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Transformational Leadership across Cultures: Follower Perception and Satisfaction

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  • Arran Caza

    (Bryan School of Business & Economics, University of North Carolina at Greensboro, Greensboro, NC 27412, USA)

  • Brianna B. Caza

    (Bryan School of Business & Economics, University of North Carolina at Greensboro, Greensboro, NC 27412, USA)

  • Barry Z. Posner

    (Management and Entrepreneurship Department, Santa Clara University, Santa Clara, CA 95053, USA)

Abstract

Leading people from diverse cultures is centrally important in organizations. This study investigates the extent to which transformational leadership behaviors are universal: by examining if leaders and followers perceive transformational leadership behaviors the same way across cultures; and by determining if the magnitude of satisfaction that followers derive from transformational leadership behavior is the same across cultures. Survey data from 71,537 leaders and their direct reports ( n = 203,027) from 77 countries were analyzed. Respondents represented hundreds of different organizations, 12 functional areas, 26 industries, and all management levels. Cultural universality was examined by comparing internal reliability scores and using multilevel mixed coefficient models to assess the similarity of effect sizes in across cultures. Regardless of culture, when interacting with leaders from their own culture, followers were universally alike in their perceptions of transformational leadership behavior and in their satisfaction with such behavior.

Suggested Citation

  • Arran Caza & Brianna B. Caza & Barry Z. Posner, 2021. "Transformational Leadership across Cultures: Follower Perception and Satisfaction," Administrative Sciences, MDPI, vol. 11(1), pages 1-11, March.
    • Handle: RePEc:gam:jadmsc:v:11:y:2021:i:1:p:32-:d:520613
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    References listed on IDEAS

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    1. Rosalie L Tung & Günter K Stahl, 2018. "The tortuous evolution of the role of culture in IB research: What we know, what we don’t know, and where we are headed," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 49(9), pages 1167-1189, December.
    2. Simcha Ronen & Oded Shenkar, 2013. "Mapping world cultures: Cluster formation, sources and implications," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 44(9), pages 867-897, December.
    3. Bradley L Kirkman & Kevin B Lowe & Cristina B Gibson, 2006. "A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 37(3), pages 285-320, May.
    4. Gang Zhang & Yuntao Bai & Arran Caza & Lu Wang, 2014. "Leader Integrity and Organizational Citizenship Behaviour in China. 中国领导者的正直品格对组织公民行为之影响," Management and Organization Review, The International Association for Chinese Management Research, vol. 10(2), pages 299-319, July.
    5. Barry Z. Posner, 2016. "Investigating the Reliability and Validity of the Leadership Practices Inventory ®," Administrative Sciences, MDPI, vol. 6(4), pages 1-23, November.
    6. Zhang, Gang & Bai, Yuntao & Caza, Arran & Wang, Lu, 2014. "Leader Integrity and Organizational Citizenship Behaviour in China," Management and Organization Review, Cambridge University Press, vol. 10(2), pages 299-319, July.
    7. Mansour Javidan & Robert J House & Peter W Dorfman & Paul J Hanges & Mary Sully de Luque, 2006. "Conceptualizing and measuring cultures and their consequences: a comparative review of GLOBE's and Hofstede's approaches," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 37(6), pages 897-914, November.
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    Cited by:

    1. Dudung Abdurachman & Rudy M. Ramdhan & Ateng Karsoma & Alex Winarno & Deni Hermana, 2023. "Integrating Leadership in Job Demand Resources (JD-R) for Personal Performance in Military Institution," Sustainability, MDPI, vol. 15(5), pages 1-12, February.

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