Qualitative and quantitative studies of leadership in multinational settings: Meta-analytic and cross-cultural reviews |
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| Authors: | Kiyoshi Takahashi Jun Ishikawa Toshihiro Kanai |
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| Institution: | 1. Graduate School of Business Administration, Kobe University, 2-1 Rokkodai, Nada-ku, Kobe 657-8501, Japan;2. College of Business, Rikkyo University, 3-34-1 Nishi-Ikebukuro, Toshima-ku, Tokyo 171-8501, Japan;1. College of Information Science and Engineering, Guangxi University for Nationalities, Nanning 530006, China;2. Guangxi High School Key Laboratory of Complex System and Computational Intelligence, Nanning 530006, China;1. Vernadskii Institute of General and Inorganic Chemistry NASU, 03142 Kyiv, Ukraine;2. Nesmeyanov Institute of Organoelement Compounds of the Russian Academy of Sciences, 119991 Moscow, Russia;3. SC Princeton Biomolecular Research Labs, 01042 Kyiv, Ukraine;4. SE «UKRMETRTESTSTANDART», 03143 Kyiv, Ukraine;5. Kurnakov Institute of General and Inorganic Chemistry of the Russian Academy of Sciences, 119991 Moscow, Russia;1. Private Practice, Via Provinciale 87B, 55041 Camaiore (Lucca), Italy;2. Chair of Maxillo-Facial Surgery, School of Medicine, University of Naples “Federico II”, Via S. Pansini 5, 80100 Naples, Italy;3. Clinical Department of Odontostomatology and Maxillo-Facial Surgery, School of Medicine, University of Naples “Federico II”, Via S. Pansini 5, 80100 Naples, Italy;4. Chair of Oral Surgery, Department of Neurosciences, Reproductive and Odontostomatological Sciences, School of Medicine, University of Naples “Federico II”, Via S. Pansini 5, 80131 Naples, Italy;5. Chair of Odontostomatological Diseases, Department of Medicine and Surgery, School of Medicine, University of Salerno, Via S. Allende, 84081 Baronissi (Salerno), Italy;1. University of Groningen, Faculty of Economics and Business, Department of Global Economics & Management, Nettelbosje 2, Groningen, 9747 AE, The Netherlands;2. Department of Marketing and Management, University of Southern Denmark, Denmark;3. Bryan School of Business and Economics, University of North Carolina at Greensboro, United States;1. Department of Management, College of Business, Florida State University, 821 Academic Way, Tallahassee, FL 32306-1110, United States;2. Department of Management, Kogod School of Business, American University, 4400 Massachusetts Avenue NW, Washington, DC 20016, United States;3. 224 S. 880 W., Spanish Fork, UT 84660, United States |
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| Abstract: | Much of the research on leadership has been conducted by Western researchers and has led to a largely Western and individualistic perspective on leadership. This has led researchers to raise questions concerning the extent to which these theories apply globally. In particular, do Western theories of leadership apply to the same extent in more communal Asian countries, such as Japan, China, Indonesia, and Thailand? Based on leadership studies conducted in Japan, we argue that Japanese leadership practices often differ from the styles practiced widely in the West. These differences in behavior have their roots in Japanese cultural traditions and business practices. Our conclusion is based on the results of meta-analyses of studies of the five most popular leadership theories used in the West, an empirical study of transformational and gatekeeper leadership, and in-depth qualitative case studies of three Japanese corporate leaders. We observe that there are relatively few qualitative studies of leaderships in international contexts, and propose that in order to understand leadership phenomena in a global context, it is necessary to take a triangulation approach, employing surveys, experimental manipulations, company records, and qualitative interviews. |
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