Leadership and team cohesiveness accross cultures

H. Wendt*, M. Euwema, I.H. van Emmerik

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review


This study examines the relation between leadership and team cohesiveness in different societal cultures. We expect direct effects of societal culture on leadership and team cohesiveness, as well as a moderating effect of culture on the relationship between leadership and cohesiveness. Data were collected from 29,868 managers and 138,270 corresponding team members in 80 countries. Multilevel analysis was used to test the hypotheses, relating societal individualism–collectivism (ic), with directive and supportive leadership, and with team cohesiveness. In individualistic societies managers use less directive and less supportive behavior, compared with collectivistic societies. Team cohesiveness is not directly related with ic. Directive leadership and supportive leadership are negatively and positively related with team cohesiveness respectively and these relations are stronger in individualistic societies. Implications for managerial education and practices are discussed.
Original languageEnglish
Pages (from-to)358-370
JournalLeadership Quarterly
Issue number3
Publication statusPublished - 1 Jan 2009

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