Leadership and team cohesiveness accross cultures

H. Wendt; M. Euwema; I.H. van Emmerik

doi:10.1016/j.leaqua.2009.03.005

Leadership and team cohesiveness accross cultures

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

^*Corresponding author for this work

Organisation,Strategy & Entrepreneurship

Research output: Contribution to journal › Article › Academic › peer-review

Abstract

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 language	English
Pages (from-to)	358-370
Journal	Leadership Quarterly
Volume	20
Issue number	3
DOIs	https://doi.org/10.1016/j.leaqua.2009.03.005
Publication status	Published - 1 Jan 2009

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10.1016/j.leaqua.2009.03.005

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title = "Leadership and team cohesiveness accross cultures",

abstract = "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.",

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AU - van Emmerik, I.H.

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AB - 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.

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