Abstract
The relation between worker autonomy, transformational leadership, and cultural intelligence has rapidly increased in importance in recent years (e.g., Earley and Ang, 2003; Harris et al., 2004; Hofstede and Hofstede, 2005; Mead, 2005; Peterson, 2004). The ability to work effectively with members of an organisation from different cultural backgrounds has become indispensable in a growing number of organisations (Harris et al., 2004; Mead, 2005; Schmidt et al., 2007). The current trend towards transformational leadership, increasing worker autonomy, and cross-cultural adaptability is the latest stage of a continuous, historic process. The promotion of worker autonomy has developed into a significant element of management practices in the postmodern era of leadership (Drucker, 2006; Senge, 2006). An understanding of the evolution of worker autonomy may assist managers in predicting future trends in the structure and function of increasingly interdependent organisations in the global economy.
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: International Journal of Economic Policy in Emerging Economies
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.
