A comparative study of leadership and culture in Australia and New Zealand

Trevor-Roberts, Edwin David. (1998). A comparative study of leadership and culture in Australia and New Zealand Honours Thesis, Graduate School of Management, The University of Queensland.

       
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Author Trevor-Roberts, Edwin David.
Thesis Title A comparative study of leadership and culture in Australia and New Zealand
School, Centre or Institute Graduate School of Management
Institution The University of Queensland
Publication date 1998
Thesis type Honours Thesis
Total pages 131
Language eng
Subjects 1503 Business and Management
Formatted abstract       This thesis presents a comparative study of leadership and culture in Australia and New Zealand. The research is a subsidiary study of the Global Leader and Organisational Behaviour Effectiveness (GLOBE) research program (House et aI., 1997) which involves a world-wide network of researchers coordinated to describe, to understand, and to predict the impact of cultural variables on leadership and the effectiveness of these processes. This thesis presents an analysis of data collected by Ashkanasy and Falkus (1997) and is intended to provide a comparison of what constitutes effective leadership in Australia and New Zealand.

      Exploratory and confirmatory factor analyses were used to identify the existence of universal leadership dimensions and culture-specific dimensions of leadership. The results strongly support the existence of a universal Visionary/Inspirational and Narcissistic/Non-Participative leadership dimension which respectively facilitate and impede a leader's effectiveness. The results also indicate that the interpretation of leadership varies across cultures. In particular, the GLOBE etic Charismatic/Value Based dimension was renamed Visionary/Inspirational to reflect its emic manifestation.

      In Australia, culture-specific dimensions of leadership labelled "Mateship", "Egalitarianism", and "Individualism" emerged. In New Zealand the culture-specific dimensions of leadership entitled "Egalitarian Team Leader", "Bureaucrat", and "Internal Autonomy" were identified. Australian leaders were found to have a social, affiliative approach to leadership, while New Zealand leaders had an outcome orientated team spirit approach. Charisma was not found to be a strong contributor to a leader's perceived effectiveness in each country. It was also found that New Zealanders are better able to understand the Australian leadership style than Australians understand that of New Zealand.
Keyword Leadership.
Culture.

Document type: Thesis
Collection: UQ Theses (non-RHD) - UQ staff and students only
 
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Created: Fri, 15 Oct 2010, 11:24:14 EST by Muhammad Noman Ali on behalf of The University of Queensland Library