Adaptation vs authenticity: achieving leader effectiveness in intercultural encounters with followers–towards an integrated model

Green, Michael J. (2017) Adaptation vs authenticity: achieving leader effectiveness in intercultural encounters with followers–towards an integrated model. International Journal of Cross Cultural Management, 17 (2). pp. 257-271. ISSN 1470-5958

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Official URL: https://doi.org/10.1177/1470595817706986

Abstract

Previous research on leader effectiveness in intercultural encounters has focused on the ‘cultural congruence proposition’ which indicates that leaders from one culture encountering followers from a different culture should modify their behaviour away from their own values towards the collective values of the followers in order to enhance their effectiveness. This proposition appears to contradict the basic tenets of authentic leadership theory which indicate that effective leaders align their behaviour strictly with their own values. This paper proposes a theoretical model which draws upon each perspective and integrates them to reconcile this apparent conflict. The model suggests that effective cross cultural leaders use both self-regulation and their cultural intelligence to engender optimum ratings from their followers.

Item Type: Article
Uncontrolled Keywords: Authenticity, cross culture, cultural intelligence, culture, leadership, self-regulation
Subjects: N100 Business studies
N200 Management studies
Department: Faculties > Business and Law > Newcastle Business School > Corporate and Executive Development
Depositing User: Becky Skoyles
Date Deposited: 27 Apr 2017 09:52
Last Modified: 09 Aug 2017 07:54
URI: http://nrl.northumbria.ac.uk/id/eprint/30632

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