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Country’s preferred leader behaviour profile: Does cultural homogeneity matter?

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dc.contributor Háskóli Íslands
dc.contributor University of Iceland
dc.contributor.author Minelgaite, Inga
dc.contributor.author Littrell, Romie Frederick
dc.date.accessioned 2018-12-10T11:08:51Z
dc.date.available 2018-12-10T11:08:51Z
dc.date.issued 2018-06-30
dc.identifier.citation Minelgaite, I. i Frederick Littrell, R. (2018). Country’s preferred leader behaviour profile: Does cultural homogeneity matter?. Management, 23 (1), 1-27. https://doi.org/10.30924/mjcmi/2018.23.1.1
dc.identifier.issn 1331-0194
dc.identifier.issn 1846-3363 (eISSN)
dc.identifier.uri https://hdl.handle.net/20.500.11815/945
dc.description Publisher's version (útgefin grein)
dc.description.abstract In a study of employed adult business people, comparisons of preferred leader behaviour prototypes (as defined by the Leader Behaviour Description Questionnaire XII) were carried out between Iceland, a culturally homogeneous nation, and Lithuania a culturally non-homogenous nation. The main aim of the study was to determine whether cultural homogeneity is a good indicator of uniform views of followers’ towards preferred leader behaviour. Furthermore, the study aimed at contributing to leadership theory and research by providing empirical data from two under-researched countries. The third aim of the study was to provide expat managers working in Iceland or/and Lithuania insights into more effective leader behaviour in these countries. Results of the empirical research indicate that followers’ attitudes towards preferred leaderships are different, with respondents from Iceland having very uniform views, while those from Lithuania have very diverse views when evaluating leader behaviour preferences. This can be due to the relative homogeneity of national cultures. Overall comparison of the two countries indicates that Iceland and Lithuania differ significantly in 7 out of 12 preferred leader behaviour dimensions, which confirm culture specific attitudes towards desired leader behaviour and hence is coherent with cross-cultural leadership literature. Managerial implications of these differences are discussed in length, which can serve as guidelines for expat managers of both countries in increasing business transactions between Iceland and Lithuania.
dc.format.extent 1-27
dc.language.iso en
dc.publisher Faculty of Economics, University of Split
dc.relation.ispartofseries Management Journal of Contemporary Management Issues;23(1)
dc.rights info:eu-repo/semantics/openAccess
dc.subject Leadership
dc.subject Cross-cultural management
dc.subject Follower
dc.subject Preferred leader behaviour
dc.subject Iceland
dc.subject Lithuania
dc.subject Leiðtogar
dc.subject Leiðtogafræði
dc.subject Stjórnun
dc.subject Samanburðarrannsóknir
dc.title Country’s preferred leader behaviour profile: Does cultural homogeneity matter?
dc.type info:eu-repo/semantics/article
dc.description.version Peer Reviewed
dc.identifier.journal Management Journal of Contemporary Management Issues
dc.identifier.doi 10.30924/mjcmi/2018.23.1.1
dc.contributor.department Viðskiptafræðideild (HÍ)
dc.contributor.department Faculty of Business Administration (UI)
dc.contributor.school Félagsvísindasvið (HÍ)
dc.contributor.school School of Social Sciences (UI)

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