| Abstract: | Abstract The study seeks to develop a leadership portrait of MBA graduates from developing countries. It examines the congruence between the effective leadership values as perceived by MBA graduates from developing countries and expected, accepted and effective leadership styles in their cultures. One-Way ANOVA and Duncan Multiple Comparison analysis revealed that MBA graduates from developing countries have the tendency to embrace western leadership values without forsaking traditional indigenous values. The research provides evidence to suggest that western MBA education is contributing to the conformity to the latest leadership paradigms across cultures and thus the formation of a shared knowledge structure which reduce the variability of future managers' perceptions towards leadership styles. The study seeks to develop a leadership portrait of MBA graduates from developing countries. It examines the congruence between the effective leadership values as perceived by MBA graduates from developing countries and expected, accepted and effective leadership styles in their cultures. One-Way ANOVA and Duncan Multiple Comparison analysis revealed that MBA graduates from developing countries have the tendency to embrace western leadership values without forsaking traditional indigenous values. The research provides evidence to suggest that western MBA education is contributing to the conformity to the latest leadership paradigms across cultures and thus the formation of a shared knowledge structure which reduce the variability of future managers' perceptions towards leadership styles. |
