Indonesian leadership styles: a mixed-methods approach

Suryani, Angela O., Van de Vijver, Fons J. R., Poortinga, Ype H. and Setiadi, Bernadette N. (2012) Indonesian leadership styles: a mixed-methods approach. Asian Journal of Social Psychology, 15 4: 290-303. doi:10.1111/j.1467-839X.2012.01384.x

Author Suryani, Angela O.
Van de Vijver, Fons J. R.
Poortinga, Ype H.
Setiadi, Bernadette N.
Title Indonesian leadership styles: a mixed-methods approach
Journal name Asian Journal of Social Psychology   Check publisher's open access policy
ISSN 1367-2223
Publication date 2012-12
Sub-type Article (original research)
DOI 10.1111/j.1467-839X.2012.01384.x
Volume 15
Issue 4
Start page 290
End page 303
Total pages 14
Place of publication Richmond, VIC, Australia
Publisher Wiley-Blackwell Publishing Asia
Collection year 2013
Language eng
Abstract Indonesian leadership characteristics were examined in three studies, using mixed methods. In the first, qualitative study 127 indigenous characteristics of Indonesian leadership were identified from interviews and focus group discussions with Indonesian managers and staff. In the second study, a questionnaire based on the characteristics found in the first study was administered to Indonesian managers to identify Indonesian leadership styles. Using factor analysis, two highly correlated dimensions were extracted, labelled benevolent paternalism and transformational leadership. In the third study, a questionnaire consisting of leadership characteristics from the GLOBE study, supplemented with a selection of 49 items from the Indonesian questionnaire, was administered to another sample of Indonesian managers. We found that Indonesian leadership has two components; the first involves a more local modernization dimension that ranges from (traditional) benevolent paternalism to (modern) transformational leadership, the second is a more universal person- versus team-oriented leadership dimension. We conclude that Indonesian leadership has both emic and etic aspects.
Keyword Indonesia
Leadership styles
Paternalistic leadership
Transformational leadership
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ
Additional Notes Article first published online: 13 August 2012.

Document type: Journal Article
Sub-type: Article (original research)
Collections: Official 2013 Collection
School of Psychology Publications
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