The cultural context of leadership actions: a cross-cultural analysis

Abstract

The laboratory and field studies consistently show that high performance and effective group functioning are achieved where the same two aspects of leadership are present. Anyone who tries to evaluate the diverse range of research findings concerning managerial leadership is likely to find it a bewildering task. The temptation is strong to accept one view or another as holding most promise and to reject or ignore other views. The most interesting are those which were found to be unique to each country. In Hong Kong found that it would be seen as considerate to discuss a subordinate's personal difficulties in their absence. The behaviours they need to employ to accomplish those goals turn out to vary quite sharply, even when one is comparing firms within the same industry and countries as similar as the USA and Britain. As is widely known, many Japanese firms have a strong concern for the welfare of their employees.