Studies on the relationship between culture and leadership - Table 2.3 continuing Zacher, Rosing, and Frese 106 German university professors and Legacy beliefs were calculated with the six Findings revealed that at higher ages, low (2011) one scientific assistant of every of the self-report legacy items from McAdams and de legacy beliefs obstruct, and high legacy beliefs professors contributed to the St. Aubin's (1992) Loyola Generativity Scale help sustain overall transformational and investigation. (LGS), consisting of 5-point ranging from 1 transactional leadership. Regression analyses (completely disagree) to 5 (completely agree). revealed that legacy beliefs positively Leadership behaviours were calculated with the envisaged overall transformational leadership German version of the Multifactor Leadership and the sub-dimensions of charisma and Questionnaire (MLQ 5X-Short, Avolio and intellectual stimulation, and overall Bass, 2004). transactional leadership and its active management-by-exception sub-dimension, but negatively envisaged passive-avoidant leadership. Furthermore, older university professors were rated by their scientific assistants as more passive-avoidant than younger university professors. On average, female professors in our sample, reported higher legacy beliefs than the male professors. Yang, Zhang and Tsui 491 frontline employees, 98 frontline Three questionnaires: one for frontline Findings support set research hypotheses: there (2010) supervisors, and 30 middle employees (questions concerning the is a direct impact from middle managers to managers from three organizations transformational leadership of supervisors and workers, bypassing the influence of workers’ located in North-eastern and the personal collectivistic value), direct supervisor (the bypass effect); bypass employees’ eastern China (two telecommunication one for frontline supervisors (questions effect is restrained by the collectivistic workers’ companies and one branch of a concerning the transformational leadership of value; a cascading of leadership behaviours commercial bank) middle managers, the job performance of their from middle managers to first-line supervisors, direct subordinates, and the whose transformational leadership then supervisors’ individual power distance value), and one for enhances performance (the employees’ middle managers (asking to report on the senior cascading effect); this cascading effect is transformational leadership). moderated by the power distance managers’ supervisors’ value.
Table 2.3 Studies on the relationship between culture and leadership - continuing Zacher, Rosing, and Frese (2011) 106 German university professors and one scientific assistant of every of the professors contributed to the investigation. Legacy beliefs were calculated with the six self-report legacy items from McAdams and de St. Aubin's (1992) Loyola Generativity Scale (LGS), consisting of 5-point ranging from 1 (completely disagree) to 5 (completely agree). Leadership behaviours were calculated with the German version of the Multifactor Leadership Questionnaire (MLQ 5X-Short, Avolio and Bass, 2004). Findings revealed that at higher ages, low legacy beliefs obstruct, and high legacy beliefs help sustain overall transformational and transactional leadership. Regression analyses revealed that legacy beliefs positively envisaged overall transformational leadership and the sub-dimensions of charisma and intellectual stimulation, and overall transactional leadership and its active management-by-exception sub-dimension, but negatively envisaged passive-avoidant leadership. Furthermore, older university professors were rated by their scientific assistants as more passive-avoidant than younger university professors. On average, female professors in our sample, reported higher legacy beliefs than the male professors. Yang, Zhang and Tsui (2010) 491 frontline employees, 98 frontline supervisors, and 30 middle managers from three organizations located in North-eastern and China (two telecommunication companies and one branch of a commercial bank) Three questionnaires: one for frontline employees (questions concerning the transformational leadership of supervisors and the employees’ personal collectivistic value), one for frontline supervisors (questions concerning the transformational leadership of middle managers, the job performance of their direct subordinates, and the supervisors’ individual power distance value), and one for middle managers (asking to report on the senior managers’ transformational leadership). Findings support set research hypotheses: there is a direct impact from middle managers to workers, bypassing the influence of workers’ direct supervisor (the bypass effect); bypass effect is restrained by the workers’ collectivistic value; a cascading of leadership behaviours from middle managers to first-line supervisors, whose transformational leadership then enhances employees’ performance (the cascading effect); this cascading effect is moderated by the supervisors’ power distance value. eastern
PhD_Thesis_Danijela_Bogdanic.docx