Research on leadership in a cross-cultural context: Making progress, and raising new questions

By Marcus W. Dickson, Deanne N. den Hartog, Jacqueline K. Mitchelson. 2003

672 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9338cf2bd144bf9e55611bda3ac602e893046b57

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Citations in the corpus

Explaining factors affecting individual innovation: The case of producer group members in Thailand (2012, background): “In contrast, organizations with low uncertainty avoidance cultures value more flexibility, innovation, and job mobility (Dickson et al., 2003). In Pornpitakpan’s (2000) study, not only do the Thais appear as having a high uncertainty avoidance culture, they also are moderately collectivistic, in tur”
CSR and Firm Value: Evidence from China (2018, background): “When governments do not have enough resources to engage in social welfare projects, CSR is more especially appreciated, because those contributions help lighten their burdens [64].”
Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool (2014, neutral): “This is associated with high scores on the endorsement of participative and value-based leadership (Dickson et al., 2003, p. 738).”
A Cross Cultural Perspective on Perceived Leadership Effectiveness (2005, background): “Recent studies show that two types of collectivism and individualism – vertical and horizontal – exist in organizations (Abraham, 1997; Dickson et al., 2003; Singelis et al., 1995).”
Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance (2015, neutral): “Given that, generally, autocratic leadership is viewed as more negatively in low power distance cultures (Dickson et al., 2003), our study may provide a conservative setting within which to test the hypothesized relationships.”
Spiritual values and practices related to leadership effectiveness (2005, background): “One reason to take a close look at spirituality in leadership is that leaders in spiritual organizations have been shown to score higher on measures of leadership effectiveness than leaders in other settings (Druskat, 1994). Despite problems with the theoretical definition of charisma, there is no d”
A Cross-Cultural Examination of the Endorsement of Ethical Leadership (2006, background): “Organizational researchers have responded to this need, and empirical research examining cross-cultural leadership is on the rise (see Dickson et al., 2003; House et al., 1997).”
Considering context in psychological leadership research (2009, background): “Researchers from around the world are now consistent contributors to knowledge, and research samples come from across the globe (Dickson et al., 2003).”
Cultural Tightness–Looseness and Perceptions of Effective Leadership (2016, background): “, mental models) of effective leaders (Aktaş & Sargut, 2011; Dickson et al., 2003; Dorfman & House, 2004; House et al., 1997; Sargut & Aktaş, 2012).”
A cross‐cultural perspective of self‐leadership (2006, background): “The study of culture and leadership has steadily developed as a research stream since the mid-1990s ( Dickson et al. , 2003”