Preferred Leader Behavior Research Articles

Exploring Societal Culture and Preferred Leader Behavior in Bosnia and Herzegovina

This study explores relationships between societal culture value dimensions and preferred leader behavior in Bosnia and Herzegovina (BIH). It is one of the first studies that provide an overview of the dimension of Monumentalism in BIH and bring together all seven cultural dimensions, thus contributing to their overall understanding. Data in two observed regions (region Bosnia, region Herzegovina) have not yielded significant differences in preferred leader behavior across regions, and regarding cultural dimensions, significant differences among regions were found only for Individualism and Masculinity, implicating relatively homogenous culture in BIH. While Power Distance has no significant correlations with any of the preferred leadership behaviors, significant correlations were found for other cultural dimensions. The study’s results contribute to a deeper understanding among leaders and employees and enhance managerial effectiveness.

Bridging Culture and Leadership: Unveiling Values and Styles in North Macedonia

Culture and leadership display various patterns of interrelationship across countries and regions. However, research is sparse for Slavic countries and especially for small countries like the Republic of North Macedonia. Therefore, this paper tries to explore the linkages between culture dimensions and preferred leader behavior in the country focusing on differences between the capital city of Skopje and the rest of the country. The study utilizes Values Survey Module and Leader Behavior Description Questionnaire XII on a sample of 259 employees. The results show statistically significant differences for one cultural dimension and most of the preferred leader behavior dimensions. There is a complex matrix of positive and negative correlations between the culture dimensions and preferred leader behavior with regional variations in the correlation matrix. Having in mind the small and convenient sample, more studies are needed to further explore such linkages.

A Tossed Salad: Heterogeneity of Societal Culture and Preferred Leader Behavior in the Russian Federation

In this study, we examine societal-cultural values and employee preferences for explicit leader behaviors and their relationships in the Russian Federation. Our analyses of data obtained from samples in two large regions (Siberia and Western Russia); indicate the heterogeneity, that is, differences of the traditional, Slavophile-Orthodox, and Western-like characteristics therein. In doing so, we contribute to the literature on culturally contingent business leadership in Russia, by providing a basis for and stimulating research to enlarge and systematize the literature and construct useful practical recommendations.

Where West Meets East: Culture and Preferred Leader Behavior in Poland A and Poland B

Geographically and politically, Poland is a Central European country traditionally divided into two regions located to the west and east of the Vistula River. This division has come to be known as Poland A and Poland B. Despite ongoing debates over the past decade regarding the political and economic disparities between these regions, there has been a notable absence of research exploring their cultural distinctions. To address this gap, this study analyzed the cultural variances between these regions, as well as differences in preferred leadership behaviors among individuals born before and after the transition year of 1989. Through multivariate analyses of variances (MANOVA) tests conducted on a sample of 266 respondents, our research unveiled significant differences in several cultural dimensions and leadership styles, partially confirming our initial hypotheses. We discuss these findings in the context of existing research on Polish culture within cross-cultural and international business literature.

Opening the Black Box: Editorial to the “Culture and Leadership in Slavic Nations” Special Issue in the Cross-Cultural Research Journal

This Special Issue is an installment of the series of studies carried out by the Centre for Cross Cultural Comparisons ([ https://crossculturalcentre.homestead.com/ ]( https://crossculturalcentre.homestead.com/ )), an international voluntary association of researchers, students and practitioners interested in the global study of culture and leadership. This Consortium investigates the relationships among preferred leader behavior dimensions and societal cultural values of employed businesspeople across the globe, with the intent of improving managerial leadership practice in businesses.

Czech Leadership Culture: Determinants of Preferred Leader Behaviour

This study investigates the leadership culture within the Czech Republic, using a survey of 389 participants to examine factors that influence leader behavior preferences. The study addresses the gap in specific research on Czech leadership, seeking to reveal employee preferences in leadership behaviors and how these may be connected to national cultural values. It tests hypotheses related to the influence of culture, region, age, gender, education, and organizational type on preferred leadership behaviors. Findings indicate notable regional differences in leadership preferences, with more subtle variations observed across gender, educational background, and types of organizations.

From LBDQXII to LBDQ50: preferred leader behavior measurement across cultures

PurposeThe purpose of this paper is to refine and validate the most widely used leader behavior measurement instrument, LBDQXII, into a more parsimonious instrument for assessing cognitive templates of preferred leader behavior across cultures.Design/methodology/approachThe 100-item LBDQXII survey was administered to 6,451 participants from 14 countries; these data were used to refine the survey.FindingsThe shorter survey instrument is a valid and reliable tool for assessing preferred leader behavior. Four periods in the LBDQXII “evolution” are identified: emergence, expansion, stagnation and revival.Research limitations/implicationsThe new LBDQ50 can be used to collect data across cultures, contributing to both global management development and scholarly studies.Practical implicationsThis project corresponds to calls to shorten the well-established leader behavior instrument into a measurement tool that is reliable and valid across cultures and languages. This can be administered by both private and public organizations, contributing to greater effectiveness. Furthermore, it retains its scholarly scope encompassing follower-centric studies of leadership.Social implicationsLeadership processes are found in all aspects of life and can be better understood and improved within and across cultures using the shorter version.Originality/valueAn efficient instrument to measure preferred leadership behavior across and within cultures. The availability of the LBDQ50 will allow practitioners and researchers to advance understanding of preferred leadership behavior as a predictor of organizational effectiveness. Most such instruments are overly-long, which hinders data collection opportunities. This newly developed instrument can lead to better response rates and easier applicability in organizational settings.

Preferred Leader Behaviour in the Business Sector of Lithuania: Follower Diversity Perspective

Leadership roles in sustaining effective management have recently become paramount due to the need to keep up with the fast technical and societal developments. Moreover, business sectors in the postcommunist transformation settings are facing distinct leadership challenges suggesting a different pattern of leadership behaviour. The main contribution of this study was to build on follower-centric approach in leadership and investigate followers’ diversity in regard to leader behaviour preferences as a means to benchmark followers’ attitudes in the post-communist country still undergoing societal cultural shift. The purpose of the study was to investigate the leadership behaviours in Lithuanian cultural context. This study used 129 responses to the Leader Behaviour Description Questionnaire XII in order to identify the followers’ preferences of the leadership behaviour. ANOVA and correlation analyses were used to identify how followers’ age, level of education, and gender are related to leadership behaviour. The results indicated significant differences in regard to gender and education level of the follower towards the desired leader behaviour. However, the age of the follower did not affect leader behaviour preferences. This indicates that followers in Lithuania have diverse attitudes towards perception of effective leadership. Studying leader behaviour within the context of the followers’ socio-demographic characteristics contributes to the increase of knowledge about leadership behaviour in post-communist emerging economies.

Country’s preferred leader behaviour profile: Does cultural homogeneity matter?

Country’s preferred leader behaviour profile: Does cultural homogeneity matter?

Explicit preferred leader behaviours across cultures

PurposeThe purpose of this paper is to develop a reliable and valid field survey research instrument to assess national cultural cognitive templates of preferred leader behaviour dimensions to facilitate education, development, and training of managerial leaders operating across diverse organisations.Design/methodology/approachThe study consists of focus group evaluations of the validity and the translations to local languages of a survey instrument assessing leader behaviour preferences in business organisations.FindingsThe studies find that the survey instrument and its translations are valid and reliable for assessing preferred leader behaviour across national cultures. The length of the survey is problematic, and a new project is underway to produce a shorter version with equivalent reliability and validity.Research limitations/implicationsAs the research project is long term, at this point, a relatively long survey is available for research, with a shorter version planned for the future.Practical implicationsPractical implications include producing and validating a field survey research instrument that is reliable and valid across cultures and languages, and can be employed to improve the understanding, development, and education of managers and leaders of international business organisations.Social implicationsManagement and leadership processes are employed in all aspects of life, and can be better understood and improved through this research project.Originality/valueThe majority of cross-cultural research is leader-centric studies of implicit leader characteristics; this project expands the scope of studies further into follower-centric studies of observed leader behaviour.

A Comparison of Preferred Leader Behaviour between Physical Education and Non-Physical Education Male Students

The purpose of this study was to investigate and compare the preferred leader behaviour of Physical Education and Non-physical education male students. For this purpose, two hundred and fifty (Physical education =100, Non-physical education=150) male students from different universities established in Chhattisgarh, were selected to serve as the subjects for this investigation. Physical education students were from UG and PG courses in physical education and non-physical students from various academic courses. The subjects were in age ranged from 18 to 30 years. To find out the significant differences on preferred leader behaviour between Physical education and non-physical education male students, mean, standard deviation, and t-ratio were computed. Results of study revealed the significant differences between the physical education and Non-physical education male students in training and instruction, positive feedback and democratic behaviour dimensions preferred leader behaviour. Physical education male students scored higher preferences for the set of five dimensions of leader behaviour than their counter parts. Whereas, Non-physical education male students preferred more of social support and autocratic leader behaviour from their non-professional education teachers/ sport coaches

Task Uncertainty and Mission Command in a Naval Context

Mission command is a leadership philosophy that was designed to ensure that military organizations could operate effectively in uncertain situations. It has become the exemplar of military leadership. This study explores whether an increase in task uncertainty is positively related to appreciation of mission command by crew members of Norwegian state-of-the-art, Nansen-class frigates ( N = 174). The result of a simultaneous multiple regression indicates that there is a relationship, but in the opposite direction of what was hypothesized. The greater the task uncertainty, the more the behavior of the preferred leader deviated from mission command. The most important predictor was perceived lack of information, and the more the respondents felt that they lacked information when carrying out their tasks, the more their description of preferred leader behavior deviated from mission command.

Comparison of leadership behavior psychological characteristics male and female wrestling players in mini Olympic state level competition Chhattisgarh

The purpose of this study was to investigate and compare the leadership preferences for the set of five dimensions of leader behavior i.e. training and instruction,democratic behavior, autocratic behavior, social support and positive feedback of state level and female wrestler players. Two hundred sixty four (Males=140, females =124)state levelwrestler players representing their respective university in state competitions and who volunteered their participate in this study, were selected to serve as subjects for this study. The subjects were in age group of 18 to 23 years. The subjects were selected from among the male and female Wrestler players taken part in State competitions The leadership scale for sports development and prepared by P. Chelladuri was used to measure the preferred leader behavior of State level male and female Wrestler players on five dimension of leader behavior i.e. training and instruction, democratic behavior, autocratic behavior, social support and positive feedback. Analysis of variance (ANOVA) was applied to see the significance of difference between means of male Wrestler players on various dimensions of preferred leadership behavior which resulted significant f-ratio (20.934). further application of Scheffe‟s test of post-hoc comparisons indicated that State level male Wrestler players of proffered their coaches more of training and instruction (4.352) followed by positive feedback (4.243), social support (3.813), democratic behavior (3.057), and autocratic behavior (3.643). as the paired mean difference between training and instruction – social support (.439) followed by positive feedback (.109), autocratic behavior (1.295) and democratic behavior (.709) : social support – positive feedback (.430) followed by autocratic behavior (.756), democratic behavior (.070) : positive feedback – autocratic behavior (.186) followed by democratic behavior (.600) and autocratic behavior – democratic behavior (.586) were higher than C.I. In case of female Wrestler players, ANOVA was also applied to see the difference between means of five dimensions of preferred leadership which resulted significant f-ration (112.603). the applications of Scheffe‟s rest of posthoc comparison indicated that State level female players of cross country also preferred in greater amount o training and instruction (4.441) followed by positive feedback (4.251),social support(3.823), democratic behavior (3.544), and autocratic behavior (2.857). as the paired mean difference between training and instruction – social support (.598) followed by positive feedback (.191), autocratic behavior (1.584) and democratic behavior (.898) : social support – positive feedback (.427) followed by autocratic behavior (.966), democratic behavior (.270) : positive feedback – autocratic behavior (.393) followed by democratic behavior (.707) and autocratic behavior – democratic behavior (.686) were higher than C.I. To find out the significance of difference between means scores of preferences on leader behavior dimension of male and female Wrestler players, t-ratio was computed. The State level male and female Wrestler players expressed significantly similar preferences on democratic behavior (1.10), autocratic behavior (1.877), social support (.154) and positive feedback (.111) but the State level male and female Wrestler players were significant difference in training and instruction (2.00).

North and South Latin America

PurposeThe study aims to investigate the national cultural clusters myth, studying the relationships between individual cultural values and preferred leader behaviour of working businesspeople in “Latin American” samples from Santiago, Chile, and Guadalajara, Mexico. The set of research questions to be addressed are: Are the rankings of value dimensions by businesspeople different between “Latin American” Chile and Mexico? Are the rankings of preferred leader behaviour dimensions different between Chile and Mexico? Are the predictive relationships of leader behaviour preferences by value dimension priorities different between Chile and Mexico?Design/methodology/approachIn an investigation of the relationships amongst preferred leader behaviour and individual value dimensions, the study employs field survey research using two experimental but well established and documented instruments, the Schwartz Values Survey and the Leader Behaviour Description Questionnaire. Comparisons between results from two samples from Chile and Mexico are carried out.FindingsTwo samples from large cities in Latin America, Santiago, Chile, and Guadalajara, Mexico, are compared using preferred leader behaviour dimensions and individual values and their relationship to one another. Significant sample and gender sub‐sample differences were observed for preferred leader behaviour, indicating that the perception of preferred leader behaviour priorities differed between businesspeople in Santiago and Guadalajara. Results indicate a general preference in both samples for a Parental Leader style, nurturing in Chile and stern in Mexico, and managerial leaders should be a source of enjoyment and pleasure in business; indications are that engaging in business is an enjoyable endeavour. Gender (sex) differences were observed between samples for preferred leader behaviour. Due to several demographic differences in job level and age in the samples, further work is required to verify the differences observed.Research limitations/implicationsSamples are from two cities, Santiago, Chile, and Guadalajara, Mexico, with an obvious requirement for studying additional regions in the country. Interpreting the findings is challenging and needs to be clarified though further focus group studies to assist in interpreting similarities and differences.Practical implicationsPractical applications of the outcomes of the study are that the results can be used to inform managerial leadership training and development and practice for expatriate and local managerial leaders working in the two cities.Social implicationsThe authors’ literature review and data analyses have some social implications as they found contradictory and misleading discussions of the relative placement of Mexico, Chile, and other countries in South, Central, and North America using cultural value dimension studies that need to be rationalised in further research.Originality/valueThe study is of value to practitioners and researchers interested in managerial leadership in Latin American countries.

Explicit leader behaviour

PurposeThis article aims to introduce the theoretical underpinnings of a project that contributes to the empirical field research study literature concerning societal cultural and individual value priority effects on explicit preferred leader behaviour of employed businesspeople, and in some cases business students. The article then reviews research studies and results related to the theories and operationalisations.Design/methodology/approachThis particular article is an introduction to the history and systems of the Leader Behaviour Description Questionnaire XII (LBDQXII) instrument to assess preferred leader behaviour priorities, followed by a review of empirical studies employing the instrument.FindingsThe findings indicate that the LBDQXII is adequate for the task at hand, and that societal cultural differences moderate variability in preferences for leader behaviour associated with leadership effectiveness. The reputation of the LBDQXII has been damaged by researchers, editors, reviewers, and dissertation and thesis supervisors’ lack of knowledge or disregard of available knowledge concerning the development of the instrument, its use, and proper methods and methodology. The results in the project studies indicate that similarities such as the same local language coupled with geographic proximity lead to similar kinds of preferred leader behaviour priorities between countries and within countries having diverse sub‐cultures, such as China. Although the samples were all employed businesspeople, sample differences can have significant effects, such as influence stemming industry membership. A conclusion is that, carefully applied and analysed, the LBDQXII is a useful, reliable, and valid survey instrument that can be employed to prepare, educate, and develop expatriates and local managers as to what behaviours are expected in business organisations in different cultures.Research limitations/implicationsThe reliabilities of some scales in the LBDQXII are low for some dimension scales for some countries. An objective of the research project is to produce a shorter, more reliable survey for use across cultures. Studies in the project indicate an influence on factor structure apparently due to the overarching analytic cognition or holistic cognition nature of a society.Practical implicationsThe practical implications of the project are to identify and measure preferred leader behaviour dimensions that are similar and different across national and sub‐national cultures. Such information can be used to develop global leaders and to educate and train managerial leaders for success in multiple countries. A conclusion is that the LBDQXII can be employed to prepare, educate, and develop expatriates and local managers for international assignments.Originality/valueExplicit theories of leadership (ELTs) and implicit theories of leadership (ILTs) have received varying amounts of attention in leadership research. Reading the leadership literature, the author finds little consideration of ELTs (explicit theories of leadership), most study and report on implicit traits, or a mixture of implicit and explicit. A major contribution of this research project and this special issue of the journal is the development of testing and support of an explicit theory of leadership and presenting progress in its operationalisation, and it evaluates a widely used survey instrument across cultures.

Regional differences in managerial leader behaviour preferences in China

PurposeThis study demonstrates the complexities of analyzing determinants of leader behaviour preference dimension differences between and within national cultures. Culture is firmly established as important and influential effects in the international business environment. However, intra‐country regional cultural differences are relatively neglected. The purpose of this paper is to help fill this gap.Design/methodology/approachField survey research, the Leadership Behaviour Description Questionnaire XII (LBDQ XII) was administered to people working in business organizations in Zhengzhou City, Henan Province; Hangzhou City, Jiangsu Province; Guangzhou City, Guangdong Province; and in the Macau Special Administrative Region, in the People's Republic of China.FindingsSignificant differences were found amongst the samples for each of the 12 leader behaviour dimensions of the LBDQ XII, with the exception that the nearby regions of Guangzhou and Macau exhibited no differences. The results indicate that “culture areas” exist in China, distinctly different from one another.Practical implicationsThe results are based upon differences in mean of leader behaviour preference dimension scores amongst businesspeople in specific geographic regions; the usual level of analysis caveats apply: preferences of individuals will not conform perfectly to the means of the groups of which they are members.Social implicationsAs interactions with businesspeople pervade life, knowledge of regional differences in expectations of their behaviour can facilitate more successful transactions.Originality/valueThe study provides the first multi‐regional empirical study of preferred leader behaviour of businesspeople in China, indicating preferences for managerial leader behaviour vary across regions. The findings can be used to develop awareness of differences managerial leader education, training, and development programmes for expatriate and local businesspeople.

The role of preferred leader behavior, managerial demographics, and interpersonal skills in predicting leadership style

The role of preferred leader behavior, managerial demographics, and interpersonal skills in predicting leadership style

Athletic Maturity and Preferred Leadership

The purpose of the study was to determine if preferences of athletes for training and instruction (task-oriented) behavior and social support (relationship-oriented) behavior would vary with athletic maturity (operationalized in terms of level of competition). Basketball players from high school midget (n = 67), junior (n = 63), and senior (n = 63) divisions and university (n = 69) completed the “preferred leader behavior” version of the Leadership Scale for Sports. Trend analyses revealed the presence of a quadratic trend in preference for training and instruction which progressively decreased from high school midget, through junior to senior levels and increased at the university level; however, the direction of this trend was opposite to that predicted. A linear trend was obtained for social support which progressively increased from the high school midget level to the university level but, again, it was in a direction opposite than that predicted. It was noted that future research should incorporate both a wide range of competition levels and groups with markedly different levels of success in order to determine the interrelationship between leadership preference and athletic maturity. It was also noted, however, that sport as a social system may not afford athletes an opportunity to achieve athletic maturity.

Leader behavior, esteem for the least preferred co-worker, and group performance.

Summary This study investigated relations between Fiddler's esteem for the least preferred co-worker (LPC) measure, leader behavior, and group performance among 53 first-line supervisors of life insurance agents. The overall findings indicated that the relative amount of consideration given to subordinates increased with increased group performance. However, this general trend was particularly marked with respect to low LPC supervisors. It was concluded that LPC measures a triggered behavioral disposition reflecting the degree to which leaders are responsive to task-related feedback.