Jeffrey C. Kennedy

The egalitarian leader: A comparison of leadership in Australia and New Zealand

This article compares leadership in Australia and New Zealand based on data collected as a part of the GLOBE (Global Leadership and Organizational Behavior Effectiveness) 62-nation culture and leadership project. Exploratory and confirmatory factor analyses were used to demonstrate that etic (universal) dimensions of ‘Charismatic’ and ‘Self-Protective’ leadership are evident in both cultures, but that the dimensions have emic (local) culturally determined manifestations. These emic manifestations were stronger in New Zealand than in Australia. Leadership effectiveness incorporated the negative emic dimension of ‘Bureaucratic’ leadership (both countries), and the positive emic dimension of ‘Egalitarian leadership’ in Australia and ‘Team leadership’ in New Zealand. Both models of leadership nonetheless represent styles of leadership based on egalitarian principles.

Managerial sex role stereotyping: a New Zealand perspective

The relationship between sex role stereotypes and the characteristics perceived necessary for managerial success was examined among 153 male and 165 female commerce students in New Zealand using the 92‐item Schein Descriptive Index. The results were compared with those from similar studies conducted in the USA, Great Britain, Canada, Germany, Japan, and the People’s Republic of China. Both male and female commerce students in New Zealand perceive successful middle managers as possessing the characteristics, attitudes and temperaments commonly ascribed to men in general and, to a lesser degree, women in general. Discriminant analysis was used to identify the specific attributes used by respondents to distinguish the stereotypes.

INFLUENCE TACTICS ACROSS TWELVE CULTURES

This chapter summarizes our current knowledge regarding use of managerial influence tactics in international settings, and reports the findings of a twelve-nation study on the relative effectiveness of different influence tactics in business organizations. Rational persuasion, consultation, collaboration and apprising were identified as effective tactics in all the countries. Giving gifts, socializing with the target, exerting pressure, and making influence attempts informally were rated low in effectiveness in all of the countries. Discriminant analysis confirmed that patterns of perceived effectiveness for the influence tactics can distinguish countries in a manner consistent with their known cultural values.

A comparison of the performance appraisal practices of US multinational subsidiaries with parent company and local Taiwanese practices

Purpose – The purpose of this paper is to compare the performance appraisal practices of US subsidiaries in Taiwan to those of their parent firms and to those of large Taiwanese companies in an effort to understand how foreign subsidiaries adjust to the competing demands for global integration and local responsiveness.Design/methodology/approach – A stratified random sampling scheme was employed to ensure that performance appraisal practices of manufacturing firms in similar industry sectors were compared. A mail survey was chosen over other ways of gathering data because of the wide geographical dispersion of companies, the required speed of data collection, and the length of the questionnaire.Findings – The results indicate that performance appraisal is not a uniform function, but consists of practices that differ in their relative resemblance to local practices and to parent practices. This finding suggests that the competing demands for global integration and local adaptation should not be viewed as o...

Empowering employees through the performance appraisal process

Increasing demands are being placed on many public servants as civil service organizations seek to increase productivity and operate with fewer levels of management. Moves away from traditional bureaucratic organization structures are often accompanied by attempts to develop a more empowering culture. These typically involve leadership initiatives adapted from the private sector in areas such as vision, values, participation and trust. In order to be successful, however, such initiatives need to be supported by corresponding changes in the systems which underpin human resource management. One of the most important of these is the performance appraisal system. This article describes how performance appraisal can be used to assist in empowering employees, using as an example the Corporate Finance Office of the New Zealand Department of Social Welfare.

Who Wants to Be an Intrapreneur? Relations between Employees’ Entrepreneurial, Professional, and Leadership Career Motivations and Intrapreneurial Motivation in Organizations

This paper reports an empirical study conducted to examine the relationship between employees’ Entrepreneurial, Professional, and Leadership (EPL) career motivations and their intrapreneurial motivation. Using data collected from 425 working adults in the research/innovation and healthcare settings, we develop a self-report measure of employee intrapreneurial motivation. We also adapt an existing self-report measure of E, P, and L career motivations (previously developed and used with university students) for use with working adult organizational employees. Confirmatory factor analysis indicate that E, P, and L motivations and intrapreneurial motivation can be measured independently and reliably, while regression analyses show that the employees’ E, P, and L motivations all contribute to explaining variance in their intrapreneurial motivation. Individuals with high E, P, and L motivational profiles are also found to have the highest intrapreneurial motivation scores, while those low on E, P, and L motivations have the least intrapreneurial motivation. Our findings suggest that the potential for intrapreneurship is not unique to only entrepreneurial employees. Instead, one can find intrapreneurs among employees with strong leadership and professional motivations as well. We discuss the findings in the context of generating more research to address the challenges of talent management in the 21st century knowledge economies where there is greater career mobility and boundarylessness in the workforce.

Forbearance of culturally inappropriate leadership behaviors: a conceptual model

Selection and training of expatriates emphasizes the importance of respecting and adapting to local cultural norms. However, even when motivated to modify their behavior, expatriates tend to act in ways which transgress host country cultural norms. While such transgressions can harm working relationships between expatriate manager and host country nationals (HCNs), this is not an inevitable outcome. The purpose of this paper is to apply the social psychological construct of forbearance to create a model which considers how transgression severity, responsibility attributions made by the HCN, empathy, and expatriate manager reputation influence HCN forbearance in the face of culturally inappropriate leadership behaviors.,This is a conceptual paper, which proposes forbearance as a process which can reduce dysfunctional outcomes on working relationships resulting from culturally inappropriate behaviors by expatriate managers.,The author argues that differences between expatriate and host country implicit leadership theories influence HCN attributions for culturally inappropriate leadership behaviors. These attributions, together with expatriate reputation, HCN empathy, and the severity of the cultural transgression, will determine the extent to which HCNs are likely to exercise forbearance.,The paper suggests several important lines of research into the initial establishment of an effective working relationship between expatriate and HCN. Suggestions for further elaboration and testing of the model are also provided.,The model points to important processes (e.g. establishing incoming expatriate’s reputation, managing attributions, and facilitating empathy) which have the potential to reduce difficulties early in the assignment.,Much research into expatriate adjustment focuses on the expatriate. This paper adopts the perspective of the HCN, providing a framework for better understanding perceptual and attributional processes influencing the relationship.