CONTEMPORARY THEORIES OF LEADERSHIP: CROSS-CULTURAL ANALYSIS
Abstract
The relationship between leadership and culture and the influence of culture on leadership have been relevant to scholars for the last 50 years. Culture itself is one of the determining factors that directly influence the leadership model that is most effective in a particular culture, because even understanding the model of effective leadership depends on the culture and its underlying values. Different national cultures understand the model of effective leadership in different ways, because they have different basic values and models of behavior that are the basis of a specific effective model of leadership. According to the dominant values of a national culture, people subconsciously imagine their leaders as behaving in accordance with these ideals of leadership and value their leaders accordingly. The study of leadership in a cultural context has undergone significant transformations along with the evolution of leadership theories and the development of cross-cultural management. The purpose of this study is to analyze contemporary theories of leadership in the cross-cultural context and determine the influence of culture on modern models of effective leadership. The cross-cultural analysis of contemporary leadership theories determined that almost all theories emphasize a significant influence of culture on modern models of effective leadership. Behavioral theory and contingency theory of leadership emphasize that cultural norms play a key role in a cross-cultural context. The autocratic leadership style has been found to have significant cultural limitations to its effective use, whereas transformational leadership can be used and be effective in any culture. In transactional leadership is based subordinates are not self-motivated because they need to be closely observed and controlled. Servant leadership will now gain even more acceptance in different cultures, but has already proven to be effective primarily in cultures based on individualism, democracy, and egalitarianism. Contemporary leadership theories such as relational leadership, complex leadership, ambidextrous leadership, and adaptive leadership also emphasize the need to consider the interaction between leaders and the environment as influenced by culture.
References
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Breevaart K., Bakker A. B. (2021). Daily job demands and employee work engagement: The role of daily transformational leadership behavior. Journal of Occupational Health Psychology. Vol. 26 (1). P. 85-97. [in English].
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Derue D. S., Ashford S. J. (2020). Who will lead and who will follow? A social process of leadership identity construction in organizations. Academy of Management Review. Vol. 45 (4). P. 1-22. [in English].
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Gelfand M. J., Aycan Z., Erez M., Leung K. (2021). Cross-cultural industrial organizational psychology and organizational behavior: A hundred-year journey. Journal of Applied Psychology. Vol. 106 (3). P. 1-31. [in English].
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Moodian M. A. (2009). Contemporary leadership and intercultural competence: Exploring the cross-cultural dynamics within organizations. Washington, D.C.: Sage, 312 p. [in English].
Raisch S., Birkinshaw J. (2022). Ambidexterity: The art of thriving in complex environments. Cambridge : Cambridge University Press, 254 p. [in English].
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Yukl G. A. (2013). Leadership in Organizations. Upper Saddle River, NJ : Prentice Hall, 528 p. [in English].
