Leadership styles and group organizational citizenship behavior across cultures |
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| Authors: | Martin C Euwema Hein Wendt Hetty van Emmerik |
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| Institution: | 1. Department of Psychology, Katholieke Universiteit Leuven, Leuven, Belgium;2. Hay Group b.v., Zeist, The Netherlands;3. Department of Social and Organizational Psychology, Utrecht University, Utrecht, The Netherlands |
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| Abstract: | This study investigates (a) the effects of societal culture on group organizational citizenship behavior (GOCB), and (b) the moderating role of culture on the relationship between directive and supportive leadership and GOCB. Data were collected from 20 336 managers and 95 893 corresponding team members in 33 countries. Multi‐level analysis was used to test the hypotheses, and culture was operationalized using two dimensions of Hofstede ( 2001 ) and GLOBE (2004): Individualism (IDV) and power distance (PD). There was no direct relationship between these cultural dimensions and GOCB. Directive leadership had a negative relation, and supportive leadership a positive relation with GOCB. Culture moderated this relationship: Directive leadership was more negatively, and supportive behavior less positively, related to GOCB in individualistic compared to collectivistic societies. The moderating effects of societal PD were explained by societal IDV. Copyright © 2007 John Wiley & Sons, Ltd. |
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