Leadership Style And Leadership Effectiveness: Moderating Role Of National Culture Dimensions
In the current era of globalization, cross-cultural business interactions are becoming the norm rather than the exception, involving not only managers, employees and colleagues, but also customers, suppliers and business partners. With this, today's leaders of multinational companies (MNC) a...
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my-usm-ep.483382021-02-18T01:42:57Z Leadership Style And Leadership Effectiveness: Moderating Role Of National Culture Dimensions 2008 Kheireddine, Adib Ali HD28-70 Management. Industrial Management In the current era of globalization, cross-cultural business interactions are becoming the norm rather than the exception, involving not only managers, employees and colleagues, but also customers, suppliers and business partners. With this, today's leaders of multinational companies (MNC) are required to have international skills and awareness (Derr, Roussillon, and Bournois, 2002) and the success of MNC depends on the effective leadership and how well the leader acts in a manner sensitive to the national culture in which they operate (Prieto, 2004). Hence current leaders in MNC are challenged to have leadership robust in cross-cultural environment. Per Bass ( 1997) Transformational (TF) and transactional (TS) leadership have universality effects in all parts of the globe and in all forms of organizations but there are contradicting findings found (i.e. Pillai, Scandura, and Williams, 1999; Dubinsky, Yammarion, and Jolson, 1995). 2008 Thesis http://eprints.usm.my/48338/ http://eprints.usm.my/48338/1/ADIB%20ALI0000.pdf%20cut.pdf application/pdf en public phd doctoral Universiti Sains Malaysia Pusat Pengajian Pengurusan |
| institution |
Universiti Sains Malaysia |
| collection |
USM Institutional Repository |
| language |
English |
| topic |
HD28-70 Management Industrial Management |
| spellingShingle |
HD28-70 Management Industrial Management Kheireddine, Adib Ali Leadership Style And Leadership Effectiveness: Moderating Role Of National Culture Dimensions |
| description |
In the current era of globalization, cross-cultural business interactions are becoming the
norm rather than the exception, involving not only managers, employees and colleagues, but also
customers, suppliers and business partners. With this, today's leaders of multinational companies
(MNC) are required to have international skills and awareness (Derr, Roussillon, and Bournois,
2002) and the success of MNC depends on the effective leadership and how well the leader acts
in a manner sensitive to the national culture in which they operate (Prieto, 2004). Hence current
leaders in MNC are challenged to have leadership robust in cross-cultural environment. Per Bass
( 1997) Transformational (TF) and transactional (TS) leadership have universality effects in all
parts of the globe and in all forms of organizations but there are contradicting findings found (i.e.
Pillai, Scandura, and Williams, 1999; Dubinsky, Yammarion, and Jolson, 1995). |
| format |
Thesis |
| qualification_name |
Doctor of Philosophy (PhD.) |
| qualification_level |
Doctorate |
| author |
Kheireddine, Adib Ali |
| author_facet |
Kheireddine, Adib Ali |
| author_sort |
Kheireddine, Adib Ali |
| title |
Leadership Style And Leadership Effectiveness: Moderating Role Of National Culture Dimensions |
| title_short |
Leadership Style And Leadership Effectiveness: Moderating Role Of National Culture Dimensions |
| title_full |
Leadership Style And Leadership Effectiveness: Moderating Role Of National Culture Dimensions |
| title_fullStr |
Leadership Style And Leadership Effectiveness: Moderating Role Of National Culture Dimensions |
| title_full_unstemmed |
Leadership Style And Leadership Effectiveness: Moderating Role Of National Culture Dimensions |
| title_sort |
leadership style and leadership effectiveness: moderating role of national culture dimensions |
| granting_institution |
Universiti Sains Malaysia |
| granting_department |
Pusat Pengajian Pengurusan |
| publishDate |
2008 |
| url |
http://eprints.usm.my/48338/1/ADIB%20ALI0000.pdf%20cut.pdf |
| _version_ |
1747821920885145600 |