Strategic leadership across cultures: Current findings and future research directions |
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| Authors: | Hui Wang David A Waldman Hongyu Zhang |
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| Institution: | 1. Guanghua School of Management, Peking University, China;2. W. P. Carey School of Business, Arizona State University, United States;1. Center for Ocean Solutions, Stanford Woods Institute, 473 Via Ortega, Stanford, CA, 94305, USA;2. Lancaster Environment Centre, Lancaster University, LA1 4YQ, UK;1. Department of Educational Administration, Faculty of Education, Khon Kaen University, Khon Kaen 40002, Thailand;2. International College, Khon Kaen University, Khon Kaen 40002, Thailand |
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| Abstract: | Research on strategic leadership has proliferated for a long time. However, very little work has been conducted to investigate this issue from a cross-cultural perspective. To fill this gap, we first review recent findings on strategic leadership in different cultural backgrounds. Then, based on the upper echelons theory, we summarize what researchers have found regarding the effects of personal characteristics of strategic leaders on firm performance in terms of observed personal experience, personality, values, cognitive style, and leadership behaviors. Furthermore, we generate some future research directions focusing on concepts, theories, and also methodological issues of strategic leadership across cultures. We consider how research across different cultures will enrich our understanding of strategic leadership and unfold the “black box” of why and how strategic leaders have positive effects on firm level performance. Finally, practical implications for managers are considered. |
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