The impact of leadership behaviours on leaders’ perceived job performance across cultures: Comparing the role of charismatic, directive, participative, and supportive leadership behaviours in the U.S. and four Confucian Asian countries

Seog Joo Hwang, Louis N. Quast, Bruce A. Center, Chu Ting Nicole Chung, Huh Jung Hahn, Joseph Wohkittel

Research output: Contribution to journalArticle

8 Scopus citations

Abstract

This study empirically examines how different types of leadership behaviour affect perceived job performance of leaders in different cultures, specifically comparing the U. S. and four Confucian Asian countries. Using a large archival database of a multisource feedback instrument assessing leadership behaviours and overall perceived job performance of managers in these countries, this study analyses the influence of leadership behaviours on perceived job performance. The results suggest that charismatic and directive leadership behaviours are positively related to perceived job performance of leaders in all countries studied, whereas the influence of supportive leadership behaviour is not as strong as charismatic and directive leadership behaviours. Surprisingly, participative leadership behaviour is not associated with perceived job performance of leaders in the countries studied except for Japan. Research implications and limitations are discussed.

Original languageEnglish (US)
Pages (from-to)259-277
Number of pages19
JournalHuman Resource Development International
Volume18
Issue number3
DOIs
StatePublished - Jan 1 2015

Keywords

  • Confucian Asia
  • Cross-cultural
  • Leadership
  • Managerial effectiveness

Fingerprint Dive into the research topics of 'The impact of leadership behaviours on leaders’ perceived job performance across cultures: Comparing the role of charismatic, directive, participative, and supportive leadership behaviours in the U.S. and four Confucian Asian countries'. Together they form a unique fingerprint.

  • Cite this