Abstract
This study examined the applicability of the full-range leadership model to an unusual organizational setting, namely a university classroom. As the study took place in Hong Kong, it also considered the relevance of full-range leadership to an Asian rather than a western context. A classroom leadership instrument was developed and tested in the business school of one of the Hong Kong universities. The Hong Kong findings lent support to the argument that the full-range leadership paradigm is applicable across organizations and cultures. Limitations and scope for further study are discussed.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have