The Effects of Australian Tall Poppy Attitudes on American Value Based Leadership Theory |
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Authors: | Yee Kok Meng Neal M Ashkanasy Charmine E J Härtel |
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Institution: | (1) Graduate School of Management, University of Queensland, Brisbane, QLD, 4072, Australia;(2) Department of Management, Monash University, P.O. Box 197, Caulfield East, VIC, 3145, Australia |
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Abstract: | A survey study of twenty-two Australian CEOs and their subordinates assessed relationships between Australian leader motives, Australian value based leader behaviour, subordinate tall poppy attitudes and subordinate commitment, effectiveness, motivation and satisfaction (CEMS). On the whole, the results showed general support for value based leadership processes. Subsequent regression analyses of the second main component of Value Based Leadership Theory, value based leader behaviour, revealed that the collectivistic, inspirational, integrity and visionary behaviour sub-scales of the construct were positively related with subordinate CEMS. Although the hypothesis that subordinate tall poppy attitudes would moderate value based leadership processes was not clearly supported, subsequent regression analyses found that subordinate tall poppy attitudes were negatively related with perceptions of value based leader behaviour and CEMS. These findings suggest complex relationships between the three constructs, and the proposed model for the Australian context is accordingly amended. Overall, the research supports the need to consider cultural-specific attitudes in management development. |
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Keywords: | Australia cross-cultural management leader-follower relationships leadership tall poppy attitudes Value Based Leadership Theory |
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