A cross cultural comparison of the importance of leadership traits for effective low-level and high-level leaders: Australia and China

Gian Casimir, David Waldman

Research output: Contribution to journalArticlepeer-review

28 Scopus citations

Abstract

This study compares perceptions of the importance of 18 traits for effective low-level leaders and high-level leaders. Participants were 84 full-time white-collar employees from Australia and 244 full-time white-collar employees from China. Multivariate analysis of variance revealed cultural differences in terms of which traits are regarded as important for effective leadership. For example, the Australians rated traits that attenuate leader-follower power differences (e.g. friendly and respectful) higher than did the Chinese. Consistent with previous research, traits that were regarded as more important for high-level leaders (e.g. inspirational and visionary) correspond with aspects of charismatic/visionary leadership. The findings indicate that the perceived importance of specific leadership traits is determined partly by culturally endorsed interpersonal norms and partly by the requirements of the leadership role.

Original languageEnglish (US)
Pages (from-to)47-60
Number of pages14
JournalInternational Journal of Cross Cultural Management
Volume7
Issue number1
DOIs
StatePublished - Dec 1 2007

Keywords

  • Cognitive prototypes
  • Cross cultural
  • Leader-level
  • Leadership

ASJC Scopus subject areas

  • Business and International Management
  • Cultural Studies
  • Arts and Humanities (miscellaneous)
  • Organizational Behavior and Human Resource Management

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