Measuring Culture Effect size Differences in Slovenian and Portuguese Leadership Practices: Cross-Cultural Leadership Universality or Contigency?

• Authors: Matevž Rašković
• Languages of publication: EN

Abstracts

EN

This paper measures the cultural effect size across five types of leadership practices by using the Leadership Practice Inventory (LPI) instrument and drawing on the GLOBE research project framework. It tests cultural universality vs. contingency in five LPI leadership practices in an East-West EU comparison, both with an ex-socialist past. It employs four different effect size statistics. The paper contributes to the narrowing of the empirical gap in researching leadership practices in a small, East-West European country context. Only two of the five leadership practices show statistically significant effect sizes. Furthermore, the leadership practice Encouraging the heart is the only one to display a relatively moderate effect size. Thus, the evidence seems to support the universalist perspective over the contingency perspective.

Keywords

EN

leadership practices; LPI instrument; GLOBE project; culture effect size; Slovenia; Portugal

• Publisher: Sciendo
• Journal: South East European Journal of Economics and Business
• Year: 2014
• Volume: 8
• Issue: 2
• Pages: 7-15

Dates

published

2014-11-01

online

2014-11-20

Contributors

author

Matevž Rašković

• Assistant professor of international business University of Ljubljana, Faculty of Economics

References

• Avolio, B. J. 2007. Promoting more integrative strategies for leadership theory building. American Psychologist 62 (1): 25-33.[Crossref]
• Bello, D., Leung, K., Radebaugh, L., Tung, R.L. and van Witteloostujin, A. 2009. From the Editors: Student samples in international business research. Journal of International Business Studies 40 (4): 361-364.[Crossref]
• Blunt, P. and Jones, M.L. 1997. Exploring the Limits of Western Leadership Theory in Asia and Africa. Personnel Review 26 (1/2): 6-24.[Crossref]
• Bollen, K. A. 1989. Structural equations with latent variables. New York: Wiley.
• Breaugh, J. A. 2003. Effect Size Estimation: Factors to consider and mistakes to avoid. Journal of Management 29 (1): 79-97.[Crossref]
• Bullough, A. and Sully de Luque, M. 2014. Women’s participation in entrepreneurial and political leadership: The importance of culturally endorsed implicit leadership theories. Leadership (early cite online publication) DOI: 10.1177/1742715013504427.[Crossref]
• Cankar, G. and Bajec, B. 2003. Velikost učnika kot dopolnilo testiranju statistične pomembnosti razlik. Psihološka Obzorja / Horizons of Psychology 12: 97-112.
• Cavusgil, S. T. and Das, A. 1997. Methodological issues in empirical cross-cultural research: A survey of the management literature and a framework. Management International Review 37 (1): 71- 96.
• Chen, H.-C. and Baron, M. 2007. Psychometric Properties of the Chinese Leadership Practice Inventory. International Journal of Nursing Education Scholarship 4 (1): 1-16.
• Cohen, J. 1988. Statistical power and analysis for the behavioral sciences. Hillsdale, NJ: Erlbaum.
• Cohen, J. 1992. A power primer. Psychological Bulletin 112 (1): 155-159.7[Crossref][PubMed]
• Čater, T., Lang, R. and Szabo, E. 2013. Values and leadership expectations of future managers: Theoretical basis and methodological approach of the GLOBE Student project. Journal for East European Management Studies 18 (4): 442-462.
• Dickson, M. W., Castano, N., Magomaeva, A. and Den Hartog, D. N. 2012. Conceptualizing leadership across cultures. Journal of World Business 47 (4): 483-492.[Crossref]
• Dorfman, P., Javidan, M., Hanges, P., Dastmalchian, A. and House, R. 2012. GLOBE: A twenty year journey into the intriguing world of culture and leadership. Journal of World Business 47 (4): 504-518.[Crossref]
• Ergeneli, A., Gohar, R. and Temirbekova, Z. 2007. Transformational leadership: Its relationship to culture value dimensions. International Journal of Intercultural Relations 31 (4): 703-724.[Crossref]
• Ferić, I. 2007. Univerzalnost sadržaja i structure vrijednosti: podaci iz Hrvatske. Društvena istraživanja 16 (1-2): 3-26.
• Grachev, M. V. and Bobina, M.A. 2006. Russian Organizational Leadership: Lesson from the Globe Study. International Journal of Leadership Studies 1 (1): 67-79.
• Hair, J. F., Anderson, R., Tatham, R. L. and Black, W. C. 1998. Multivariate data analysis. Uppers Saddle River, NJ: Prentice Hall.
• Hader, S. and Gabler, S. 2003. Sampling and Estimations. In Crosscultural Survey Methods, edited by J. Harkness, P. P. Mohler and F. J. R. Ven de Vijver. Hoboken, NJ: Wiley.
• Hofstede, G. 1986. Cultural differences in teaching and learning. International Journal of Intercultural Relations 10 (3): 301-320.[Crossref]
• Hofstede, G. 1993. Cultural Constraints in Management Theory. Academy of Management Executive 7 (1): 81-94.
• Hofstede, G. 2006. What did GLOBE really measure? Researchers’ Minds versus Respondents’ Minds. Journal of International Business Studies 37 (6): 882-896.[Crossref]
• House, R. J. 1995. Leadership in the Twenty-First Century: A Speculative Inquiry. In The Changing Nature of Work, edited by A. Howard, 411-450. San Francisco, CA: Jossey-Bass.
• House, R. J., Wright, N. S. and Aditya, R. N. 1997. Cross-cultural research on Organizational Leadership: A Critical Review and a Proposed Theory. In New Perspectives in International Industrial Organizational Psychology, edited by P. C. Early, and M. Erez, 535-625. San Francisco, CA: New Lexington.
• House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W. and Gupta, V. 2004. Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Thousand Oaks, CA: Sage Publications.
• Huber, D. L., Maas, M., McClosekey, J., Goode, C. J. and Watson, C. 2000. Evaluating Nursing Administration Instruments. Journal of Nursing Administration 30 (5): 251-272.[Crossref]
• Javidan, M., Dorfman, P. W., Howell, J. P., Hanges, P. J. 2010. Leadership and Cultural Context. In Handbook of Leadership Theory and Practice, edited by N. Nohria, N. and R. Khurana, 335-376. Boston, MA: Harvard University Press.
• Kabasakal, H., Dastmalchian, A., Karacy, G. and Bayraktar, S. 2012. Leadership and culture in the MENA region: An analysis of the GLOBE project. Journal of World Business 47 (4): 519-529. [Crossref]
• Kolar, T. 2008. Perceived survey quality and respondent participation. Društvena istraživanja 17 (98): 1203-1217.
• Kouzes, J. M. and Posner, B. Z. 1987. The Leadership Challenge: How to Get Extraordinary Things Done in Organizations. San Francisco, CA: Jossey-Bass.
• Kouzes, J. M. and Posner, B. Z. 1993. Psychometric Properties of the Leadership Practice Inventory. San Francisco, CA: Pfeifer and Company.
• Kouzes, J. M. and Posner, B. Z. 2001. Leadership Practices Inventory [LPI]. 2ed. San Francisco, CA: Jossey-Bass/Pfeiffer.
• Kovač, J. and Jesenko, M. 2010.) The connection between trust and leadership styles in Slovene organizations. Journal for East European Management Studies 15 (1): 9-33.
• Low, S. P. and Shi, Y. 2001. Cultural influences on organizational processes in international projects: two case studies. Work Study 50 (7): 276-285.
• Mabey, C. and Morrell, K. 2011. Leadership in crisis: ‘Events, my dear boy, events’. Leadership 7 (2): 105-117.
• McSweeney, B. 2002. Hofstede’s model of national cultural differences and their consequences: A triumph of faith - a failure of analysis. Human Relations 55 (1): 89- 118.[Crossref]
• Mellahi, K. 2000. The teaching of leadership on UK MBA programmes: A critical analysis from an international perspective. Journal of Management Development 19 (4): 297-308.[Crossref]
• Mihelič, K. K. and Lipičnik, B. 2010. Corporate managers and their potential young successors: An examination of their values. Journal for East European Management Studies 15 (4): 288-311.
• Moan, K. and Hetland, H. 2012. Are leadership preferences universally endorsed or culturally contingent? Scandinavian Journal of Organizational Psychology 4 (1): 5-22.
• Muhlbacher, J., Nettekoven, M. and Kovač, J. 2011. Competency management in Slovenia: Paradoxes between Development trends and drivers of change. Journal for East European Management Studies 16 (1): 75-90.
• Lord, R. G., Mahler, K. J. 1990. Alternative Information-Processing Models and their Implications for Theory, Research, and Practice. The Academy of Management Review 15 (1): 9-28.
• Potočan, V., Mulej, M. and Čančer, V. 2008. Influence of values, culture, ethics and norms on economic results: case of Slovenia. Društvena istraživanja 17 (95): 373-395.
• Schwartz, S. H. 1999. A Theory of Cultural Values and some Implications for Work. Applied Psychology - An International Review 48 (1): 23-47.
• Scherbaum, C. A., Finlinson, S., Barden, K. and Tamanini, K. 2006. Applications of item response theory to measurement issues in leadership research. The Leadership Quarterly 17 (4): 366-386.[Crossref]
• Schwartz, S. H. 1999. A Theory of Cultural Values and some Implications for Work. Applied Psychology - An International Review 48 (1): 23-47.
• Schwartz, S. H. and Sagie, G. 2000. Value Consensus and Importance: A Cross-National Study. Journal of Cross-Cultural Psychology 31 (4): 465-497.
• Steers, R. M., Sanchez-Runde, C. and Nardon, L. 2012. Leadership in a global context: New directions in research and theory development. Journal of World Business 47 (4): 479-482.[Crossref]
• Steyrer, J., Hartz, R. and Schiffinger, M. 2006. Leadership in transformation - between local embeddedness and global challenges. Journal for East European Management Studies 11 (2): 113-139.
• Šverko, D. 2009, Emocije u kontekstu dimenzija individualizma i kolektivizma. Društvena istraživanja 6 (104): 1089-1105.
• Tang, H.-W.V., Yin, M.-S. and Nelson, D. B. 2010. The relationship between emotional intelligence and leadership practices: A cross-cultural study of academic leaders in Taiwan and the USA. Journal of Managerial Psychology 25 (8): 899-926.
• Terraciano et al. 2005. National character does not reflect mean personality traits levels in 49 countries. Science 310 (5745): 96-100.
• Thompson, B. 1999. Statistical significance tests, effect size reporting and the vain pursuit of pseudo-objectivity. Theory and Psychology 9 (2): 191-196.
• Udovič, B. 2011. Slovene commercial diplomacy in the Western Balkans. Communist post-communist studies 44 (4): 357-368.
• Udovič, B. and Svetličič, M. 2012. Does the trio matter? : the case of the Slovenian EU Council presidency. Revista romanaa de ştiinţe politice 12 (2): 4-28.
• Van der Vijver, F.J.R. and Leung, K. 1997. Methods and Data Analysis for Cross-Cultural Research. Thousand Oaks, CA: Sage Publications.
• Van der Vijver, F. J. R. 2003. Bias and Substantive Analyses. In Crosscultural Survey Methods, edited by J. Harkness, P. P. Mohler, P. P. and F. J. R. Van der Vijver. Hoboken. NJ: Wiley.
• Yammarino, F. J., Dionne, S. D., Chun, J. U. and Dansereau, F. 2005. Leadership and levels of analysis: A state-of-the art science review. The Leadership Quarterly 16 (6): 879-919.[Crossref]
• Zagoršek, H. 2004. Universality vs. Cultural Contingency of Leadership: A Comparative Study of Leadership in Six Countries, Doctoral dissertation. Ljubljana: University of Ljubljana, Faculty of Economics.
• Zagoršek, H., Jaklič, M. and Stough, S. J. 2004. Comparing Leadership Practices Between United States, Nigeria and Slovenia: Does Culture Matter. Cross Cultural Management: An International Journal 11 (2): 16-34.
• Zagoršek, H., Dimovski, V. and Škerlavaj, M. 2009. Transactional and transformation leadership impacts on organizational learning. Journal for East European Management Studies 14 (2): 144-165.
• Zupančič, R. and Udovič, B. 2011. Lilliputian in a Goliath world: the preventive diplomacy of Slovenia in solving the question of Kosovo's independence. Revista romanaa de ştiinţe politice 11 (2): 39-80.

Identifiers

DOI

10.2478/jeb-2013-0004