
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