Leadership and team cohesiveness across cultures


Authors/Editors


Research Areas


Publication Details

Output typeJournal article

Author listWendt H, Euwema MC, van Emmerik IJH

PublisherElsevier

Publication year2009

JournalThe Leadership Quarterly (1048-9843)

Volume number20

Issue number3

Start page358

End page370

Number of pages13

ISSN1048-9843

LanguagesEnglish-Great Britain (EN-GB)


Unpaywall Data

Open access statusgreen

Full text URLhttps://lirias.kuleuven.be/bitstream/123456789/635831/2/99.10%20WEND%202009_Leadership.pdf


Abstract

This study examines the relation between leadership and team cohesiveness in different societal cultures. We expect direct effects of societal culture on leadership and team cohesiveness, as well as a moderating effect of culture on the relationship between leadership and cohesiveness. Data were collected from 29,868 managers and 138,270 corresponding team members in 80 countries. Multilevel analysis was used to test the hypotheses, relating societal individualism-collectivism (IC), with directive and supportive leadership, and with team cohesiveness. In individualistic societies managers use less directive and less supportive behavior, compared with collectivistic societies. Team cohesiveness is not directly related with IC. Directive leadership and supportive leadership are negatively and positively related with team cohesiveness respectively and these relations are stronger in individualistic societies. Implications for managerial education and practices are discussed. (C) 2009 Elsevier Inc. All rights reserved.


Keywords

Individualism-collectivismLeadershipTeam cohesiveness


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Last updated on 2025-17-07 at 03:02