Abstract
PurposeThe purpose of this paper is to examine how leadership is shaped by a changing cultural context.Design/methodology/approachThis is an exploratory study based on semi-structured interviews with leaders of Fijian cooperatives.FindingsThe political and cultural environment in Fiji has changed over time, and these changing arrangements shape expectations of what is considered to be appropriate leadership in Fijian cooperatives. To be consistent with changing societal values, leaders of Fijian cooperatives employ a context-sensitive hybrid leadership style in which legitimacy is an important dimension.Research implicationsResearchers need to examine the cultural context as a dynamic influencing element of leadership.Practical implicationsLeaders of cooperatives and similar values-based organizations would benefit from applying a legitimate and context-sensitive hybrid leadership style.Originality/valueThis study contributes new understandings of the cultural influences on organizational leadership.
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