A Cultural Contingency Model of the Effects of Leader-Society Value Congruence

Ghulam Mustafa, Rune Lines

Abstract


Previous research on cross-cultural leadership has examined the effects of leadership-society congruence without
explaining how positive outcomes might result when there is a fit between leadership and societal culture, and
via which mechanisms the effects of such congruence are transmitted. We fill this gap by developing a culturally
contingency model of leader-society value congruence effects. First, we provide an account of the mechanisms
that help understand the relationships between leader-society value congruence and outcomes. Next, we develop
propositions to suggest how differences in societal values provide bases for predicting the strength of these
mediating mechanisms.

Full Text: PDF DOI: 10.5539/ibr.v6n10p1

Creative Commons License
This work is licensed under a Creative Commons Attribution 3.0 License.

International Business Research  ISSN 1913-9004 (Print), ISSN 1913-9012 (Online)

Copyright © Canadian Center of Science and Education

To make sure that you can receive messages from us, please add the 'ccsenet.org' domain to your e-mail 'safe list'. If you do not receive e-mail in your 'inbox', check your 'bulk mail' or 'junk mail' folders.