The effects of Australian tall poppy attitudes on American value based leadership theory

Meng, Yee Kok, Ashkanasy, Neal M. and Hartel, Charmine E. J. (2003) The effects of Australian tall poppy attitudes on American value based leadership theory. International Journal of Value-Based Management, 16 1: 53-65. doi:10.1023/A:1021984005070

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Author Meng, Yee Kok
Ashkanasy, Neal M.
Hartel, Charmine E. J.
Title The effects of Australian tall poppy attitudes on American value based leadership theory
Journal name International Journal of Value-Based Management   Check publisher's open access policy
ISSN 0895-8815
1572-8528
Publication date 2003-01-01
Sub-type Article (original research)
DOI 10.1023/A:1021984005070
Open Access Status File (Author Post-print)
Volume 16
Issue 1
Start page 53
End page 65
Total pages 13
Place of publication Dordrecht, The Netherlands
Publisher Kluwer Academic Publishers
Collection year 2003
Language eng
Subject 380108 Industrial and Organisational Psychology
720403 Management
170107 Industrial and Organisational Psychology
1503 Business and Management
Abstract A survey study of twenty-two Australian CEOs and their subordinates assessed relationships between Australian leader motives, Australian value based leader behaviour, subordinate tall poppy attitudes and subordinate commitment, effectiveness, motivation and satisfaction (CEMS). On the whole, the results showed general support for value based leadership processes. Subsequent regression analyses of the second main component of Value Based Leadership Theory, value based leader behaviour, revealed that the collectivistic, inspirational, integrity and visionary behaviour sub-scales of the construct were positively related with subordinate CEMS. Although the hypothesis that subordinate tall poppy attitudes would moderate value based leadership processes was not clearly supported, subsequent regression analyses found that subordinate tall poppy attitudes were negatively related with perceptions of value based leader behaviour and CEMS. These findings suggest complex relationships between the three constructs, and the proposed model for the Australian context is accordingly amended. Overall, the research supports the need to consider cultural-specific attitudes in management development.
Keyword Australia
Cross-cultural management
Leader-follower relationships
Leadership
Tall poppy attitudes
Value based leadership theory
Q-Index Code C1
Q-Index Status Provisional Code
Institutional Status UQ
Additional Notes This is an author version of an article orginally published as Yee Kok Meng, Neal M. Ashkanasy and Charmine E. J. Härtel, 2003.

Document type: Journal Article
Sub-type: Article (original research)
Collections: Excellence in Research Australia (ERA) - Collection
2004 Higher Education Research Data Collection
UQ Business School Publications
 
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Created: Fri, 13 Apr 2007, 13:47:33 EST by Ms Michelle Rodriguez on behalf of Faculty of Business, Economics & Law