Abstract
This study extends transformational leadership research by meta- analyzing the role of national culture in moderating relationships between transformational leadership and 20 correlates. Results are based on 374 independent samples from a total of 339 studies (N = 121,783) from 36 countries. We controlled for extreme response bias. Results indicate that: (a) associations of transformational leadership and the behavioral outcomes of OCB, OCBI, OCBO, task performance, group performance and creativity and the attitudinal outcome of organizational commitment are stronger in vertical- collectivist than in horizontal-individualist societies; and (b) national culture does not affect relationships of transformational leadership and most attitudinal outcomes, supporting the general universality of transformational leadership for most attitudinal outcomes. For behavioral outcomes, the results suggest that transformational leadership is more effective in Asian contexts, possibly due to collective interests, acceptance of power distance, and role-based obligations.
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