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Cross-Cultural Diversity, Leadership and Workplace Relations in Australia

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  • Dianne Lewis
  • Erica French
  • Thipaphone Phetmany

Abstract

Australia, as a multicultural society, faces many challenges, not the least of which is that of coping with increasing cultural diversity in the workplace, and - as the global trend continues, even accelerates, in the new millennium - managing cross-cultural issues will become more and more of a priority. The specific cultural diversity issue considered in this contribution is the relationship between perceived leadership behaviour and subordinate job satisfaction in two different cultural groups, Vietnamese and Australian. The validity of the leadership and job satisfaction theories in cultures other than the ones in which they originated is challenged, and it is argued that the change in business environments such as globalization, international mergers and acquisitions, and diverse cultural workforces has made the universal assumptions of these theories questionable.

Suggested Citation

  • Dianne Lewis & Erica French & Thipaphone Phetmany, 2000. "Cross-Cultural Diversity, Leadership and Workplace Relations in Australia," Asia Pacific Business Review, Taylor & Francis Journals, vol. 7(1), pages 105-124, September.
    • Handle: RePEc:taf:apbizr:v:7:y:2000:i:1:p:105-124
    DOI: 10.1080/13602380000000005
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    Cited by:

    1. Yashuo Chen & Ranran Ning & Tong Yang & Shangjun Feng & Chunjiang Yang, 2018. "Is transformational leadership always good for employee task performance? Examining curvilinear and moderated relationships," Frontiers of Business Research in China, Springer, vol. 12(1), pages 1-28, December.

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