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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University of Split, Faculty of Economics
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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 |
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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 |
_version_ |
1766034671061172224 |