Table 2.2 Cross-cultural leadership studies - continuing Wang and Howell (2010) 203 members from 60 work groups in a Two phases: 1) pilot study to measure the Results show that individual- centred leadership Canadian company. psychometric features of dual-level transformational style, evaluated at the personal level, was positively leadership on followers scale; 2) main study - related to task performance and individual initiative; assessed the reliability and constructs validity of the group-focused leadership behaviour, evaluated at the scale and tested the hypotheses. group frame, was positively related with team performance and supporting performances. Walumbwa, Wang, Wang, 387 employees and their 129 immediate Distinct questionnaires were created and Hierarchical linear modelling results exposed that Schaubroeck, and Avolio supervisors from two telecom companies implemented to 129 supervisors and 387 immediate authentic leadership style was positively associated (2010) in China. direct reports. Every direct report filled a survey that to supervisor-rated organizational citizenship comprised the authentic leadership and power behaviour and work engagement, controlling for distance scales in the phase 1, a second survey that ideal power distance, type of a company, and assessed identification with their superiors and demographics (e.g. age and gender subordinates’ empowerment in the phase 2, and a last survey that sex). These associations were interceded by the calculated workers engagement in third phase. subordinates' level of identification with the superior and their feelings of empowerment. Pekerti and Sendjaya (2010) 279 respondents from Indonesia (staff of The servant leadership behaviour scale was used to Study results indicate that Australian and Indonesian two educational institutions) and 190 calculate servant leadership. Respondents were leaders displayed behaviours that, generally, are respondents from four organizations in asked to assess leadership behaviours of their connected with servant leadership behaviours. Australia. present supervisor or direct leader, by means of a Servant leadership is exercised in both Australia and Likert scale (1= strongly disagree to 5 = Indonesia. Furthermore, culture was found to be a strongly agree). A 35-item evaluation involving six significant factor in determining what people observe behavioural elements: voluntary subordination, as significant amongst the six dimension of servant authentic self, covenantal relationship, responsible leadership in Australia and Indonesia. morality, transcendental spirituality, and transforming influence. The hypotheses were tested with MANOVA. Table 2.2 Cross-cultural leadership studies - continuing
Table 2.2 Cross-cultural leadership studies - continuing Wang and Howell (2010) 203 members from 60 work groups in a Canadian company. Two phases: 1) pilot study to measure the psychometric features of dual-level transformational leadership on followers scale; 2) main study - assessed the reliability and constructs validity of the scale and tested the hypotheses. Results show that individual- centred leadership style, evaluated at the personal level, was positively related to task performance and individual initiative; group-focused leadership behaviour, evaluated at the group frame, was positively related with team performance and supporting performances. Walumbwa, Wang, Wang, Schaubroeck, and Avolio (2010) 387 employees and their 129 immediate supervisors from two telecom companies in China. Distinct questionnaires were created and implemented to 129 supervisors and 387 immediate direct reports. Every direct report filled a survey that comprised the authentic leadership and power distance scales in the phase 1, a second survey that assessed identification with their superiors and empowerment in the phase 2, and a last survey that calculated workers engagement in third phase. Hierarchical linear modelling results exposed that authentic leadership style was positively associated to supervisor-rated organizational citizenship behaviour and work engagement, controlling for ideal power distance, type of a company, and subordinates’ demographics (e.g. age and gender sex). These associations were interceded by the subordinates' level of identification with the superior and their feelings of empowerment. Pekerti and Sendjaya (2010) 279 respondents from Indonesia (staff of two educational institutions) and 190 respondents from four organizations in Australia. The servant leadership behaviour scale was used to calculate servant leadership. Respondents were asked to assess leadership behaviours of their present supervisor or direct leader, by means of a Likert scale (1= strongly disagree to 5 = strongly agree). A 35-item evaluation involving six behavioural elements: voluntary subordination, authentic self, covenantal relationship, responsible morality, transcendental spirituality, and transforming influence. The hypotheses were tested with MANOVA. Study results indicate that Australian and Indonesian leaders displayed behaviours that, generally, are connected with servant leadership behaviours. Servant leadership is exercised in both Australia and Indonesia. Furthermore, culture was found to be a significant factor in determining what people observe as significant amongst the six dimension of servant leadership in Australia and Indonesia. Table 2.2 Cross-cultural leadership studies - continuing
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