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Culture, cognition, and managerial leadership

Author

Listed:
  • R. M. Steers
  • C. J. Sanchez-Runde
  • L. Nardon

Abstract

Much of the research on global leadership focuses on specific traits that managers and leaders should possess. While the literature acknowledges the importance of cultural differences in influencing both leadership and followership, it largely ignores differences in cognitive processes that can influence how attitudes are developed and behaviours are manifested in local environments as they relate to leadership. With this in mind, this paper examines the role of culture and cognitive processes in leader behaviour, and works to explain why such differences exist across regions. The example of China is used to illustrate the validity of this approach. Implications for research, theory development, and management practice are discussed.

Suggested Citation

  • R. M. Steers & C. J. Sanchez-Runde & L. Nardon, 2012. "Culture, cognition, and managerial leadership," Asia Pacific Business Review, Taylor & Francis Journals, vol. 18(3), pages 425-439, July.
    • Handle: RePEc:taf:apbizr:v:18:y:2012:i:3:p:425-439
    DOI: 10.1080/13602381.2011.640537
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    Cited by:

    1. Chris Rowley & Dave Ulrich, 2012. "Conclusion: lessons learned and insights derived from leadership in Asia," Asia Pacific Business Review, Taylor & Francis Journals, vol. 18(4), pages 675-681, October.

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