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Where Do I Stand? The Interaction Of Leader–Member Exchange And Performance Ratings, Hassan Baker, Guowei Jian, Gail Fairhurst
Where Do I Stand? The Interaction Of Leader–Member Exchange And Performance Ratings, Hassan Baker, Guowei Jian, Gail Fairhurst
Guowei Jian
The congruence model of leader–member exchange (LMX) quality predicts that agreement between leader and members regarding relationship quality is associated with follower performance. However, questions remain over how cultural relational norms influence congruence. This study, based on a government-linked international joint venture in Malaysia, investigates cultural relational norms in relation to leader–member agreement on relational quality and leader evaluation of member performance. Our findings revealed that LMX quality agreement was related to in-role and extra-role performance among dyadic relationships conforming to Malaysian cultural norms. This study contributes to understanding how cultural relational norms provide conditions to the congruence model of …
Destructive Leader Behavior: A Comparison Of Australian, American And Iranian Leaders Using The Destructive Leadership Questionnaire (Dlq), James Shaw, Anthony Erickson, Farzaneh Nasirzadeh
Destructive Leader Behavior: A Comparison Of Australian, American And Iranian Leaders Using The Destructive Leadership Questionnaire (Dlq), James Shaw, Anthony Erickson, Farzaneh Nasirzadeh
Anthony Erickson
This article provides insights into the important but relatively unexamined issue of destructive leadership in a non-Western country. Although tentative, the article also provides some guidance for expatriate managers in adapting their own behavior to avoid being categorized as “destructive” by non-Western subordinates. In the following pages, we report the findings of a study of destructive leader behaviors among convenience samples of Australian, American, and Iranian leaders. No differences were found between Australian and American leaders in regard to the nature and frequency of destructive behaviors. As a result, the Australian and American data were combined and compared to a …
Destructive Leader Behavior: A Comparison Of Australian, American And Iranian Leaders Using The Destructive Leadership Questionnaire (Dlq), James Shaw, Anthony Erickson, Farzaneh Nasirzadeh
Destructive Leader Behavior: A Comparison Of Australian, American And Iranian Leaders Using The Destructive Leadership Questionnaire (Dlq), James Shaw, Anthony Erickson, Farzaneh Nasirzadeh
James B Shaw
This article provides insights into the important but relatively unexamined issue of destructive leadership in a non-Western country. Although tentative, the article also provides some guidance for expatriate managers in adapting their own behavior to avoid being categorized as “destructive” by non-Western subordinates. In the following pages, we report the findings of a study of destructive leader behaviors among convenience samples of Australian, American, and Iranian leaders. No differences were found between Australian and American leaders in regard to the nature and frequency of destructive behaviors. As a result, the Australian and American data were combined and compared to a …