Psychology Commons^™

Exploring And Expanding The Utility Of Cultural Distance: A Multi-National Analysis, Daniel Wiegert

Wayne State University Dissertations

In the current study, I utilized multiple cultural constructs to create and compare the utility of various forms of cultural distance as a predictor of national-culture-level outcomes, aggregated across multiple countries (i.e., a novel term: “Aggregated Cultural Distance”, hereafter ACD). ACD was first conceptualized in the current study by utilizing the nine Global Leader and Organizational Behavior Effectiveness (hereafter Project GLOBE) Societal Values dimensions in the calculation of ACD. I incrementally added and compared Project GLOBE’s Societal Practices and Tightness-Looseness scores (i.e., norms) to the Values ACD construct in predicting self-isolationist leadership behaviors (i.e., Project GLOBE’s Autonomous and Self-Protective leadership …

Leadership: A Resource In The Workplace, Wyatt Edward Stahl

Wayne State University Theses

Leadership is an organizational component that has seen considerable interest in the I/O psychology literature. The current study aimed to expand on this literature by investigating the extent to which the relation between leadership style and strain outcomes varies based on employee social class. Participants were asked to complete a survey assessing leadership style of their supervisor, indicators of stress, indicators of work-related strain, and components of social class. Results suggested that individuals of lower social class experience higher levels of stress and strain. Additionally, individuals with leaders who are more transformational experience lower levels of stress and work-related strain. …

Are Transformational Leaders Sustainable? The Role Of Organizational Culture, Shan Ran

Wayne State University Dissertations

As the workplace becomes increasingly stressful, leaders’ well-being, a critical determinant for follower well-being and organizational effectiveness, rises as an important research direction. Under the theoretical framework of self-regulation and conservation of resources, the current study hypothesized that transformational leadership deters leaders’ affective and cognitive resources from long-term self-growth, resulting in a detrimental effect on leaders’ eudemonic well-being. In addition, organizational culture was hypothesized to moderate the overall negative relationship between transformational behaviors and well-being of the leaders. On the one hand, mastery-approach norms would facilitate restoration of resources, so the association between transformational leadership and well-being becomes positive under …

Getting Old At The Top: The Role Of Affective Abilities And Leadership Role Characteristics In The Relationship Between Age And Leadership Behaviors, Greg Thrasher

Wayne State University Dissertations

Leadership behaviors and the outcomes they foster have historically been a central issue to organizational researchers and practitioners alike. Interestingly, though, as the workforce continues to age, research on leadership from a lifespan perspective has been surprisingly rare. The current dissertation aims to address this gap in the literature through two main contributions. First, the main effect of age on the dimensions of task, relational, and change-oriented leadership behaviors is examined. Second, I examine how characteristics of leadership roles interact with of age-related changes in affective abilities in the relationship between age and leadership behaviors. Results suggest that there is …

Does The Leader Fit The Place? Examining Leader-Culture Fit And Its Implications For Leader Effectiveness, Benjamin John Biermeier-Hanson

Wayne State University Dissertations

The present study focused on a relatively new concept, Leader-Culture Fit (L-C Fit), to help bridge the empirical gap that exists between the literatures on leadership and organizational culture. L-C Fit, a subtype of Person-Environment fit, was examined here by testing the complex relationships between perceptions of leaders, perceptions of their cultures, and how the fit between the two relates to leader effectiveness. The present study found that fit (and misfit) between a leader and their culture for perceived leader effectiveness. Specifically, fit is beneficial for perceived leader effectiveness when the leader and the culture are in alignment and are …

Self-Other Differences And Perceived Effectiveness: A Look Across Culture Dimensions, Nathalie Castano

Wayne State University Dissertations

The use of 360-degree feedback is prominent across the world. Several studies have in-vestigated the impact of culture on different aspects of 360-degree feedback, such as self-other agreement, but very few have studied how ratings on these instruments predict perceptions of leadership effectiveness, and whether this relationship is the same across different societies. The present study seeks to narrow the gap between cross-cultural research and 360-degree feedback, by (a) investigating the role that culture plays on the self-other agreement and effectiveness relationship from a culture dimension perspective and (b) comparing how different cultural aspects help explain this relationship. As barriers …

Generational Differences In Evaluation And Expression Of Leadership Style, Abigail E.B. Reiss

Wayne State University Dissertations

Generational differences in the workplace have received a great deal of attention in the

past few years. The present study used 360° data to examine the agreement of Generation Y, Generation X, and Baby Boomers target leaders with other raters. Archival data generated by the TalentSage leadership assessment was used. Both self-reported leadership style and perceived leadership style was considered. Significant differences were observed between Generation X and Generation Y for self-reported leadership style, however no significant increase in agreement between targets and raters was observed for generation matched versus generation mismatched pairs.