Abstract
Followers are assumed to use implicit leader prototypes when evaluating leader behavior. Cross‐cultural theorists suggest that these leader prototypes are influenced by national culture. To test this relationship, the present study examined leader prototypes in a cross‐cultural study with Danish and American participants. These two cultures have been found to differ significantly on two major cultural dimensions: individualism and masculinity. It was expected that individuals would rate a leader candidate that matched their own culture as more effective and more collegial than a leader that did not match. Unexpectedly, the highest leader ratings were not in conditions with a cultural match between participants and leader candidate. Rather, both cultures saw feminine leaders as most collegial and feminine‐individualistic leaders as most effective.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: The International Journal of Organizational Analysis
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
