Sample leadership items Aware of slight changes in moods of others. Sensitive: Mobilizes, activates followers. Motivator: Refrains from making negative comments to maintain good relationships Evasive: and save face. Skilled at interpersonal relations, tactful. Diplomatic: Pursues own best interests. Self-interested: Response options 1 = This behaviour or characteristic a person from being an greatly inhibits outstanding leader. 2 = This behaviour or characteristic a person from being an somewhat inhibits outstanding leader. 3 = This behaviour or characteristic a person from being an slightly inhibits outstanding leader. 4 = This behaviour or characteristic on whether a person is an has no impact outstanding leader. 5 = This behaviour or characteristic to a person being an contributes slightly outstanding leader. 6 = This behaviour or characteristic to a person being an contributes somewhat outstanding leader. 7 = This behaviour or characteristic to a person being an contributes greatly outstanding leader. Source: House and Javidan, 2004: 23. 3.1.3.2 Qualitative methodology The quantitative questionnaire reports of middle level managers from 62 societies were supplemented by qualitative methodology, which comprises focus groups, in-depth ethnographic interviews, and media analysis. While quantitative data were collected from the each of 62 participating societies, the researchers of all 62 societies were not able to implement the qualitative methodology to the same intensity and depth. Focus groups were conducted with the main purpose of understanding how middle managers in each society perceive outstanding leadership. Within the focus groups, an opportunity was given to participants to formally discuss effective, above-average, and outstanding managers. It was hoped that at the end of the focus group the participants would have greater insights into various behaviours generally employed by managers when leading organizational work units (Chhokar et al, 2008: 24). Guidelines for the focus groups were
Sample leadership items Sensitive: Aware of slight changes in moods of others. Motivator: Mobilizes, activates followers. Evasive: Refrains from making negative comments to maintain good relationships and save face. Diplomatic: Skilled at interpersonal relations, tactful. Self-interested: Pursues own best interests. Response options 1 = This behaviour or characteristic greatly inhibits a person from being an outstanding leader. 2 = This behaviour or characteristic somewhat inhibits a person from being an outstanding leader. 3 = This behaviour or characteristic slightly inhibits a person from being an outstanding leader. 4 = This behaviour or characteristic has no impact on whether a person is an outstanding leader. 5 = This behaviour or characteristic contributes slightly to a person being an outstanding leader. 6 = This behaviour or characteristic contributes somewhat to a person being an outstanding leader. 7 = This behaviour or characteristic contributes greatly to a person being an outstanding leader. Source: House and Javidan, 2004: 23. 3.1.3.2 Qualitative methodology The quantitative questionnaire reports of middle level managers from 62 societies were supplemented by qualitative methodology, which comprises focus groups, in-depth ethnographic interviews, and media analysis. While quantitative data were collected from the each of 62 participating societies, the researchers of all 62 societies were not able to implement the qualitative methodology to the same intensity and depth. Focus groups were conducted with the main purpose of understanding how middle managers in each society perceive outstanding leadership. Within the focus groups, an opportunity was given to participants to formally discuss effective, above-average, and outstanding managers. It was hoped that at the end of the focus group the participants would have greater insights into various behaviours generally employed by managers when leading organizational work units (Chhokar et al, 2008: 24). Guidelines for the focus groups were
PhD_Thesis_Danijela_Bogdanic.docx